Komunikasi Kepimpinan Mahathir Mohamad dari Perspektif Agama Hindu

S. Maartandan Suppiah, Mohd Khairie Ahmad, Heran Niruba

Abstract


Penyelidikan kualitatif ini bermatlamat untuk meneroka pengaruh komunikasi kepimpinan Mahathir Mohamad dari sudut pandangan budaya masyarakat India di Malaysia. Mahathir dianggap sebagai seorang pemimpin yang hanya memberi tumpuan kepada pembangunan masyarakat Melayu atau masyarakat majoriti yang diwakilinya sehingga beliau dilabel sebagai ultra Melayu. Menariknya, walaupun Mahathir Mohamad dikatakan mengetepikan masyarakat bukan bumiputera khususnya masyarakat India, tetapi masyarakat India merekodkan pembangunan atau perubahan yang baik dalam pelbagai bidang. Dalam pada itu, penyelidikan ini mengandaikan bahawa kemahiran komunikasi kepimpinan Mahathir Mohamad mempengaruhi masyarakat India ke arah pembangunan di Malaysia.  Budaya masyarakat India yang ditunjangi oleh kepercayaan Hinduisme dipercayai menjadi nilai asas dalam proses komunikasi kepimpinan Mahathir Mohamad dan masyarakat Hindu di Malaysia. Maka, penyelidikan ini membincangkan tentang komunikasi kepimpinan Tun Mahathir Mohamad dari perspektif budaya India, khususnya dari perspektif agama Hindu. Kaedah temubual mendalam digunakan untuk mengumpul data. Seramai 23 informan telah ditemu bual untuk mengumpul pandangan mereka tentang pimpinan Mahathir Mohamad. Informan penyelidikan dipilih melalui teknik persampelan bertujuan yang terdiri daripada ahli politik berbangsa India, ahli badan bukan kerajaan, para akademik, ahli perniagaan dan masyarakat biasa. Data dianalisa menggunakan kaedah analisis tematik dan tiga tema telah terbentuk iaitu definisi komunikasi kepimpinan, ciri-ciri komunikasi kepimpinan yang berkesan dan fungsi komunikasi kepimpinan. Hasil penyelidikan menunjukkan bahawa agama Hindu mempengaruhi persepsi masyarakat Hindu terhadap komunikasi kepimpinan Mahathir. Penyelidikan ini menyumbang kepada pembentukan dimensi baharu iaitu penyelidikan komunikasi kepimpinan dalam konteks budaya masyarakat India.

 

Kata kunci: Komunikasi politik, budaya India, perubahan sosial, masyarakat India, kepimpinan.


Full Text:

PDF

References


Abdul Rahman Embong. (2001). The culture and practice of pluralism in post-independence Malaysia. In R. W. Hefner (Ed.), The politics of multiculturalism (pp. 59-85). Honolulu: University of Hawaii Press. https://doi.org/10.1515/9780824864965-003

Ahmad Atory Hussain. (1997). The leadership factor in administrative reform in Malaysia, with a specific study on the leadership of Dr. Mahathir Mohamad, Prime Minister of Malaysia. Pertanika Journal of Social Science & Humanities, 5(2), 103-123.

Ayodurai, D., Yahaya, S., & Zainuddin, S. (2002). Malaysia. In M. Zanko (Ed.), The handbook of HRM policies and practices in Asia Pacific economies (Vol. 1). Cheltenham: Edward Elgar.

Baharuddin, S. A. (2005). Making sense of national unity in Malaysia: ‘Break down’ versus ‘breakout’ perspective. Kuala Lumpur: COLLA Research Group.

Barrett, D. J. (2014). Leadership communication (4th ed.). New York: McGraw-Hill Education.

Bass, B. M., & Stogdill, R. M. (1990). Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications. New York, NY: Simon and Schuster.

Bass, B. M. (1990). Bass & Stogdill’s handbook of leadership (3rd ed.). New York, NY: Free Press.

Bass, B. M. (1997). Does the transactional-transformational leadership paradigm transcend organizational and national boundaries? American Psychologist, 52(2), 130-139.

Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Publications.

Bryman, A., Collinson, D., Grint, K., Jackson, B., & Uhl-Bien, M. (2011). The SAGE handbook of leadership. Los Angeles: SAGE Publications.

Boatwright, K. J., & Forrest, L. (2000). Leadership preferences: The influence of gender and needs for connection on workers’ ideal preferences for leadership behaviors. The Journal of Leadership Studies, 7(2), 18-34. https://doi.org/10.1177/107179190000700202

Burns, J. M. (1978). Leadership. New York: Harper & Row.

Cundiff, N. L., & Komarraju, M. (2008). Gender differences in ethnocultural empathy and attitudes toward men and women in authority. Journal of Leadership & Organizational Studies, 15(1), 5-15. https://doi.org/10.1177/1548051808318000

Chemers, M. M., & Ayman, R. (1993). Leadership theory and research: Perspectives and directions. San Diego: Academic Press.

Colaizzi, P. (1978). Psychological research as the phenomenologist views it. In Valle R. S, & King, M. (Eds.), Existential phenomenological alternatives for psychology. New York: Oxford University Press.

Chinmayanda, S. (2003). The Holy Geeta. Mumbai: Central Chinmaya Mission Trust.

Czech, K., & Forward, G. L. (2010). Leader communication: Faculty perceptions of the department chair. Communication Quarterly, 58(4), 431-457. https://doi.org/10.1080/01463373.2010.525158

Dansereau, F., Yammarino, F. J., & Markham, S. E. (1995). Leadership: The multiple-level approaches. The Leadership Quarterly, 6(2), 97-109.

Dahlia, Z. (2008). Cultural dimension among Malaysian employees. International Journal of Economics and Management, 2(2), 479-490.

Davis, R. H. (2014). The "Bhagavad-Gita": A biography. NJ: Princeton University Press.

Engardio, P., & McGregor, J. (2006, October 30). Karma capitalism. Business Week.

Ergeneli, A., Gohar, R. & Temirbekova, Z. (2007). Transformational leadership: Its relationship to culture value dimensions. International Journal of Intercultural Relations, 31(6), 703 – 724. https://doi.org/10.1016/j.ijintrel.2007.07.003

Easwaran, E. (1985). The Bhagavad Gita. Tomales, CA: Nilgiri Press.

Jung, D., & Avolio, B. (1999). Effects of leadership style and followers’ cultural values on performance under different task structure conditions. Academy of Management Journal, 42, 208-218. https://doi.org/10.2307/257093

Gardenswartz, L., Rowe, A., Digh, P., & Bennett, B. (2003). The global diversity desk reference: Managing an international workforce. Somerset, NJ: Wiley Publishers.

Graen, G. B. (2006). In the eye of the beholder: Cross-cultural lesson in leadership from project GLOBE: A response viewed from the third culture bonding (TCB) model of cross-cultural leadership. The Academy of Management Perspective, 20(4), 95-101.

Gudykunst, W. B., & Nishida, T. (2001). Anxiety, uncertainty, and perceived effectiveness of communication across relationships and cultures. International Journal of Intercultural Relations, 25(1), 55-71.

Guan, Y. S. (2005). Managing sensitivities: Religious pluralism, civil society and inter-faith relations in Malaysia. The Round Table, 94(382), 629-640. https://doi.org/0.1080/00358530500303700

Hee, C. (2007). A holistic approach to business management: Perspectives from the Bhagavad-gita. Singapore Management Review, 29(1), 73-84.

Hunt, J. G., Boal, K. B., & Sorensen, R. L. (1990). Top management leadership: Inside the black box. The Leadership Quarterly, 1, 41–65.

House, R., & Aditya, R. (1997). The social scientific study of leadership: Quo vadis? Journal of Management, 23(3), 409-474.

Hofstede, G. (1980). Motivation, leadership, and organization: Do American theories apply abroad?. Organizational Dynamics, 9(1), 42–63. https://doi.org/10.1016/0090-2616(80)90013-3

Hofstede, G. (1991). Empirical models of cultural differences. Lisse, the Netherlands: Swets & Zeitlinger.

Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across cultures. Thousand Oaks, CA: Sage.

Hofstede, G., & Minkov, M. (2010). Long-versus short-term orientation: New perspective. Asia Pacific Business Review, 16(4), 493-504.

Kanungo, R. N., & Misra, S. (2004). Motivation, leadership, and human performance. In J. Pandey (Ed.), Psychology in India revisited: Developments in the discipline (Vol 3, pp. 309-341). New Delhi: Sage Publications.

Kennedy, J. C. (2002). Leadership in Malaysia: Traditional values, international outlook. Academy of Management Executive, 16(3), 15-25.

Kejriwal, A., & Krishnan, V. R. (2004). The impact of Vedic worldview and Gunas on transformational leadership. Vikalpa, 29(1), 29–40.

Kellett, J. B., Humphrey, R. H., & Sleeth, R. G. (2002). Empathy and complex task performance: two routes to leadership. The Leadership Quarterly, 13(5), 523-544. https://doi.org/10.1016/S1048- 9843(02)00142-X

Krishnan, V. R. (2002). Transformational leadership and value system congruence. International Journal of Value-Based Management, 15(1), 19-33.

Krishnan, V. R. (2001). Can the Indian worldview facilitate the emergence of transformational leaders? Management and Labour Studies, 26(4), 237-244.

Leslie, J. B., & Van Velsor, E. (1998). A cross national comparison of effective leadership and teamwork toward a specific global workforce. North Carolina: Center for creative leadership.

Lu, X. A. (2003). Reflections on communication, education, scholarship, and life. US: iUniverse.

Lynn-Sze, J. C., Yusof, N., & Ahmad, M. K. (2014). The relevance of Confucian values to Leadership communication. Jurnal Komunikasi: Malaysian Journal of Communication, 30, 129-144.

Lynn-Sze, J. C., & Ahmad, M. K. (2017). Confucian value-based leadership communication: A study on Tun Dr. Mahathir Mohamad. Jurnal Komunikasi: Malaysian Journal of Communication, 33(3), 140-156.

Markus, H. R., & Kitayama, S. (1991). Culture and the self: Implications for cognition, emotion, and motivation. Psychological Review, 224-253.

Mehta, J. M. (2012). Vedic wisdom: Selected verses from The Vedas for material gain and spiritual happiness. New Delhi: V & S Publishers. ISBN: 978-938-13840-8-4

Melendez, S. E. (1996). An “outsider’s” view of leadership. In F. Hesselbein, M. Goldsmith & R. Beckhard (Eds.), The leader of the future (pp. 293-302). San Fransisco: Jossey-Bass Publishers.

Mohd. Yusoff, Z. H., Roselina, A. S., & Syed Azizi, W. (2002). Leadership style preferences of Malaysian managers. Malaysian Management Review, 37(1).

Mulla, Z. R., & Krishnan, V. R. (2010). Do Karma-Yogis make better leaders? Exploring the relationship between the leader’s Karma-Yoga and transformational leadership. Journal of Human Values, 15(2), 167-183.

Mulla, Z. R., & Krishnan, V. R. (2006, December). Karma-yoga: Construct validation using value systems and emotional intelligence. Paper presented at the first international conference of Yale-Great Lakes Center for Management Research on Global Mindset-Indian Roots, Chennai, India.

Muniapan, B. (2006, December). Can the Bhagavad-Gita be used as a manual for management development of Indian managers worldwide?. Paper presented at the 5th Asia Academy of Management Conference, Asian Management: Convergence and Divergence, Tokyo, Japan (pp. 19-21). December, 2006. Retrieved from https://www.researchgate.net/publication/260518340_Muniapan_B_2006_Can_the_Bhagavad-Gita_be_used_as_a_Manual_for_Management_Development_of_Indian_Managers_Worldwide5th_Asia_Academy_of_Management_Conference_Asian_Management_Convergence_and_Divergence_T

Muniapan, B. (2007). Transformational leadership style demonstrated by Sri Rama in Valmiki Ramayana. International Journal of Indian Culture and Business Management, 1(1), 104–115.

Panda, A., & Gupta, R. K. (2007). Call for developing indigenous organizational theories in India: Setting agenda for future. International Journal of Indian Culture and Business Management, 1(1/2), 205–243.

Patton, M. Q. (2002). Qualitative research and evaluation methods (3rd ed.). Thousand Oaks, CA: Sage.

Paulienė, R. (2012). Transforming leadership styles and knowledge sharing in a multicultural context. Business, Management and Education, 10(1), 91-109. https://doi.org/10.3846/bme.2012.08

Saad, S. (2012). Re-building the concept of nation building in Malaysia. Asian Social Science, 8(4), 115-123. https://doi.org/10.5539/ass.v8n4p115

Schein, E. H. (1985). Organizational culture and leadership. San Francisco, CA: Jossey-Bass.

Singh, N., & Krishnan, V. R. (2007). Transformational leadership in India: Developing and validating a new scale using Grounded Theory approach. International Journal of Cross Cultural Management, 7(2), 219–236. https://doi.org/10.1177/1470595807079861

Singh, P., & Bhandarker, A. (1990). Corporate success and transformational leadership. New Delhi: Wiley Eastern.

Sinha, A. K., & Kaur, P. (1992). Dimension of Guna in organizational setting. Sage Journals, 17(3).

Smith, P. B., & Peterson, M. F. (2002). Cross-cultural leadership. In M. J. Gannon & L. K. Newman (Eds.), The Blackwell handbook of cross-cultural management (pp. 217-235). Oxford: Blackwell Publishers Ltd.

Suppiah, S. M., Ahmad, M. K., & Nirubagunasekaran, H. (2018). Mahathir’s leadership communication: Exploring the Indian political and non-governmental organisation experience. Jurnal Komunikasi: Malaysian Journal of Communication, 34(2), 205-222.

Suppiah, S. M., Ahmad, M. K., Yusof, N., & Velloo, P. (2019). Mahathir Mohamad’s leadership communication attributes for social change: The perspective of Malaysian Hindus. Journal of Intercultural Communication Research, 48(5), 508-532. https://doi.org/10.1080/17475759.2019.1672575

Triandis, H. C., & Brislin, R. W. (1984). Cross-cultural psychology. American Psychologist, 39, 1006-1016.

Tichy, N. M., & DeVanna, M. A. (1990). The transformational leader (2nd ed.). New York: Wiley.

Thomas, J., & Harden, A. (2008). Methods for the thematic synthesis of qualitative research in systematic reviews. BMC Med Res Meth, 8, 45.

Wibbeke, E. S. (2009). Global business leader. Oxford, UK: Elsevier.

Wain, B. (2012). Malaysian maverick: Mahathir Mohamad in turbulent times. Journal of Social Issues in Southeast Asia, 20(1), 156-160. https://doi.org/10.1355/sj28-1g


Refbacks

  • There are currently no refbacks.


e-ISSN: 2289-1528