Malaysian Prime Minister Dr Seri Mahathir Mohamad used the Labor day holiday to thank Malaysians for not going on strikes or holding public demonstrations, and for using the "Malaysian way" to resolve disputes. The "Malaysian Way" as far as we can tell, is to respect authority, and sit down and chat through problems in private and face to face. When you have a problem you don't blab it all over the place, ..you seek out private chats with those reponsible. It is a culture based on the ascendancy of the group over the individual, and sage-like wisdom over undisciplined youth. Often Mahathir's fascinating mix of paternalism and maternalism makes him seem for one moment the stern but strict father, and in the other moment the loving and protective mother of a family.

Every time I get back to Malaysia from the strictly paternal Singapore or anarchic Thailand, there is the comforting feeling of regressing back to school days. Protected and secure, as long as you don't break the unwritten, supreme though often obscure and shadowy, informal rules and culture of the family.

Whatever it is, that is the "Malaysian Way", according to it's premier. It is also in accordance with what i've noticed about the Malaysian personality over more than a decade and a half of visiting many times yearly. No matter how hard it is to generalise about the personality of a nation made up of such diverse races as Malays, Chinese and Indian, Malaysians seem naturally warm though respectful, highly approachable, very sensitive to cultural rules and norms, very relaxed, informal, and shy and self-effacing though deep down there is a quiet and strong sense of pride.

To the great dismay of many, Mahathir also informed us on Labor Day that he would not be hanging around as PM till he kicked the bucket, in response from a suggestion in parliament that he should. Malaysia's good doctor is a non-smoker, early riser, exercises regularly and maybe even eats an apple a day. Officially he's a teetotaller too, though some insiders insist to me in private that he enjoys the english tradition of an after-dinner sherry. Unlike some of his present and past cabinet he eschews screwing around as well, freeing himself from social diseases and owing favours to those who know. So despite him having a couple of heart attacks in the past, he is unlikely to keel over on his desk. "I will go at the right time", he stated, leaving the usual speculation around the teh houses on what the Mahathir definition of the "right time" is. As always, Mahathir dismisses criticism that his is a one man rule, citing that his current deputy Abdullah will be the next PM. Then again that's what he said of his past 3 deputies, all who departed on less than good terms with their previous mentor - most probably due to problems arising from their boredom and frustration with waiting for the old man to conk it.

Over 20 years is a long time to be leader of a country. At present the only leader at the same level is Castro of Cuba. Both seem as strong as ever among their own constituencies, and both have achieved much.

Most know deep in their heart however that "the time will never be right" for Mahathir to resign. He is at once a solitary and an embracing manager. Many close to him comment that he is always willing to listen, but the decision is almost always his own. When Mahathir wants something done, everybody drops everything to do it. It's just about the only way to get anything done on time in Malaysia. When working on government or related projects, the over-riding no-questions-asked performance criteria is that everything looks honky-dory before the PM visits the project.

Mahathir seems never to be able to give full 100% trust to others. Besides, it was he, almost alone, who planned the way for Malaysia to develop to the stunning extent that it has.

He is disappointed however with the failure of many high profile Bumiputra business people to capitalise on his positive discrimination policies in their favour, and he states this forthrightly and clearly. He is also disappointed with the level of support given to the ruling government from Malays in general, in return for the way he has led Malaysia to prosperity. His current well-overdue and highly appropriate drive to remove corruption and inertia from UMNO and the government often seems a one man show. There is still much work to do.

In all, even though Mahathir may truly may believe it, when the crunch comes, many Malaysians believe that Mahathir will never resign until age catches up with him. In that case Mahathir's very credibility and longevity is such that there is no real role model for a new Prime Minister to follow. It will take an exceptional man to succeed him, but Mahathir's management style (a mixture of "country club" and "authoritarian" styles in Hershey and Blanchard's view of management styles enshrined decades ago in their Managerial Grid), allows little room for the leadership development of others.

Despite approaching the twilight of his prime ministership, to the outside world Mahathir remains with his hands as tightly affixed to the reigns as ever. But who knows what is going in on the hallowed grounds of PutraJaya? The "Malaysian way" is based on secrecy, informal chats and relationships and information on a need-to-know basis. Information IS power in Malaysia and is often passed on in verbal form.

We can only ask, that with the schoolmaster gone, how well will the prefects behave?