Dr. Vinesh Maran Sivakumaran, Senior Lecturer at INTI International College Penang’s Centre for Australian Degree Programmes (CADP), has conducted a study examining the link between leadership traits and organisational performance in Malaysia’s private higher education institutions (PHEIs).
Dr. Vinesh Maran Sivakumaran, Senior Lecturer at INTI International College Penang, explores how leadership traits such as decision-making and resourcefulness influence performance in Malaysia’s private higher education institutions.
Published in the Journal of Applied Research in Higher Education, the research, titled “Analysing the Effect of Leader Traits on Organisational Performance in Malaysian Private Higher Education”, offers data-driven insights into the leadership qualities that drive success amid growing internal and external pressures.
“Leadership traits are not just personality features—they are strategic assets that drive institutional outcomes,” said Dr. Vinesh. “Our research shows that having the right leadership skills is critical to achieving performance goals in education.”
The study surveyed 206 private institutions nationwide and applied the Resource-Based View (RBV) theory alongside Partial Least Squares Structural Equation Modelling (PLS-SEM). It evaluated how leadership traits influence outcomes, including student retention, academic reputation, and faculty effectiveness.
Four traits—decision-making, implementation ability, networking skills, and resourcefulness—proved to be statistically significant contributors to institutional performance. Traits such as novelty-seeking and empathy, though often linked to good leadership, showed no notable impact within the outcome-driven framework of PHEIs.
“Private institutions operate in a high-stakes environment. They must strike a balance between quality education and market competitiveness. This study helps identify the leadership strengths that support long-term stability and growth,” said Dr. Vinesh.
The research is particularly relevant in today’s academic climate, where student expectations are changing. More students are engaging in conversations around inclusivity, governance, and transparency, prompting institutions to reassess how leadership responds.
“Empathy alone is no longer sufficient,” Dr. Vinesh added. “Today’s student environment demands leaders who are action-oriented, strategic, and able to engage openly with student voices while maintaining the stability and credibility of the institution. The right leadership traits can help bridge that gap.”
The study also examined whether institutional age affected how leadership traits influenced outcomes. Results showed no significant impact, indicating that leadership effectiveness extends beyond institutional maturity.
Traits like implementation, networking, and strategic decision-making play a vital role in building institutions where students can thrive, contribute meaningfully, and expect accountable leadership.
Amid globalisation, rising operational costs, and changing regulatory demands, the findings provide practical insight for private institutions. They outline a framework for cultivating leaders who can manage disruption while remaining aligned with performance targets and evolving student expectations.
“By identifying and nurturing specific leadership traits, institutions can make informed decisions when hiring, training, or promoting academic leaders—especially in environments where students are increasingly expecting change and accountability,” said Dr. Vinesh.
This research adds to the growing body of work on leadership in education, particularly in emerging markets. As private universities reassess their strategic priorities, the study provides timely guidance on how leadership can deliver a measurable impact