LV10054 1 The relationship of strategic leadership characteristics, gender issues and the transformational leadership among institutions of higher learning in Malaysia Raja Suzana Raja Kasim, PhD. Universiti Teknologi MARA Malaysia The under representation of women in higher education administrative positions is a paradigm of the situation that exists in many organizations, businesses, and institutions. Malaysian women, along with other women in the other part of the world, are increasing in numbers but are still experiencing personal leadership characteristic and challenges in academic environment that prevent them from entering and remaining in higher education administrative positions. In this paper, the theoretical model is empirically tested using data from 135 female academic leaders holding various positions such as deans, deputy deans, and heads of programs/centers/institute of public and private institutions of higher learning in Malaysia. Data from the survey were analyzed using Multiple Regressions analysis. Thus, this paper is an attempt in such endeavour to examine to what extent gender issues and strategic leadership characteristics among academic leaders in institution of higher learning (IHL) are able to explain the variance in transformational leadership. The findings of this paper reveal that it is important for the universities to acknowledge the perception in strategic leadership characteristic among women leaders. Keyword(s): leadership, women leader, transformational leadership, strategic leadership characteristic, higher education, Malaysia. 1. Introduction The Ministry of Higher Education Malaysia (MoHE) is currently operating in a post-modern setting that features a constantly changing external environment [5, 8, 20]. In recent decades, organizations in other fields have had to deal with knowledge economy which is marked by tremendous issues on managing change. In Malaysia, the country is still struggling to compete in an era of borderless globalization. This demands the MoHE is prepared to face the challenges of an extremely competitive and fast-moving global marketplace. With the right mechanism in place, Malaysians, particularly the MoHE as the base, is capable of becoming one of the sources of knowledge-based developments. Hence, the bottom line of the MoHE’s strategies to built leadership is to contribute towards the growth of knowledge with development. In order to remain competitive, MoHE along with other organizations in Malaysia have to utilize their strategic resources, particularly leadership role among academicians; more proactively and they have to ensure their objectives and styles are consistent with the organization’s vision and policy to become competitive. In line with [1]’s study, 2003, MoHE supports each institution of higher learning (IHL)’s developmental strategies, particularly in producing highly qualified manpower. The success of these institutions in achieving this target, makes it necessary for them to have an appropriate strategic plan. Consequently, their performance must be based on a set of objectives that are linked to the mission of the institution and its vision for future [1, 13]. These define the customers and their requirements that the organization needs to satisfy. For instance, the quality