From Rigid Leadership to Targeted Strategic Communication: How JobSatisfaction Mediates Employee Performance in Malaysia’s Government-Linked Companies
DOI:
https://doi.org/10.63646/TNQK1481Categories
Keywords:
Job satisfaction, leadership style, strategic communication, employee performance, government-linked companiesAbstract
This conceptual study examines how employee performance, strategic communication, and adaptive leadership style interact, using job satisfaction as a mediating variable. The study builds a framework that explains how adaptive leadership and effective communication enhance job satisfaction and performance, drawing on Situational Leadership Theory (SLT) and Leader-Member Exchange (LMX) Theory. Within the context of Malaysian Government-Linked Companies (GLCs), the study proposes that job satisfaction mediates the relationships between adaptive leadership style and strategic communication (independent variables) and employee performance (dependent variable). The study fills gaps in the literature, particularly the lack of attention to GLCs in Malaysia and the incomplete integration of these theories. By examining this environment, the study offers insights relevant to global organisational processes while providing a localised perspective. According to the proposed framework, job satisfaction mediates the relationship between leadership style, strategic communication, and employee performance. The framework suggests that leaders can enhance job satisfaction and employee performance by adapting their leadership approaches and cultivating strong relationships with employees. Similarly, strategic communication ensures that employee engagement aligns with organisational goals. This study makes theoretical contributions by integrating well-established leadership theories, highlighting the mediating role of job satisfaction, and expanding our understanding of leadership effectiveness in GLCs. To improve employee outcomes, it also offers practical implications, including suggestions for strategic communication campaigns and leadership development. To improve job satisfaction and employee performance, the study specifically recommends that organisations create structured internal communication strategies that encourage clarity, feedback, and employee engagement. Additionally, leaders should adopt adaptive leadership approaches aligned with SLT and cultivate high-quality relationships, as emphasised by LMX Theory. The framework should be empirically validated in various organisational and cultural contexts in future studies. Bridging theory and practice, this study enhances communication tactics, leadership, and organisational effectiveness.
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References
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