Predictors of Career Success Among Managers: A Comparative Study Between Malaysia and Indonesia

Abstract

Career success for managers transcends personal growth and fulfilment. It is often associated with driving productivity, innovation, and employee engagement, which leads to increased organisational effectiveness. In fact, career success reflects an individual's leadership capacity, which later translates into broader societal contributions. Since Malaysia and Indonesia share cultural ties but differ in their economic, organisational, and societal landscapes, it would be interesting to provide comparative insights into career success between these two nations. Thus, the study aims to determine the relationship between individual factors, namely entrepreneurial leadership, social capital, and career adaptability, and career success. The study utilises a quantitative method using a cross-sectional design. Using purposive sampling, data were collected from 368 managers from Malaysia and Indonesia using an online survey. The instruments used in the study underwent reliability testing, and experts verified their validity. Data were analysed using the Statistical Package of Social Science (SPSS). Results revealed interesting insights from Malaysian managers, indicating positive and significant relationships between entrepreneurial leadership, social capital, and career success. On the other hand, the Indonesian managers perceived that only entrepreneurial leadership led to career success. Interestingly, career adaptability was not found to be significant for respondents from either country in terms of career success. The findings could be due to a different workplace culture, as the Malaysian managers emphasise relationships and collaborative networks that reflect a collectivist society. On the contrary, Indonesian managers focus on individual leadership attributes and entrepreneurial drive to achieve personal achievement. Theoretically, the study advances the existing literature in providing perspectives of career success among managers in two comparable yet distinct Southeast Asian contexts. The study also contributes to assisting the talent department and top management in identifying critical competencies that shape leadership and talent development frameworks, supporting the evolving needs of the business environment in Malaysia and Indonesia