An Investigation On Distributive Leadership Practice In A Malaysian Public University

The present study aims to investigate the practice of distributive leadership among university leaders and administration superiors. The researchers employed the grounded theory research design. Gordon's distributive leadership model, which has four dimensions of mission which are vision an organizational goals, organizational culture, leadership practices, and shared responsibilities, was used as a reference in developing research questions for this study. A total of 12 participants were selected for this study, which involved the dean, deputy dean, and head of the department. The data were gathered by employing face-to-face interview using semi structured questions. The data from the interview were analysed through coding as to distinguish the emerging themes. Based on the analysis four themes emerged based on the dimensions which are organizational, culture, vision and mission, shared responsibility and leadership practices. The most significant theme emerged was organizational culture, followed by vision and followed by vision and mission and organizational goals, followed by a shared responsibility, and the least significant dimension was the dimension of leadership practices. Therefore, based on the present study it can be seen that distributive leadership based on sharing among organization members were widely practiced. The practise of academic freedom based on long tradition has been well immersed in distributive leadership through freedom views. The university's vision, mission, and goals were shared among members when planning and executing activities. The institution has also provided leadership development and leadership opportunities for its members. In addition, it was observed that the presence of formal structure in university leadership and management were used to help adapt leadership sharing practices among organizational members. However, the leadership practice was formed based on shared activities, there are still rooms for improvements such as common trust, confidence, and shared responsibilities.