CENTRE FOR CORPORATE PLANNING AND LEADERSHIPThe National University of Malaysia

by:Adlin MasoodProf. Dr. Wan Kamal MujaniMahyudin Omar

This paper seeks to study leadership qualities required by academicians to build world-class universities and how to create and nurture a positive environment to enhance these leadership qualities thereby ensuring sustainability of the higher institution of learning.

CENTRE FOR CORPORATE PLANNING AND LEADERSHIPThe National University of Malaysia

MASSIFICATION OF HIGHER INSTITUTE OF

EDUCATION

SOPHISTICATED INNOVATION & KNOWLEDGE

CREATE GROWTH & WEALTH OF NATIONS

EFFECTS OF GLOBALIZATION

3 common characteristics of top tier world-class universities:

1.Talented academicians and students,

2.Substantial budgets and strategic vision 3.Leadership

Altbach, P.G. and Salmi, J. (2011) “The Past, Present and Future of the Research University (pp. 11-32), The Road to Academic Excellence: The Making of World-Class Universities – World Bank Report

CENTRE FOR CORPORATE PLANNING AND LEADERSHIPThe National University of Malaysia

CENTRE FOR CORPORATE PLANNING AND LEADERSHIPThe National University of Malaysia

Rowley, J. (1997)

Peter Senge (1999)

Moore, R. M. & Diamond, M.A. (2000)

Salmi, J. (2009), the establishment of a world-class research university requires

CENTRE FOR CORPORATE PLANNING AND LEADERSHIPThe National University of Malaysia

• Tutorship• Graduate

Research Assistant

• Research Officer

• Research Assistant

1122

33

77

66

Research Leadership• Dean, Faculty• Chair, School• Head, Department

Public Leadership• Director, Research Institute• Chair, Research Centre• Head, Research Program/Project

Management Leadership• President, Int. Scientific Assoc.• President, Nat. Scientific Assoc.• Advisor, Nat. Committee

• Vice Chancellor• Deputy Vice Chancellor

• Director, Management Centre

Komoo, I. (2012) Enhancing Quality Higher Education : Academic Integrity & Excellence, AKEPT

44

55

Salmi, J. & Liu, N.C. ( 2009 ) Paths to a World-Class University. The Challenge of Establishing World-Class Universities: World Bank

1. Alden, J., & Lin, G. (2004) Benchmarking the characteristics of a world-class university: Developing an international strategy at university level

2. Altbach, P. G. (2004) The costs and benefits of world-class universities. Academe 90(1)

3. Khoon et.al, (2005) Hallmark of a world-class university. College Student Journal 4. Niland, J. (2007). The challenge of building world-class universities

To summarise, a world-class university should have:

•an avant-garde world-view,•revolutionary research,•lead scholar•drive & high aspiration •commendable strategy •it should nurture and uphold a learning culture and a

spirit of cohesiveness and scholasticism among its campus community. •Exploring opportunities for synergistic alliances with other leading institutions is equally important to avoid becoming insular

(Khoon, Shukor, Hassan, Saleh, Hamzah & Ismail, 2005)

Orstendorf , M et al., (2012) Mentoring for academic leadership Sharifah Hapsah (2008) Towards Excellence as a Research University Gill, S.K. (2009) Academia, Industry and Community Collaboration in Malaysia: Strategies and Opportunities for the Future Watt, W. M (2009) 10 Recommendations towards effective academic leadership Academic Leadership Gonzales (2004) Qualities for Meeting Today’s Higher Education Challenges Academic Leader (pg 6 – 9) Magna Publication

4 FOCUS AREAS (leaders need to maintain momentum in order to sustain RU transformation plan)

• Leadership when translated to Bahasa Malaysia reads ‘pimpin’ which means ‘to guide’

• Pimpin takes into account emotions and thus more holistic as it’s

main component is EMOTIONAL INTELLIGENCE (EQ)• Intellectual capability (IQ), knowledge and technical expertise is

important to be an outstanding leader• EQ is the differentiating factor in success and twice as

important than IQ

To realize it’s own transformation plan The National University of Malaysia (UKM) stated it’s employees must have 5 leadership values:

transparency, collegiality, innovativeness, accountability and merit

Current study by UKM, to list, enhance and define the leadership qualities, it requires of it’s current and future leaders:

• Academic leaders are caught between 2 worlds have to balance the demands between ‘academe’: advancement of scholarship and knowledge ‘business’: administrative and reporting requirements

• Academics leaders needs to be better supported in their leadership roles as their general expectation upon entering the profession is to excel in their field of expertise through research, publication and/or teaching

• Counterpart in the corporate sector where the natural progression from the role of an individual contributor to that of a leader

1. Hill, L, (2005) Leadership Development: A Strategic Imperative for Higher Education 2. Palus, C.J. & Horth, D.M. (2004). “Exploration for Development.” In C.D. McCauley & E. Van

Velsor (eds.), The Center for Creative Leadership Handbook of Leadership Development (2nd ed.)

3. Hernez-Broome, G. & Hughes, R. L. (2004) Leadership Development: Past, Present, and Future Human Resource Planning, Vol. 27 l

4. Ting, S., & Hart, E. (2004). Formal coaching. In C. D. McCauley & E. V.Velsor (Eds.), The Center for Creative Leadership handbook of leadership development (pp. 116- 150)

Leadership Model

Leadership Competency Framework

Foundation for the design and delivery of its leadership and management

development programmes

1. Identifying & nurturing leaders can make the difference between success & failure. Thus there is need to review the selection and promotion process plus examine the IQ, EQ, PQ and SQ of the recruits.

2. Wondra (2009) recommends developing a systematic approach to talent and succession management

3. Drew, G. (2005) Leader’s attitude must include 3 core beliefsa. the institution is more important than any single individual, it is a b. leader’s job to help other succeed c. decision must consider the organization’s future and sustainability

4. Malaysia National Transformational Strategic Plan for Higher Education:1. Academic leadership development as a means to build world-class

university 2. Autonomy to public universities 3. Implementation of talent management and succession planning at all

levels of the higher education institutions 5. Ultimately, universities leaders have to:

a. be held accountable for development and nurturing of existing and emerging leaders

b. promote an environment that is agile, conducive and encourages their faculty to be strategically visionary, innovative, and flexible thereby able to address the social, technological, and political challenges in the highly complex and shifting global landscape