HARAPAN MAHATHIR KEPADA PENJAWAT AWAM MALAYSIA BAHARU: ANALISIS UCAPAN TUN DR. MAHATHIR MOHAMAD
Mahathir's Expectations for New Malaysian Civil Servants: The Analysis of Tun Dr Mahathir Mohamad’s Speeches
DOI:
https://doi.org/10.37231/apj.2021.4.2.300Abstract
Abstract: The purpose of this article is to identify the aspects that Mahathir stressed on his first year of office as the 7th Prime Minister of Malaysia. The focus of this study is from the aspect of visionary leadership, namely the vision formation and vision delivery to civil servants through his speeches. This was done by content analyzing Mahathir's five speeches during the YAB Prime Minister's Monthly Meeting with the Public Servants in the Prime Minister's Department (JPM) from May 2018 to May 2019. Themes from the speech texts were analyzed using the NVivo12 qualitative analysis package. The results showed that there were four themes that are often emphasized in Mahathir's speech, namely civil servant responsibility, national recovery, values and loyalty. This study also showed that the combination of these themes formed by Mahathir has its own thoughts in uplifting the spirit of civil servants to restore the country.
Keywords: Leadership communication, Mahathir’s speeches, Visionary leadership
Abstrak: Matlamat artikel ini adalah untuk mengenalpasti aspek-aspek yang ditekankan oleh Mahathir dalam ucapan sepanjang tahun pertama beliau memegang jawatan sebagai Perdana Menteri Malaysia ke-7. Fokus kajian ini adalah dari segi kepimpinan bervisi, iaitu pembentukan dan penyampaian visi Mahathir kepada penjawat awam melalui ucapan beliau. Ini dilakukan dengan menganalisis kandungan lima ucapan Mahathir semasa Perhimpunan Bulanan YAB Perdana Menteri bersama Penjawat Awam di Jabatan Perdana Menteri (JPM) dari bulan Mei 2018 hingga Mei 2019. Tema dalam teks ucapan dianalisis menggunakan pakej analisis kualitatif NVivo12. Hasil kajian menunjukkan terdapat empat tema yang sering ditekankan dalam ucapan Mahathir, iaitu tanggungjawab penjawat awam, pemulihan negara, nilai murni dan kesetiaan. Kajian ini turut memperlihatkan bahawa kombinasi tema ini yang terbentuk daripada Mahathir mempunyai pemikiran tersendiri dalam menaikkan semangat penjawat awam memulihkan negara.
Kata kunci: Komunikasi kepimpinan, Kepimpinan bervisi, Ucapan Mahathir
References
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 Social Science & Humanities, 5(2), 103-123.
Ahmad Atory Hussain & Malike Brahim. (2006). Administrative modernization in the Malaysian local government: A study in promoting efficiency, effectiveness and productivity. Pertanika Journal of Social Sciences & Humanities, 14 (1), 51-62.
Berson, B., Halevy, N., Shamir, B., & Erez, M. (2015). Leading from different psychological distances: A construal-level perspective on vision communication, goal setting, and follower motivation. The Leadership Quarterly, 26, 143-155.
Bromley, H. R. & Kirschner-Bromley, V. A. (2007). Are you a transformational leader?. Physician Executive; Tampa 33(6), 54-7.
Cheah, J. L. S. & Ahmad, M. K. (2017). Confucian Value-Based Leadership Communication: A study on Tun Dr. Mahathir Mohamad. Malaysian Journal of Communication. 33(3), 140-156.
Emrich, C. G., Bower, H. H., Feldman, J. M., & Garland, H. (2001). Images in words: Presidential rhetoric, charisma, and greatness. Administrative Science Quarterly, 46(3), 527–58.
Fadzin Nazirin Bin Mihat, Mohammad Mujaheed Hassan, & Farah Husna Anwar (2020). Perkaitan antara Motivasi dan Prestasi Kerja Terhadap Kepuasan Kerja dalam kalangan Penjawat Awam. Malaysian Journal of Social Sciences and Humanities (MJSSH). 5(10), 34-57.
Holladay, S.J., & Coombs, W.T. (1994). Speaking of visions and visions being spoken: An exploration of the effects of content and delivery on perceptions of leader charisma. Management Communication Quarterly: McQ, 8(2), 165-189.
Ishtiaq Hossain (2011). Leaders with many traits but a singular purpose: Lee Kuan Yew and Mahathir Mohamad. Asiatic, 5(2), 122-130.
Jaes, L., Nurul Aimi Razali & Khairul Azman Mohamad Suhaimy (2020). Mahathir as the Prime Minister: Peak of “Paternalistic Leadership” in Malaysia. Journal of Social Transformation and Regional Development. 2(1), 42-51.
Kantabutra, S. & Avery, G.C. (2010). The power of vision: Statements that resonate. Journal of Business Strategy, 31(1), 37-45
Kearney, Shemla, Knippenberg & Scholz (2019). A paradox perspective on the interactive effects of visionary and empowering leadership. Organizational Behavior and Human Decision Processes. https://doi.org/10.1016/j.obhdp.2019.01.001
Khoo, B. T. (1995). Paradoxes of Mahathirism: An Intellectual Biography of Mahathir Mohamad. Kuala Lumpur: Oxford University Press.
Martin, J. S., McCormack, B., Fitzsimons, D. & Spirig, R. (2014). Evaluation of leadership practices: How to develop a vision. Journal of Research in Nursing, 19(2), 102-115.
Mauzy, D. K., & Milne, R. S. (1983-1984). The Mahathir administration in Malaysia: Discipline through Islam. Pacific affairs, 56(4), 617-648.
Mayfield, J., Mayfield, M. & Sharbrough, W. C. (2015). Strategic vision and values in top leaders‟ communications: Motivating language at a higher level. International Journal of Business Communication, 52(1), 97–121.
Naidoo, L. J., & Lord, R. G. (2008). Speech imagery and perceptions of charisma: The mediating role of positive affect. The Leadership Quarterly, 19, 283-296.
Rutgers, M. R. & Yang, L. (2018). Virtue or Vice: The Nature of Loyalty. Public Integrity, 1-12.
Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4(4), 577-594.
Sharifah Hayaati Syed Ismail al-Qudsy, Asmak Ab. Rahman & Mohd Izani Mohd Zain (2009). Pengukuhan nilai dan profesionalisme di kalangan penjawat awam ke arah efektif governan di Malaysia. Jurnal Syariah, 17(3), 559-592.
Smutkupt, S. (2014). The Key Antecedents of Shared Vision: A Case Study on AN Industrial Estate Developer in Thailand. AU Journal of Management,
Taskinsoy, J. (2020). Malaysia: “Crouching Tiger, Hidden Dragon” (January 19, 2020). Available at SSRN: https://ssrn.com/abstract=3522206 or http://dx.doi.org/10.2139/ssrn.3522206
The Prime Minister Malaysia Office Website. https://www.pmo.gov.my/
Tujuba, D. E. & Davidson, L. M. (2019). The Relationship between Context of Communication and Purpose in Leadership of Ethiopian Public University Leaders. International Journal of English Language, Literature in Humanities. 7(1), 1943-1957.
Zainal Yang (2003). Nilai, etika dan budaya kerja dalam pentadbiran dalam pentadbiran sektor awam di Malaysia dari perspektif Islam (Satu imbasan tinjauan karya). Jurnal Pengurusan Awam. 2(1), 45-67.
Downloads
Published
Issue
Section
License
Upon acceptance of an article, authors will be asked to transfer copyright. This transfer will ensure the widest possible dissemination of information. A notification will be sent to the corresponding author confirming receipt of the manuscript. If excerpts from other copyrighted works are included, the author(s) must obtain written permission from the copyright owners and credit the source(s) in the article.


