The Effect of Leverage and Managerial Skills on The Return of Shareholders in Malaysia's Top 30 Listed Companies in Malaysia

Abstract

The aim of this study is to explore the effect of leverage and management skills on the return of the shareholder. The study selected the top 30 Bursa Malaysia companies listed as a sample. Proxies of leverage, management expertise, size, price to book ratio, effective tax rate and industry effects are the data collected. The data are collected from the Thomson Reuters from the year 2013 until 2017. The study employed multiple regression analysis to prove the existence of relationships between shareholder's return and other variables. The main results of the study show the influence of total debt, managerial skills, company size and industry on shareholder's return. However, price to book and effective tax rate have no significant influence on shareholder's return. The results indicated the importance of total debt and managerial skills towards shareholder's return when size and industry are controlled. The study contributes to current literature in the field.

Challenges for Compliance with Industrial Effluent Regulations – the Industry Perspective

“…In engaging with stakeholders, this study intended to identify and target the industry type with the lowest compliance towards Industrial Effluent Regulation 2009 for a span of time. Mokhtar published eight types of industries with the lowest compliance rate from 2016 to 2022 [13], which were metal manufacturing except for machinery type of industry, manufacture of base metal, manufacture of rubber and plastic and manufacture of other non-metallic mineral products, manufacture of paper and paper products, food products manufacturing, manufacture of chemicals and chemical products with and lastly manufacture of coke and refine petroleum product. The participant from each industry is then contacted.…”

“…However, literature does not adequately discuss the environmental challenges that industrial sector face in complying with the law [13]. Rita Padawangi examined the difficulties associated with incorporating environmental concerns into urban planning [14] but did not discuss the challenges industries face in ensuring compliance with environmental laws.…”

The The Uniqueness of Managerial Competency Model in Indonesian Districts and Cities

“…Based on the conditions above, raising questions regarding governance errors in internal and external organizations within the two regions would be reasonable. (Dr. Iqbal Amin Khan et al, 2023;Katz, 2000;Mokhtar & Kadri, 2023;Mostafa et al, 2012;Penagos Guzmán & Hernández Castorena, 2023;Razaghi, 2015) argues that a good organization must have three primary managerial skills: conceptual, human resource, and technical. Based on the definition (Katz, 1974).…”

“…They ((Abdulhasan et al, 2020;Ismail et al, 2022;Savaneviciene & Girdauskiene, 2021;Thanh et al, 2021;Tsendsuren, Yadav, Kim, et al, 2021;Van Vo et al 2020;Zin et al, 2019) and agree with the opinion of (Katz, 2000) Abdulhasan et al, 2020;Chen et al, 2020;Dr. Iqbal Amin Khan et al, 2023;Gaigher et al, 2007;Ismail et al, 2022;Manxhari et al, 2017;Maraouch, 2014;Mohd Bekri et al, 2013;Mokhtar & Kadri, 2023;Ogan-Bekiroğlu & Arslan, 2014;Paarima et al, 2020;Penagos Guzmán & Hernández Castorena, 2023;Qiao & Wang, 2009;Saleh et al, 2019;Savaneviciene & Girdauskiene, 2021;Strohmeier, 2020;Thanh et al, 2021;Tsendsuren, Yadav, Kim, et al, 2021;Van Vo et al, 2020;Veliu & Manxhari, 2017 1. Focusing on strategic 2. long-term goals 3. rules and regulations Barney & Wright, 1998;Shirazi & Mortazavi, 2009 Mediation between : 1. professional and individual characteristics with business performance 2. managerial competence within good organizational performances…”

“…The oldest and widely used as a reference is the study done by Katz (2000), who, as previously mentioned, argues that an effective organization depends on three basic skills (see Figure 3): technical ((Andereggen et al, 2022;Bennett & Williams, 2022;Dai & Liang, 2022;Uoshima et al, 2021;Webb, 2021), human resources ((Alamer, 2021;Caliendo, 2020;Iramaneerat, 2008;Rhodes, 2018;Srikanth & Jomon, 2015;Strohmeier, 2020;Subramony, 2009;Troutman, 2020;Webb, 2021), andconceptual (Chen et al, 2020;Mohd Bekri et al, 2013;Ogan-Bekiroğlu & Arslan, 2014;Strohmeier, 2020). Katz, 2000;Mokhtar & Kadri, 2023;Mostafa et al, 2012;Penagos Guzmán & Hernández Castorena, 2023;Razaghi, 2015).…”