Women’s Leadership in Malaysian Research Universities: An Integrated Review of Leadership Styles, Gender and Capability Development

Abstract

Women remain underrepresented in senior leadership positions in higher education despite their growing participation in academic and professional roles. This conceptual paper examines women’s leadership in Malaysian research universities by integrating leadership-style theories, gender and leadership scholarship and the Capability Approach. The discussion considers transformational, democratic, transactional, directive and laissez-faire leadership and evaluates their relevance to the complex institutional demands of higher education. The review indicates that effective women’s leadership should not be reduced to a single or inherently feminine style. Transformational and democratic practices can strengthen participation, trust, professional development and shared governance, while transactional and directive practices remain important for accountability, performance management and crisis response. Selective use of laissez-faire leadership may also support professional autonomy among experienced academic and administrative staff. The Capability Approach extends the assessment of leadership beyond institutional performance by emphasising agency, opportunity, participation and human development. The paper argues that leadership effectiveness in Malaysian research universities depends on the adaptive integration of these approaches in response to organisational circumstances. It highlights the need for mentoring, inclusive decision-making, professional networks, leadership development and gender-equitable institutional structures that enable women leaders and their staff to develop their capabilities and contribute meaningfully to institutional goals.