Managing the Covid-19 Pandemic Uncertainty Time and New Norm Through Transactional Leadership
Noormaizatul Akmar Ishak1*, Mohd Fisol Osman2
1 Faculty of Applied and Human Science, Universiti Malaysia Perlis, Kangar, Malaysia
2 Faculty of Electronic Engineering Technology, Universiti Malaysia Perlis, Kangar, Malaysia
*Corresponding Author: [email protected]
Accepted: 15 August 2021 | Published: 1 September 2021
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Abstract: The aim of this research is to explore how the public perceive the leadership style of the Malaysian Government during the Covid-19 pandemic crisis in Malaysia. The current Government is known as Pakatan Nasional (PN)and has been in power since March 1st, 2020 until today. At the beginning of its reign, PN Government has received huge salutation and blessed from the nations but today the scenario has changed drastically with bad comments on their leadership style every day in the media social such as YouTube and Twitter. The biggest issue is on the series of Movement Control Order (MCO) and its impact to the public directly.
Therefore, the researchers conducted six focus group discussions (FGDs) with three resident’s associations to comprehend how the public sees the Government leaders’ roles and whether the current leadership style is acceptable during the uncertainty time that requires the residents to suit their lives styles to new norm. The informants were not more than 12 persons during each meeting session on What’sApp and Telegram applications. The finding shows that majority of the residents would accept the current PN Government transactional leadership style despite the bad comments of the netizens in the social media. They understand the Government leaders’ roles and challenges the country faces. However, some decision making of the Government leaders have huge direct impact to the normal life styles of the residents that some could not coop yet such as loss of income, traveling restriction and working from home for employees. This research outcomes could be an informative input for the relevant Government leaders and authorities when dealing with community at large scale from different walk of life about the public concerns and worries.
Keywords: transactional leadership, Covid-19 pandemic, Malaysian Government, uncertainty time, new norm, qualitative research
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1. Introduction
Ruling a country during any crisis especially Covid-19 pandemic across the world requires strong Government leadership. No leaders in Malaysian Government have any experience and training in this kind of contexts and environments before. Therefore, this research objectives are: to explore the perception of the Malaysians toward the leadership style adopted by the Government during the Covid-19 pandemic; to comprehend how the Malaysians see their leaders’ roles in governing the country during this crisis; and to acknowledge whether transactional leadership style suits Malaysians’ lifestyle during the crisis.
With so many bashing and bad comment towards the PN Government of Malaysia, the researchers believe it is import to know whether the Malaysians are comfortable with the
leadership style adopted by the Government during the Covid-19 pandemic. It is also interesting to understand if the Malaysian leaders’ play the right roles in governing the country during this crisis from the view point of the public. No doubt with the new issues with regards to MCO and Lockdown in Malaysia, the PN Government Leadership must be more resilient compare to the previous coalition political parties that had established Malaysian Government.
Nevertheless, it is important acknowledge also how the transactional leadership style by the current PN Government would suit Malaysians’ lifestyle during the Covid-19 pandemic crisis.
A Public Leadership Inquiry was conducted by Powe (2010) with a large group of senior civil servants to examine the challenge of providing resilient, confident public service leadership in the highly uncertain and demanding times of 2010/2011 in United Kingdom. He found that service leaders can be effective to lead in exceptionally challenging situation when they demonstrating bold, engaging and collaborative leadership; majoring on the transformational not transactional elements of change; not letting the inevitable uncertainties get in the way of intense engagement of their people; making tough calls on priorities; and steering their leadership teams and broader leadership communities towards genuine collaboration and connectedness (Powe, 2010).
However, in current Covid-19 pandemic where everybody has freedom to share their opinions over the social media, the public service leadership and the Government leaders are in dilemmas to coop with the stressed and disappointed netizens’ daily comments and bashing.
This research focuses how the Malaysians perception toward the Government’s leadership style in managing the Covid-19 pandemic uncertainty time and new norm. The Transformational Leadership Style as suggested by Powe (2010) seems not workable in current crisis.
It is more to strict and autocratic kind of leadership that seems applied in majority of the Governments’ leadership around the world. The Transactional Leaders are practicing incentive and penalties to gain obedience from their followers through the acceptance of goals, structure, and the culture of existing organizations. They are prepared to work surrounded by current systems and bargain to achieve goals of the organization. They have a drive to think inside the box when solving problems and rarely seek new ways and solutions to existing problems.
2. Literature Review
The crisis of Covid-19 pandemic was made known to the Malaysia public in December 2019 as the result of the disease outbreak in Wuhan, China. Few cases later had been recorded in Malaysia but no major precaution taken by the Malaysian Government during that time. The Government was referred as Pakatan Harapan Government (PH) which won the 14th Malaysia General Election conducted in 2018 with Tun Dr Mahathir Mohamed was elected as the Prime Minister. However, the Prime Minister of PH Government resigned on the 26th of February, 2021 and made the country into politically unstable. To stop any disruption in the country security, Tan Sri Muhyiddin Yassin was appointed as the new Prime Minister of Malaysia when he convinced the King of Malaysia that his had the trust and majority vote among the Members of Parliament. The Government of Prime Minister Muhyiddin is referred as Pakatan Nasional Government (PN) and governs since March 1st, 2020 until today.
On the March 18th, 2020 officially the PN Government announced the Movement Control Orders (MCO) in whole Malaysia with restriction on the daily activities of the public and companies. These drastic decision and action were taken due to the increase numbers of Malaysians being diagnosed with Covid-19 symptoms and death. Senior Minister for Security
and Minister of Defense, Minister Ismail Sabri Yaacob and Director General of Ministry of Health Malaysia (DG of MOH), Dr Noor Hisham were assigned to update the public about the status of Covid-19 pandemic in Malaysia daily on the national mass media. For any major decisions to announce the Prime Minister himself will do such as the Special Announcement of Emergency from 12 February 2021 until July 31st, 2021 due to huge increase number of people being infected by Covid-19. There were other measures and assistances being implemented by other Ministries too to ensure the public who stay at home do not depress, out of food and get immunisation when the first vaccine arrived in Malaysia on February 25th, 2021.
However, the PN Government receives a lot of condemned by the netizens due to many bad moments and videos capture and shared in the social media due to all the decision and action taken during the MCO. It seems that PN Government is practicing the Transactional Leadership Style where the Prime Minister gives orders for the Ministers to follow that impose to public at mass.
Burns (1978) coins that in Transactional Leadership Style the followers’ expectations are recognized by the leaders, and a close link between effort and reward is established. However, the issue of Transactional Leadership Style is simply on sustainability (Germano, 2010;
Northouse, 2016) because Transactional Leadership Style is primarily passive, display traits or charismatic leaders that quite effective in many circumstances while creating motivated players (Bass, 1990). The leader’s adept in making deals that motivate and prove beneficial to an organization with this Transactional Leadership Style by establishing the criteria for rewarding followers and maintaining status quo (Odumeru & Ifeanyi, 2013). The leader has the power to evaluate, approve and train the followers when performance needs to be improved and to reward effectiveness once achieved the required outcomes (Couto 2007). The Transactional Leaders are always willing to give their followers many things including a good performance review, a raise, a promotion, new responsibilities or a desired change in duties in return for following them (Kabeyi, 2018). Transactional leadership is also known as managerial leadership and focuses on role of supervision, organization, and group performance (Brahim, Ridic, and Jukic, 2015).
Consequently, this research will explore how the PN Government Transactional Leadership Style operates within existing goals, objectives and strategies, and whether it might in favour of seeking new ways and solutions to existing problems.
3. Methodology
This is a single case study research adopts qualitative approach that focus on inductive reasoning. The unit of analysis are three resident’s associations in two states that agreed to join in the research with condition their personal information could not be revealed. Six Focus Group Discussion (FGD) were conducted separately in What’sApp and Telegram resident’s associations. Each session was voluntarily and participated by different residents not more than 12 persons for one hour. All the residents or the informants were briefed about the purpose of the interviews which only to be used for research purposes, and they could choose not to reveal themselves, and left the interview session anytime they wanted. The FGDs were conducted using open-ended semi structure questions related to the objectives of the research that met leadership and Covid-19 pandemic contexts. Each of FGD session was recorded with voice digital recorder and transcribed before the analysis were done by implementing data thematic non-statistical analysis.
The three resident’s associations were named Kedah A with 56 members, Kedah B with 218 members, and Perak with 256 members. Both of resident’s associations from Kedah represent public in the residential areas where they did not know each other before they bought or rented their houses, whilst resident’s association from Perak is a traditional village or kampung setting that most of them have known each other for generations and some are relatives. The members in all associations consists of men and women from huge range of demographic – age, education background, occupations, origin states, lifestyle and experiences.
4. Findings and Analysis
Table 1 shows the information of the FGDs where each resident’s association had two different sessions that in total six FGDs had been conducted for data collection.
The resident’s association named Kedah A has 56 members with 11 informants (six male and five female) participated in FGD1, and nine informants (five male and four female) participated in FGD2. From total 20 informants, six of them (five male and one female) got experience appointed as a leader.
In the resident’s association named Kedah B its members are 218 with 12 informants (five male and seven female) participated in FGD3, and 11 informants (seven male and four female) participated in FGD4. Five of total 23 informants (three male and two female) had experience appointed as a leader.
As for the resident’s association from Perak, it has 256 members with eight informants (four male and four female) participated in FGD5, and twelve informants (six male and six female) participated in FGD6. Seven of total 20 informants (six male and one female) had experience appointed as a leader.
Table 1: The Focus Group Discussion Information
To achieve all the Research Objectives of this research, the information gathered through the six FGDs from 63 informants. During the FGD sessions, the informants were asked few open- ended semi structure questions based on the Research Objectives.
Figure 1 shows the complete themes and sub-themes that emerged from the data based on the perception and observation of the informants.
Group and No of Members
FGD1 = Kedah A, 56 members
FGD2 = Kedah A, 56 members
FGD3 = Kedah B, 218 members
FGD4 = Kedah B, 218 members
FGD5 = Perak, 256 members
FGD6 = Perak, 256 members Interview
platform What’sApp What’sApp Telegram Telegram What’sApp What’sApp
Gender Male Female Male Female Male Female Male Female Male Female Male Female Age (year) 25 - 55 30 - 41 28 - 63 23 - 54 23 - 34 20 - 40 26 - 52 27 - 46 24 - 55 33 - 54 25 - 72 29 - 43
No. of Informants =
63
6 5 5 4 5 7 7 4 4 4 6 6
Informant 1-11 Informant 12-20 Informant 21-32 Informant 33-43 Informant 44-51 Informant 52-63 Experience
appointed as a leader
Yes = 3 No = 3
Yes = 1 No = 4
Yes = 2 No = 3
Yes = 0 No = 4
Yes = 3 No = 2
Yes = 1 No = 6
Yes = 0 No = 7
Yes = 1 No = 3
Yes = 4 No = 0
Yes = 1 No = 3
Yes = 2 No = 4
Yes = 0 No = 6
Figure 1: The Themes and Sub-Themes Emerged from the Data
The detail explanation of Figure 1 is as below.
Research Objective 1: To explore the perception of the Malaysians toward the Transactional Leadership Style adopted by the Government during the Covid-19 pandemic uncertainty time and new norm.
When asking whether they were comfortable with the Transactional Leadership Style adopted by the PN Government during the Covid-19 pandemic, majority of the informants agreed with it. The theme emerged from the discussions was T1: Comfortable Leadership Styles with two subthemes – ST1(a): Acceptable and ST1(b): Adaptation under it.
Theme 1: Comfortable Leadership Styles
Sub-Theme 1(a): Acceptable
Many informants mentioned that if it was not associated with political will, then they can accept the current PN Government Transactional Leadership Style. They said not much could be done with Covid-19 Pandemic being the major threat to the country’s economy and health sectors.
Public is scared and no sign this pandemic would be decreased very soon. The impact from the Transactional Leadership Style being imposed of course it has strengths and weaknesses.
“People condemn this Government as illegitimate but YDA (Yang DiPertuan Agong or The King of Malaysia) already gives permission to the current PM (Prime Minister) to govern.
Cannot do much about it.” – Informant 50
“Yes, I am comfortable with the current leadership style of the Government – you said transactional just now. To me they do what are needed to do.” - Informant 11
“Unstable politic in the country can cause difficulties for government.. nobody wants chaos at this difficult time.” – Informant 24
“Some say we don’t choose this Government..but I believe if they are incompetent.. they won’t sustain but I am OK with their leadership style now.” – Informant 7
Sub-Themes Research Objectives/Themes
Title of Research
Managing The Covid-19 Pandemic Uncertainty
Time and New Norm Through Transactional
Leadership
Theme 1:
Comfortable Leadership Style
Sub-Theme 1(a):
Acceptable
Sub-Theme 1(b):
Adaptation
Theme 2:
Leaders Play Right Roles
Sub-Theme 2(a):
Adequate action taken
Sub-Theme 2(b):
New Norm Shows Government
Agencies Competency
Theme 3:
Transactional Leadership Suitability
Sub-Theme 3(a):
Suitable With Current
Crisis
Sub-Theme 3(b):
Leaders Focus on Work Done
“In my community (in village), we are working near our home.. we are scare with this Covid- 19.. so we just follow whatever the Government instructs. We keep remind everyone to follow
the SOP (Standard Operation Procedure).” – Informant 63
“Comfortable – the current Government gives many helps.. they should put more steps on making the society safe and healthy.. create new jobs for people who stay at home.” –
Informant 33
Sub-Theme 1(b): Adaptation
The Transactional Leadership Style of the Government is abided by the public regardless what were discussed in the social media, and information shared in the resident’s associations What’sApp and Telegram groups. They tried to avoid discussing the agenda of political parties in their groups, and any posting, uploading and sharing of news that have senses on certain political parties or politicians would be required to take them out and never be repeated. Almost all the informants shared their observation and difficult experiences during the MCO and Lockdown stages, but still, they stress that they need to adapt to the current PN Government Transactional Leadership Styles.
“No all ministers have experiences in running their current positions.. But they need to learn and adapt because if they go down to rakyat (their parliament’s community), they can see for
themselves. I guess only certain groups are OK. We have to adapt.” – Informant 21
“Immunisation of Covid-19 is the best action taken. Hope we can have normal life again like before.. The Government must not have double standard when impose SOP to all walk of
life.” – Informant 44
“They say we are in new norm.. it takes time to adapt to the new surroundings.. the Government must understand that.. we are not rich and smart enough with all gadgets and
whatnot.” – Informant 5
“Work from home, PdPR (Teaching and Learning from home for school children) are difficult.. we are trying to adapt.. The Government cannot just impose without giving the solution.. We are OK whatever Leadership Style the Government is practicing.. but continue
give help for us in the village.” – Informant 57
“Some of the netizens’ s posting about bad leadership.. incompetency.. but we as human must make the action.. plan what to do and suggest to the Government.” – Informant 15
Research Objective 2: To comprehend how the Malaysians see their leaders’ roles in governing the country during this crisis.
In addressing the questions with regards to how the Malaysians see their leaders’ roles in governing the country during the Covid-19 pandemic, most of the informants believed the leaders’ play the right roles in governing the country during this crisis. The theme emerged from the discussions was T2: Leaders Play Right Roles with two subthemes – ST2(a):
Adequate Action Taken and ST2(b): New Norm Shows Government Agencies Competency.
Theme 2: Leaders Play Right Roles
Sub-Theme 2(a): Adequate Action Taken
Every day the postings by the Malaysian netizens about the current PN Government Transactional Leadership Style can be accessed in all social media in Malaysia. Since the social media such as Facebook and Twitter are owned personally by the netizens, the postings consist of attacked on the decision making, and action done by the Government are tremendous.
However, the informants surprisingly mentioned that the Government has taken an adequate action according to the severity of the Covid-19.
“Yes.. we have MCO, Lockdown, Darurat (State of Emergency)… quarantine… Covid-19 Immunisation Programme.. Work from Home.. That is definitely the Government
responsibility.” – Informant 38
“If we watch TV.. Every day announcement from Datuk Seri Ismail Sabri (Senior Minister of National Security) and DG Dr Hisham (Director General of Ministry of Health Malaysia)..
they provide information on the status of Covid-19 in Malaysia.. So, we should to take care of ourselves.” – Informant 9
Many people lost their jobs.. cannot open offices and travel.. I think the Government cannot handle the Covid-19 across the board.. The Ministers in the Government must work together..
PM (Prime Minister) cannot be every where.” – Informant 18
“The Ministers look so incompetent but they try to do their best to deliver. They do not talk about politics on the tv but just only work.” – Informant 26
“Previous PH Government focused on austerity drive… the PN Government gives some money.. now public needs money to survive.. no jobs.. price hike” – Informant 51
“Suicide rate is increasing.. there are many problems arising during MCO and Lockdown..
all these problems have long existed before Covid-19 but only it comes out so alarming today. We in the village community never let anyone of us left out. We cannot give money but we support each other by buying the food they sell for example. We will try get help from
the State Government if we cannot get from the Federal Government.” – Informant 60
Sub-Theme 2(b): New Norm Shows Government Agencies Competency.
The informants also mentioned New Norm in the PN Government that the researchers found very interesting to notice. They saw that not just Covid-19 pandemic requires New Norm but it also revealed that the Government leaders cannot do their roles right without the efficiency of the civil servants who have been well trained doing their jobs for years. This is why practicing Transactional Leadership Style is suitable in the New Norm setting in Malaysia and support the country during the tough crisis.
“Covid-19 has exposed the public to many important Government Agencies in Malaysia.. we never know some of the agencies existed.” – Informant 45
“Although the Prime Minister and his Ministers sometimes act so slow but I salute to the KKM (Ministry of Health Malaysia/Kementerian Kesihatan Malaysia) and frontliners.. They
are the best.” – Informant 19
“Pandemic should not be manipulated into political issues.. The Ministers are politicians..
they won’t stay long like the Government Agencies employees. May be without these Ministers our country still can run smoothly due to the competent of the Head of these Government Agencies. This is what we can call New Norm in Malaysia.” – Informant 22
“Not all jobs can fit into New Norm.. If the Government practices Transactional Leadership Style, then after more than one year in power they should adjust their policy and actions
accordingly.. The Ministries have the best staff.” – Informant 3
Research Objective 3: To Acknowledge Whether Transactional Leadership Style Suits Malaysians’ Lifestyle During The Crisis.
When asking about whether the transactional leadership style suits Malaysians’ lifestyle during the Covid-19 pandemic crisis, the informants shared mixed opinions when touched about. For the final objective, the theme emerged from the discussions was T3: Transactional Leadership Suitability with two subthemes – ST3(a): Suitable With Current Crisis and ST3(b): Leaders Focus on Work Done.
Theme 3: Transactional Leadership Suitability
Sub-Theme 3(a): Suitable With Current Crisis
In the intense situation such in Covid-19 pandemic, without hesitation all informants agreed that the Government of Malaysia should practice Transactional Leadership Style instead of Autocratic Leadership Style such as in military. The leaders must strict in ruling and enforcement because without strict government the public would tend to disobey the Government rules and become undisciplined when orders for MCO and stay at home are impose.
“Yes, the current Government Leadership Style is suitable because it requires cooperation from the people.. The Government must be authoritarian due to non-normal situation of
Covid-19.” – Informant 32
“Absolutely practical.. Especially in this pandemic because if the Government wants to listen to everybody such as factories, businessmen (about operating as usual).. then this
Covid-19 will never end.” – Informant 10
“I agree because without firmness nobody will obey the Government.” – Informant 61
“The Government must lead by example.. shows some concern to the people. Keep the spirit of solidity and solaridity among Malaysians.” – Informant 41
“To control this Covid-19 pandemic.. I want the Government to be hard and assertiveness.. I want us to get our old lives back.” – Informant 52
“We should see how the Transactional Leadership Style or may be Autocratic Leadership in China and Russia have solved their pandemic crisis through vaccination and lockdown.” –
Informant 20
Sub-Theme 3(b): Leaders Focus on Work Done
From the start, all the informants had reminded the researchers that they were not interested to discuss about politic in Malaysia that focus on certain politicians or political parties. In the Covid-19 pandemic, they wanted Malaysian Government to be stable and could ensure everybody get vaccination. People are losing jobs and difficult to put food on the families’
tables. MCO and so many economy and social packages implemented by the Government are needed. The Government’s assistances are not across the board and some people have gone into depression and anxiety states that lead to other problems such as suicide, domestic violence and crimes. This where the Transactional Leadership Style has limitation where the Ministers not dare to act beyond what the Prime Minister’ decided.
“I don’t want the Government to focus only B40 category. For example, students should not be labelled from their parents’ job segmentation.. It is not fair because the students also need
to use ICT gadgets and internet data for the online learning.” – Informant 35
“Please produce the statistic of all activities in Malaysia.. not just the Covid-19 daily statistic because we as citizens do not know what happen until we read or watched the news in the social media. We cannot blame the netizens too because we public do not know what is truth
or fakes.” – Informant 17
“The current Government Leaders show bad examples when they themselves do not follow the SOP (Standard of Procedure). The “golongan kayangan” (the rich and the people in
power) violate the SOP and are not quarantine after they got back from oversea.” – Informant 1
“The Prime Minister and his Ministers should walk the talk. Do proper planning to improve the economy and social live of the public. Ministers must be proactive. Be good example by
getting the vaccine first when there are doubts about the vaccine among the public.” – Informant 53
“But one good side of the current PN Government is all the politicians that hold Ministries positions only focus on their works. No elements of obsession on parties’ leaders and their parties. They only show the commitment to solve the current Covid-19 pandemic crisis. –
Informant 47
“Only MP who don’t hold any Government positions always go to social media on their disagreement or disappointment. Those with positions I see only focus on their works.. They
are slow and not much is done.. but no politics being mentioned.” – Informant 28 5. Conclusion
It is not easy to conduct this research as most of the Malaysians are not ready to share their perceptions and opinions openly about issues that to them have political agenda. However, the researchers managed to get three resident’s associations permission to invite their members who willingly to share their thoughts and perceptions without prejudice and full of respectful in the name of academic study.
As conclusion, Figure 2 shows that all the themes and sub-themes emerged from the FGDs on the Transactional Leadership Style practiced by PN Government is accepted by the Ministers and public during this Covid-19 pandemic. During the uncertainty time that requires new norm
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and change of lives’ styles, the Government Leadership must be respected and followed by all because there is not guaranty that Covid-19 pandemic will go soon. The netizens can comment and critic the current Government Transactional Leadership Styles but it is the best style with all limitations and lack of experience when dealing with crisis due to a disease.
Figure 2: The Researchers’ Propose Model of the Transactional Leadership Style Theory for this research (Ishak & Osman, 2021).
With current Covid-19 pandemic situation, it seems that the Transactional Leadership Style is appropriate although it is based on a system of rewards and penalties, and does not offer much in terms of inspiration, to motivate people to go beyond the basics. These are what the informants see in the current PH Government Transactional Leadership Style during the FGDs sessions, and they are accepting and adapting this practice into their lifestyles. The public from the eyes of informants see the Prime Minister has the dominant power and the followers or the Ministers of transactional leaders might get complacent and develop a tendency to achieve minimal expectations only that would help them avoid penalties (Bass 1990). This is the result
Achieve Expectation
Performance Based Appraisal
Next Opportunity
Do Not Achieve Expectation Leader’s Instructions
Rewards Punishment
No
Yes Accomplish?
Yes
No Followers’
Do As Told
of bad comments from the netizens saying that the Ministers are not competent and inexperience in governing so they are only taken adequate actions to ease the public stress, assist with food and vaccination among other things during MCO. Nevertheless, the public sees more of the competencies in the Government Agencies front liners in this new norm situation. The success of practicing this Transactional Leadership Style depends on the level of satisfaction the leader (Prime Minister) and followers (the Ministers) have in following this system of performance-based appraisals although they failed but still, they are given next opportunity where no one resigns or being replaced with other Members of Parliament as Ministers. As a conclusion, the Transactional Leadership Style positively affects the Ministers motivation, which translates into improved their and organizational (Malaysia) performance which different from Bass (1990) for Covid-19 pandemic in Malaysia. The very interesting point to note is that the informants highlight that despite no motivation to act without the Prime Ministers, all the leaders in the Government never touch politics or do campaigning on TV or social medias during their time in their offices.
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