The rapid change in technology among organizations motivates the need for researchers and practitioners to form new practices by understanding, re-examining and integrating the key determinants of obsolete practices. In the same way, this study aims to compositely examine the role of leadership, concurrent engineering (CE) and teamwork in a Malaysian semiconductor manufacturing firm. A total of 226 survey responses were collected back from the 2100 surveys distributed and analysed using correlation and multiple linear regression analyses. The results showed that the relationship between leadership-CE-teamwork and engineering performance was stronger than that of the other individually-tested relationships. Though best practices in leadership are important for achieving a team's goal, a more flexible and cooperative leadership may be formed with the integration of CE, teamwork and leadership. Top management should consider exploring more opportunities in all these components for improved engineering performance and synergy among engineering teams. Tactical strategies based on various leadership styles, team member competencies and CE approaches should also be formulated to strengthen the flexibility of current leadership styles. The results can be potentially used as general guidelines for the engineering management practice and research in engineering firms.