This study expands upon Bass and Avolio Transformational Leadership Theory and
Geert Hofstede’s Five Dimension of Cultural Values in public sector of Malaysia. The
study was conducted in three ministries in Putrajaya, involving 222 Administrative and
Diplomatic Officers from the grade of position ranging from M41 to M52, equivalent to
executives and middle managers in private sectors. Only power distance was emphasized
in this study from the cultural values dimensions. The theory suggested employees in high
power distance societies will prefer and accept direction from their workplace superiors,
which suppress creativity and transformative initiative. Hence, the relationship of power
distance and transformational leadership is deemed to be negative. Hofstede’s dimensions
of national culture of power distance are based in the results to questions that are related to
hierarchical relationships in organizations. Transformational leadership was measured
using Multifactor Leadership Questionnaire version 5x (MLQ 5x) and power distance was
measured using survey adopted from previous study by Yoo et. al. (2011). Descriptive
analysis, correlation coefficient and multiple linear regression was conducted to measure
the level and correlation of the variables. Results of the study offered understanding in the
level and relationship of transformational leadership practiced and power distance value
upheld in Malaysia. Implication of the study might be useful for central agency such as
Public Service Department of Malaysia in policy formulation regarding human resources
and organizational behaviour.
