HR Masterclass Series: High-level HR strategy training workshops
with topics ranging from Analytics, to HR Business Partnering, Coaching, Leadership, Agile Talent and more.
Review the 2020 masterclasses here »
Leaders in Malaysia should develop emotional and sincere connections with their staff if they want to genuinely improve the impact they have on their employees and the organisation.
According to the Asian leadership Index 2014 by The Iclif Leadership and Governance Centre, employees in Malaysia feel their leaders do not value the instincts, contributions and judgments of other members of their workforce, and do not help them improve in their regular duties.
Out of the 18 countries polled in the survey, 24% of Malaysian employees stated their leaders need to do a much better job of including them in real conversations about the work they are doing, higher than the regional average of 20%.
In addition, 23% of staff stated their bosses are ’emotionally unaware’ and cited it as a crucial leadership development gap. The figure was also higher than the regional average of 17%.
Other sought-after attributes included the ability to foster development, employee empowerment through delegation, and technical competence.
When it came to regional results, the report highlighted the primary characteristic most Asian professionals want in any leader is a vision they can believe in.
Close to four out of 10 Malaysian (36%) employees also stated they would want their ideal leaders to be visionary.
“Most Asians value vision but not all do. Asian leaders moving across borders need to consider that they may have a fundamentally different orientation based on ideals,” the report stated.