Kepimpinan Strategik (Strategic Leader)

Fasilitator: Muhamad Bustaman Abdul Manaf
Pensyarah Cemerlang (DG54) (Pengurusan)
Institut Aminuddin Baki, KPM
HP: 60199890524/ email: mbustaman@iab.edu.my 1
Pemimpin Strategik

Di akhir sesi latihan ini peserta akan dapat:
Menghurai tentang konsep kepemimpinan strategik
Mengenal pasti kompetensi kepemimpinan strategik
yang meliputi aspek berfikir secara strategik, bertindak
strategik strategik dan mempengaruhi secara strategik.
Menyediakan pelan tindakan perubahan kendiri bagi
memantapkan amalan kepemimpinan strategik
1
2
3

• Di akhir kursus ini, peserta akan:
• 1. memahami tentang konsep kepimpinan strategik
dan keperluannya untuk meningkatkan prestasi
kepimpinan kendiri dan organisasi.
• 2. meningkatkan kompetensi kepemimpian strategik:
berfikir strategik (strategic thinking), bertindak
strategik (strategic acting) dan pengaruh strategik
(strategic influence).
Objektif
3 hakmilik@MBAM.IAB

Kerangka latihan:
❑1. Memahami konsep kepimpinan strategik dan peranannya
dalam peningkatan prestasi organisasi
❑2. Membuat penilaian kendiri dalam amalan pengurusan
seharian berkaitan amalan berfikir strategik (BS), bertindak
strategik (BS) dan mempengaruhi strategik (MS) untuk membuat
keputusan dan menyelesaikan masalah.
❑3. Mengenal pasti aspek amalan BS, BS dan MS yang perlu
diperkasakan
❑4. Menyediakan pelan tindakan perubahan untuk meningkatkan
lagi keberkesanan amalan di tempat kerja
❑Aktiviti: Bengkel, pembincangan dan pembentangan kumpulan,
Kajian Kes, inventori dan mini kuliah.
4

•Honesty
•Open-mindedness
•Willingness to act
H.O.W to get the most from this
course?

Apa yang telah saya pelajari Tindakan saya
Diri
Tempat kerja
M.Bustaman.Strategic Leadership16 6
Rekod Pembelajaran

Fasa 1
Pengenalan Konsep
Kepimpinan Strategik

Apakah perkataan untuk menerangkan maksud
kepimpinan strategik?
Activiti 1:
Apakah perkataan yang terkeluar dari minda anda apabila menjelaskan
kepimpinan strategik?
Activiti 2:
Adakah ilmu kepimpinan itu sains atau seni?
8

ELEMENTS OF BASIC LEADERSHIP
9
BASIC LEADERSHIP
Ability to
Communicate
Clearly and
Convincingly
M&V
Ability to
Inspire
Ability to
Influence
Trustworthiness +
Ability to gather
support

ELEMENTS OF BEING STRATEGIC
10
BEING STRATEGIC
Knowing the
current position
and its distance
from the M&V
Having a clear
image of
organisation’s
M&V
Ability to see
the ‘big
picture’
Having multiple
strategies to
achieve M&V
M.Bustaman.Strategic Leadership16

ELEMENTS OF STRATEGIC LEADERSHIP
11
STRATEGIC LEADERSHIP
Ability to
generate
‘buy-in’
Being Strategic in
thinking, acting,
influence in
strategic way
Basic
Leadership
Elements

STRATEGIC LEADERSHIP DEFINITION
12
Strategic Leadership is a basically the combination of a leader
having all the basic leadership elements + being able to be
strategic in thinking and action

Pemadanan Ciri Pemimpin Strategik
(Characteristics of Strategic Thinkers)
Pilih seorang tokoh atau pemimpin yang anda ingin jadikan dia
sebagai model minda kepimpinan strategik anda, sila beri bukti beliau adalah pemimpin strategik?

Bengkel 1
Sejauhmanakah anda memiliki ciri-ciri tersebut?

Slide rumusan ciri-ciri kepimpinan
strategik
Mengapa pemimpin yang memiliki ciri-ciri
tersebut dikatakan seorang pemimpin strategik?

1.2 Mengapa anda perlu menjadi
seorang pemimpin yang strategik?

A study of 6,000 senior
executives revealed that only 8
percent turned out to be
strategic leaders. (2015, Rooke)

Bengkel 2
1. Bincangkan peranan anda dalam mewujudkan amalan
pengurusan strategik di organisasi anda (rujuk nota: The
Leader’s Role in Strategy oleh Fuller & Green (2005)
2. Bincangkan isu-isu dalam pembinaan pelan strategik dan
hubungannya dengan kepimpinan strategik, ’hard skills’ dan
’soft skills’.
3. Hubungan antara hala tuju (direction), Penjajaran
(Alignment) dan Komitmen

33
Bengkel 2: Penilaian Amalan Pemimpin Strategik
Critical Thinking
Communication Collaboration & Creativity
Strategic plan Tactical Plan Operational Plan

3
4
All principals believe that setting clear direction and developing staff lead to
success, but high-performers focus even more on setting clear direction
SOURCE: International Survey of School Leaders 2010
25%
15% 14%
23%
19%
10% 9%
43%
4%
35%
Ensuring
compliance with
accountability
requirements
1%
Working with
individual
students and
their parents
2%
Developing the
curriculum
Ensuring
effective
management
systems and
processes
Supporting the
development
of individual
staff
Most important factors to the success of the school, global responses1
% of respondents in each group
High-performing
group
Random group
1 All regions weighted equally in responses; regions included are Alberta, Ontario, Victoria, New York, Singapore, New Zealand, Netherlands, England; total
no. of high performers = 388; total no. of randomly-selected principals = 1,412
Setting a clear
direction:
Mission,
Vision &
Goals

The Strategic Leaders Habits- Pisapia (2013)
Apakah yang sedang
berlaku sekarang?
Apakah yang perlu
berlaku?
Bagaimanakah cara untuk
membuat ianya berlaku?
mempastikan ianya kekal
berlaku? Model J. Pisapia. Strategic Leaders, 2013
36

Model Kepimpinan Strategik
Apakah yang sedang berlaku
sekarang?
membuat ianya berlaku?
Apakah yang perlu berlaku?
mempastikan ianya kekal
berlaku?
Kepimpinan
strategik

Pemimpin
Strategik
Berfikir
(thinking)
Bertindak
(acting)
Berpengaruh
(influence)

Tiga kemahiran utama kepimpinan strategik
• 1. Strategic Thinking Skills
• Strategic thinking is grounded in a strong
understanding of the complex relationship between the
organization and its environment. It requires taking a
broad view, involving the right people, with important
information and perspectives, asking probing questions
and facilitating conversations. Strategic thinkers then
identify connections, patterns and key issues

2. Strategic Acting Skills
• Strategic acting involves taking decisive action that is
consistent with the strategic direction of the
organization--despite all ambiguity, complexity and
chaos. A strategic plan is only a plan; an organization's
actual strategies lie in the decisions and choices
people make.

3. Strategic Influencing Skills
• Strategic influencing is about building commitment to
the organization's strategic direction by inviting others
into the strategic process, forging relationships inside
and outside the organization, and navigating the
political landscape.

Berfikir Strategik
Berfikiran
sistem
‘Reframing' ‘Relecting'

Bertindak Strategik
Set Direction Alignment Commitment

Berpengaruh
Strategik
Kepercayaan Fasilitator Coaching

Kajian tinjauan amalan kepimpinan strategik
semasa (Strategic Leadership practices
survey)- rujuk inventori 1
(kekuatan & bidang untuk penambahbaikan)

Fasa 2 :
Peningkatkan kemahiran kepimpinan strategik

Bengkel: Inventori 2
1. Analisis kendiri kompetensi dalam kemahiran berfikir,
bertindak dan mempengaruhi secara strategik
2. Bina pelan tindakan penambahbaikan

Strategic Thinking
Generating Options
What might happen?
Strategic Decision Making
Making choices
What will we do?
Strategic Planning
Taking Action
How will we do it?
Options
Decisions
Actions

Apakah itu Pemikiran Strategik (PS)
51 hakmilik@MBAM.IAB.KPM

•Pemikiran strategik adalah keupayaan untuk
melepaskan isu-isu hari ini dan meletakkan diri sendiri
didalam masa depan.
•Keupayaan melukis rupa bentuk sasaran masa depan
yang inginkan melangkaui pengalaman hari ini
•Tempoh masa 5 tahun adalah minima (Nolan et.el,
2008)
Definisi Pemikiran Strategik
53 hakmilik@MBAM.IAB

Mengintegrasikan masa depan ke dalam proses
membuat keputusan hari ini (berdasarkan
masalah hari ini) dengan berfikir secara
besar/luas, mendalam dan jauh/masa panjang.
Definisi Pemikiran Strategik (w)

The strategic thinkers mindset we need!
• 1. Learn – be curious, up to date, ask Q, seek others opinion
• 2. Change - be flexible, analyze situations
• 3. Sense – be wise, fact- linear or non linear
• 4. Future focus and present – opp& risk, conditions
• 5. Positive outlook- challenges as opportunities and believe that success is
possible
• 6. Openness- welcome new ideas & criticism
• 7. Breadth - continually work to broaden knowledge & network (cause & effect
linkages- system)
• 8. Soft side/heart and head - aspirasi

Words for thought processes
• TRADITIONAL ST WORDS
• Observe
• Compare
• Test
• Data
• Plan
• Define
• Outline
• Manage
• evaluate
• COMPLEMENTARY ST WORDS
• Reflect
• Connect
• Create
• Pattern
• Illustrate
• Imagine
• Demonstrate
• Integrate
• simulate

The Strategic Thinking Skills
Analytical
Creative
Divergent
Synthesis
Intuitive
Critical
Evaluative
Integrative
Pragmatic
Tactical
Reasoning
Practical
Strategic
Solutions
Future
Forward
Convergent
Deductive
Inductive
Holistic
Linear Non LinearM.Bustaman.Strategic Leadership16 57

Bengkel 3: Pentaksiran Kendiri Amalan Berfikir
Strategik (umum)

The Strategic Thinking Skills 1: Systems Thinking
• refers to leaders’ ability to see systems
holistically by understanding the
properties, forces, patterns, and
interrelationships that shape the
behaviors of the systems which provide
options for actions.

Pemikiran sistem

Thinking Big (seeing the Big
Picture): Thinking in Systems

Systems Thinking…
http://www.systems-thinking.org/theWay/theWay.htm
Helps us understand results of our decisions…

Systems Thinking…
Webecoist.comMax Barret
Helps us explore interdependencies and looking for patterns.

Systems Thinking…
River Fractal - Héctor Garrido
Helps us understand feedback structures that
change systems over time.

• i) Pemikiran sistem ialah satu bentuk pemikiran yang
mengajak seseorang tersebut melihat sesuatu
permasalahan dalam konteks yang lebih
menyeluruh/holistik. (paradigma yang lebih luas)
• ii) Setiap permasalahan yang timbul dalam sesuatu
entiti mempunyai hubung-kait dengan entiti-entiti yang
lain dalam sesebuah sistem.
• iii) Setiap permasalahan memerlukan penglibatan
semua entiti dalam mengenalpasti punca serta
tindakan penyelesaian yang diperlukan.
Kelebihan Berfikir Secara Sistemik

• iv) Seseorang individu mampu mengenalpasti
penyebab utama kepada sesuatu permasalahan dan
kesan-kesan masalah tersebut kepada entiti yang
berkaitan dengannya.
• v) Pemikiran sistem bukan hanya melihat kepada
kesan dan punca permasalahan keseluruhan sistem
tetapi juga kepada tindakan penyelesaian dan kesan
daripada tindakan tersebut dalam sistem.

•Refer to Worksheet: Systems Thinking
Self-Assessment
•Time: 10 minutes
•Discussion: Example of your actual behavior
in real workplace situations
•For each question, list 2 actions that would
improve your systems thinking capabilities.
Know Yourself –
Strategic Thinking: Systems Thinking

• Tabiat Baik
• Cuba untuk memahami peraturan atau corak aliran dari maklumat yang ada
• Mendapati bahawa dalam kebanyakan kes, perubahan luaran memerlukan perubahan
dalaman terlebih dahulu
• Melihat kepada punca masalah sebelum mengambil/merangka tindakan.
• Mengenalpasti perkara yang memberi kesan secara tidak langsung kepada yang lain
• Cuba untuk memahami bagaimana fakta-fakta yang dibentangkan dalam masalah
berkaitan antara satu sama lain
• Cuba untuk mengenal pasti faktor luaran yang boleh menjejaskan kerja
• Cuba untuk memahami bagaimana orang-orang dalam sistem/organisasi berkaitan
antara satu sama lain
• Menyiasat tindakan yang perlu diambil untuk membetulkan percanggahan antara apa
yang dikehendaki dan apa yang wujud
• Mencari langkah-langkah penambaikan berterusan dalam jangka panjang
• Melihat perubahan dalam struktur organisasi yang boleh membawa kepada
peningkatan yang ketara dan berkekalan
Tabiat Individu Berfikiran Sistemik

• Melihat ' Gambar Besar' dalam maklumat yang disediakan
sebelum memeriksa butir-butir dan membuat keputusan
• Mendapatkan maklum balas yang khusus kepada prestasi
organisasi anda
• Fikirkan tentang bagaimana bahagian yang berlainan dalam
organisasi mempengaruhi satu sama lain dalam tindakan mereka.
• Tabiat Buruk
• Lihat hubungan secara individu/silo berbanding dengan menjadi
sebahagian daripada jalinan rangkaian.
• Memecahkan masalah ke dalam bahagian-bahagian kecil
sebelum menentukan masalah keseluruhan, ini melambatkan
untuk membuat keputusan.
• Kemungkinan mengabai kuasa kepakaran, pengalaman dan kos

Reframing

The Strategic Thinking Skills 3 : Reframing
The ability to look at your reality using
multiple perspectives,
frameworks, mental models, and
paradigms in order to generate new
insights and options for action.
1. Suspending judgment while appropriate information
is gathered.
2. Identifying and understanding the mental models
being used to frame a problem, situation or issue.
1. Reviewing and reframing your own and others’
understanding of situations
74 74M.Bustaman.Strategic Leadership16

•Refer to Worksheet: Reframing
Thinking Self-Assessment
•Time: 10 minutes
•Discussion: Example of your actual
behavior in real workplace situations
•For each question, list 2 actions that
would improve your reframing
thinking capabilities.
3. : Know Yourself –
Strategic Thinking Self-Assessment

Examples – Reframing Habits
Good Habits
• Seek different perceptions
• Track trends by asking everyone if they notice
changes in the organization's context.
• Ask those around you what they think is changing
• Engage in discussions with those whose values differ
from yours
• Use different viewpoints to map out strategies
• Recognize when information is being presented from
only one perspective
76Mbustaman IAB KPM

SAMBUNG…..
• Listen to everyone’s version of what happened
before making a decision
• Engage in discussions with those who have different
beliefs or assumptions about a situation
• Find only MULTIPLE explanation for the way things
work
• Decide upon different views before seeking a
solution to a problem
• Do not create a plan to solve a problem, before
considering other viewpoints
• Discuss the situation with people who share your
beliefs or not.
77Mbustaman IAB KPM

Reflecting

79
The Strategic Thinking Skills
2. Reflecting
The ability to use perceptions, experience and
information to make judgments as to what has
happened in the past and is happening in the
present in order to guide your future actions.
1. Recognizing why certain choices worked and
others did not.
2. Questioning your assumptions and mentally
testing consequences of actions.
3. Using your own and other people’s perceptions,
experience and knowledge to understand how to
think about situations and inform action.

•Refer to Worksheet: Reflecting
Thinking Self-Assessment
•Time: 10 minutes
•Discussion: Example of your actual
behavior in real workplace situations
•For each question, list 2 actions that
would improve your reflecting
thinking capabilities.
2 : Know Yourself –
Strategic Thinking Self-Assessment

Assessment– Reflecting Habits
Habits
• Review the outcomes of past decisions
• Reconstruct an experience in your mind
• Consider how you could have handled the situation after it was
resolved
• Accept that your assumptions could be wrong
• Acknowledge the limitations of your own perspective
• Ask “WHY” questions when trying to solve a problem
• Set aside specific periods of time to think about why you
succeeded or failed
81Mbustaman IAB KPM

sambungan
• Frame problems from different perspectives
• Connect current problems to your own personal experience and previous
successes
• Stop and think about why you succeeded or failed
• Reconstruct an experience in your mind to understand your feelings
about it
• Take into account the effects of decisions others have made in similar
situations
• Use past decisions when considering current similar situations
• USE your past experiences when trying to understand present situations
Mbustaman IAB KPM 82

Semak Keputusan:
•Semak amalan yang perlu di tambahbaik
•Bina pelan tindakan untuk perubahan tabiat
tersebut

The Concept of Futures Thinking
“Futures Thinking or Futurism (as it is called by
certain circle), doesn't try to predict the future,
but rather to illuminate unexpected implications
of present-day issues; the emphasis isn't on what
will happen, but on what could happen, given
various observed drivers
It's a way of getting new perspectives and context
for present-day decisions, as well as for dealing
with the dilemma at the heart of all strategic
thinking: the future can't be predicted, yet we
have to make choices based on what is to come”
Explaining ‘What is
Futures Thinking?’ by
Jamais Cascio, one
of the more prominent
writers regarding
Futures Thinking

Why Scenario Planning?
“Scenarios are internally
coherent pictures of possible futures.
They are among the most useful tools and
have a
wide range of uses.
They can dramatize trends and alternatives,
explore the impacts and implications of
decisions, choices, strategies, and provide
insights into
cause-and-effect sequences”
Slaughter, R. (2000) Futures: Tools and Techniques,
Futures Study Centre, Indooroopilly, Qld

The Concept of Scenario Planning
“A discipline for developing multiple imagined futures in which decisions
about the future can be played out.”
[Dr. Thomas Chermack (2011), Scenario Planning Institute, Colorado State University]
“Scenario Planning is sometime called Scenario Thinking or Scenario Analysis”
“A systemic method of thinking creatively about possible complex and
uncertain futures.”
[Gary Peterson et al (2003), University of Wisconsin]
“A tool for improving decision making against a background of possible future
environments”
[Dana Mietzner and Guido Reger (2005), University Potsdam, Germany]

Probable, Plausible, Possible and Preferred Futures
Possible
'might'
happen
[basic range
of
alternatives]
Futures

Preferred – University where all its
graduates ends up being extremely
useful and beneficial for the whole
world
Disowned – Profit Oriented University
(too the extend of sacrificing their actual
purpose of
being a U)
Integrated – University where values
and profitability are given due attention
Outlier – Exceptional Individual as the
University (Undergraduates learn from
certain Sifu in the field they want to
master)
Integrated
Example of
Timeline: 5 years in the future
POSSIBLE
STRATEGIES
FOR MOE
Issue: University
of the Future
Remind U of its real purpose of
existence
Empower U so that everyone who enters
the U become the best human being ever
Advice U to try to combine the preferred and
the disowned for the best result possible
Even though it is relatively
improbable, it could be a viable
wildcard
No. 1 Tertiary
Education
Profit

Aplikasi pemikiran sistem:
sistem pengurusan kualiti
organisasi
Mengapa pendekatan sistem ini penting dalam peningkatan prestasi organisasi
anda?

11-12/10/02-
ISO9001:2000Aware©smy.utm 91
Model Sistem Pengurusan Kualiti MS ISO 9001:2015
4.0 KONTAK
ORGANISASI
(misi, visi &
Persekitaran)
Pelanggan
5. KEPIMPINAN
6. PERANCANGAN
9. PENTAKSIRAN PRESTASI
10. PENAMBAHBAIKAN
7. SOKONGAN
8. OPERASI Produk
Pelanggan
KEPERLUAN
PIHAK
BERKEPENTINGAN
Kepuasan
OutputInput
Aktiviti tambah-nilai
Aliran maklumat

92
Mission
&
Vision
hakmilik@MBAM.IAB

IUM 2015 Strategic Direction: Towards becoming a Research-Intensified University
S1.
Produce well-
rounded
personalities and
employable
graduates
Customer
Stakeholder
Financial
Learning
&Growth
InternalProcess
Research & Academic Excellence
C1.
Achieve status as a
leading international
academic & research
institution imbued with
Islamic values
L1.
Strengthen staff
development and
competency
F1.
Achieve
budgetary
sufficiency and
efficiency
P1.
Strengthen
quality
integrated
curriculum
P8.
Increase income
contribution from
SBUs/RMC/IHSB
S2.
Become centre of
reference in niche areas
of research
P6.
Secure bigger
research grant
P5.
Have a significant pool
of distinguished scholars
P2.
Intensify quality research
output and publication
P4.
Increase academic staff who are
engaged in high impact research
L2.
Ensure quality of research
facilities through key
compliance
P3.
Strengthen
postgraduate
studies
P7.
Enhance quality service
L3.
Improve library facilities to
support research
L4.
Enhance morality within
the university community
IIUM Strategy Map 2007-2015
93Copyright ©2016 MBustamanAM IAB MOE

Ability to
•1. Think holistically
•2. Recognize patterns and
interrelationships
•3. Recognize and act upon the basic,
underlying properties and patterns of a
system’s behaviour.
Conclusion: 3 abilities used in systems
thinking
94 copyright M.Bustaman.IAB.MOE

Tetapkan matlamat
peribadi &
bayangkan kejayaan
hakmilik@MBAM.IAB 95

Primary Questions That Are Central to Your Personal Mission and Vision
Personal Mission Personal Vision
• Who am I?
• What is my philosophy of life?
• Why am I on this earth?
• What are my overall life objectives?
• What do I live for?
• What are my deepest aspirations?
• Why do I do what I do?
• What are my unique talents?
• Where do I stand now?
• What are my core beliefs?
• Where am I going?
• Which values and principles guide my way?
• What do I want to help realize?
• What do I want to achieve?
• What are my long-term intentions?
• What is my ideal?
• What do I stand for?
• What do I believe in?
• Which contribution to society do I strive to
make?
• How do I see myself? (What is my self-
image and my sense of self-worth?)
97mbustaman/IAB/KPM/12

The Personal Ambition of Muhd. Bustaman
*Personal Mission :To live with ‘TAQWA’ and mean something to others.
*Personal Vision: To be a leader in strategic management studies
especially in educational management.
I want to fulfill my mission in the following way.
• Be honest with others.
• Work with others harmoniously, help each other, inspire others, and share
knowledge.
• Do things that make a difference in the lives of others.
• Take initiative, learn from mistakes, continuously improve and develop myself.
• Strive for physical, mental,soul and financial health.
• Have respect and appreciation for others, as well as be appreciated by my family,
friends, employer, and associates.
• Deliver high-quality work so that my organisatitor is continuously satisfied.
hakmilik@MBAM.IAB 98

hakmilik@MBAM.IAB.KPM 99
”Hard skills: Tetapkan Hala Tuju Organisasi
NILAI
MISI
Mandat
VISI HALATUJU

Bahagian 2.2:
Bertindak Strategik (Strategic Acting)
(put ideas into action)

Set Minda Bertindak Strategik
• 1. Hanya beberapa tindakan sahaja yang strategik
• 2. Melibatkan tindakan jangka pendek dan jangka
panjang
• 3. Melihat sebagai peluang untuk belajar
• 4. Keputusan yang strategik sentiasa melibatkan
sesuatu perkara yang tidak pasti

Bengkel
Penilaian kendiri tahap kemahiran bertindak
strategik
(rujuk senarai semak pembinaan pelan strategik
yang berkualiti oleh MBAM)

Perkembangan Dasar/Hala tuju kepada operasi
Mandat
& Misi
Visi
Perspektif
Strategik
KRA/Tema Strategik
Objektif
Peta Strategi (Alignment)
Petunjuk Prestasi (KPI) & Sasaran
Prestasi
Inisiatif Strategik
Program/Projek/Pelan Tindakan/taktikal
Pelan Operasi & Bajet
Apakah Arahan/Tujuan Utama?
Apakah gambaran pencapaian
masa depan?
Apakah perspektif strategik?
Apakah Bidang Kritikal
(keberhasilan utama)?
Hasil terakhir
(Outcomes) yang
ingin dicapai?
Adakah sejajar?
Apakah cara nak
ukur prestasi?
Bagaimanakah
caranya?
103Mbustaman IAB KPM

Thinking Long/future and present :
Environmental Scanning

@ mbam IAB 2013 106
Aware of own worldview…
27/10/2018
It’s irrelevant/ priorities

@ mbam IAB 2013 107
Collect right information? How?
27/10/2018

@ mbam IAB 2013 108
Curious…
Explore, learn, reflect
27/10/2018

I-SWOT

The individual
needs of each
student are met
Our students enjoy
a positive and
enjoyable learning
experience
Our students
demonstrate
exemplary behaviour
Providing quality &
varied extra curricula
activities
Effective teaching
methods that instil
the joy of learning
Knowledgeable, efficient,
competent, nurturing & highly
motivated staff who display our
core values
Transparency &
Accountability
Financial viability
FIDUCIARYLEARNINGINTERNALCUSTOMER
SCHOOL MISSION & VISION
Our students strive
towards academic
excellence
Safe welcoming, efficient,
comfortable facilities and
working environment
Ongoing maintenance &
upgrading of facilities
Ample supply of resources –
teaching aids, technology,
equipment
Consistent discipline
Providing opportunity
for Learning religion
Principles
Responsive curriculum that
encompasses the motto
“work, play and learn
together”
Our students are well
rounded & excel in all
fields
Our students enjoy a safe,
welcoming, efficient,
comfortable and family
oriented environment

Misi Sekolah:…
Visi Sekolah:…..
Isu Strategik: Peningkatan prestasi belum mencapai tahap yang diinginkan.
KRA/Matlamat Strategik: Peningkatan Prestasi Akademik
Objektif
KPI
Tov
(base)
2012 2013 2014 Inisiatif / Strategi Akauntibiliti
Peningkatkan
prestasi
UPSR
GPS
% Lulus
% 5As
2.0
93
10%.1
1.8
94.5
12%
1.7
97.0
16%
1.50
100
20%
1. Meningkatkan keupayaan
guru dalam P&P
2. Meningkatkan Kemahiran
Belajar pelajar
3. Meningkatkan sokongan
komuniti
GPK 1 (P)
GPK HEM
GPK Koku

Contoh Pelan Tindakan
Strategi/Inisiatif: Memupuk semangat kekeluargaan staf
Tindakan
Tanggung
jawab
Tarikh
Perlaksanaan
(Masa)
Sumber KPI Sasaran
Prestasi
Output
1. Program
Hari
Keluarga
GPK 1 2 hari
(Nov)
3000.00 % penglibatan
staf
•100% staf
terlibat
Semangat
Kerja
sepasukan
2. Program
Sukan
Pemuafakata
n
GPK Ko Minggu 3 Jun 500.00 % penglibatan
staf
•100% staf
terlibat
Semangat
kekeluarga
an di-
perkukuhk
an

@ mbam IAB 2013 114
Managing Risk
27/10/2018

Bahagian 2.3:
Pengaruh Strategik (Strategic Influence)

Bengkel: Inventori PS
1. Analisis kendiri kompetensi dalam kemahiran berfikir,
bertindak dan mempengaruhi secara strategik
2. Bina pelan tindakan penambahbaikan

Set minda Pengaruh strategik
• 1. pengaruh strategik memerlukan lebih dari
memujuk- (beli hati)
• 2. pengaruh strategik luas jangkauannya
• 3. It’s as important to be open to influence as it to
influence others
• 4. Strategic influence starts with a hard look at
yourself

Bengkel
Penilaian kendiri kemahiran pengaruh strategik

Bagaimana untuk membangun keupayaan
kemahiran pengaruh strategik
• Bina kepercayaan
• Mengurus persekitaran politik organisasi
• Spanning boundaries
• Libatkan pihak lain
• Berhubung sampai pada tahap emosi
• Building and sustaining momentum

Enable Other to Act
• Foster collaboration by building trust, facilitating and coaching
relationships.
• Strengthen others by increasing self-determination and developing
competence.
•
• Identify the six LPI items that reference this practice.
• Examine potential questions and activities a coach could use.
• Plus:
• 1. Building Trust
• 2. Managing political landscape

SI skills: Building Trust
• Trusting isn’t just a way for leaders to foster
collaboration; it is healthy for the leader, too.
• People who are trusting are more likely to be happy
and well-adjusted.
• Trusting leaders nurture openness, involvement,
personal satisfaction, and high levels of commitment
to excellence.
• What is the best way to nurture a trusting climate?

Enable Others to Act
• Check your habit:
• 1. Develops cooperative relationships among the people he/she works
with
• 2. Actively listens to diverse points of view
• 3. Treats people with dignity and respect
• 4. Involves people in the decisions that directly impact their job
performance
• 5. Gives people a great deal of freedom and choice in deciding how to
do their work
• 6. Ensures that people grow in their jobs by learning new skills and
developing themselves

Encourage the Heart
•Recognize contributions by showing appreciation
for individual excellence.
•Celebrate the values and victories by creating a
spirit of community.

Encourage the Heart
• Check this habits:
• .1. Praises people for a job well done
• 2. Makes it a point to let people know about his/her confidence in
their abilities
• 3. Makes sure that people are creatively recognized for their
contributions to the success of our projects
• 4. Publicly recognizes people who exemplify commitment to shared
values
• 5. Tells stories of encouragement about the good work of others
• 6. Gets personally involved in recognizing people and celebrating
accomplishments

Bincangkan cara untuk mengamalkan
pendekatan kepimpinan strategik dalam
memimpin instruktional di tempat anda?
Rujuk:
JOURNAL ARTICLE
Developing the Strategic Thinking of Instructional
Leaders
Philip Hallinger and C. E. McCary
The Elementary School Journal
Vol. 91, No. 2 (Nov., 1990), pp. 89-108
Published by: The University of Chicago Press
https://www.jstor.org/sta
Mbustaman IAB KPM 126

138M.Bustaman.Strategic Leadership16

Main References

2.

Selected Books and Articles
• Strategic Leadership
Pisapia, J. (2009). The strategic leader. Charlotte: Information Age Publishers.
Pisapia, J. (2006). A new direction for leadership. (Education Policy Studies Series No. 61). Hong Kong: The Faculty of Education and the Hong Kong
Institute of Educational Research. (Monograph) – cited in Scopus
Pisapia, J. (2006). Mastering change in a globalized world. In P. Singh, J. Bhatnagar, & A. Bhandarker (Eds). Future of work: Mastering change. Chapter 19,
pp. 303-327. New Delhi: Excel Books. IBSN: 81-7446-302-2.
Strategic Thinking
Pisapia, J., Pang, N.S.K., Hee, T. H. Lin, Ying, & Morris, J.D. (2009). A comparison of the use of strategic thinking skills of aspiring school leaders in Hong
Kong, Malaysia, Shanghai, and the United States: An exploratory study. International Journal of Educational Studies. 2(2), 48-
58. http://ccsenet.org/journal/index.php/ies/article/viewFile/1682/1627
Zsiga, P. (2008). Leader effectiveness from self-directed learning and strategic thinking International Journal of Human Resources Development and
Management 2008 - Vol. 8, No.4 pp. 306 - 317
Pang, S. K. & Pisapia, J. (2007). The Strategic thinking capabilities of school leaders in Hong Kong. Presented at the Annual Conference of the American
Education Research Association, Chicago, Il.
Pisapia, J., Reyes-Guerra, D. & Yasin, M. (2006) Strategic Thinking and Leader Success Presented at the Annual Meeting of the International Conference
on Advances in Management, Lisbon Portugal, July 19-22, 2006.
Pisapia, J., Reyes-Guerra, D., & Coukos-Semmel, E. (2005). Developing a Strategic Mindset: Constructing the Measures. Leadership Review, Spring 2005,
Vol. 5, pp. 41-68 - cited in Scopus http://www.leadershipreview.org/2005spring/article2_spring_2005.asp
Pisapia, J., Coukos-Semmel, E., and Reyes-Guerra, D. (2004). Assessing the cognitive processes of leaders: Do effective leaders think differently than less
effective leaders? In A. Lazaridou (Ed.), Contemporary issues on educational administration and policy (Chapter 9, pp 147-170). Athens, Greece: Athens
Institute for Education and Research. ISBN: 960-88331-2-4.
Strategic Execution
Ugurluglu, U., (2009). The use of strategic leader actions by hospital managers in Turkey. Unpublished dissertation. Hacettepe University,
• Ugurluglu, U., Celik, Y. , & Pisapia, J. (under review). Assessment of strategic leader actions of hospital managers in Turkey. Journal of Health
Management.
Reyes-Guerra, D. (2009). The relationship of strategic leader actions and normative structures. Unpublished dissertation. Florida Atlantic University.
Yasin, M. (2006). The use of strategic leadership actions by Deans in Malaysian and American public universities. Unpublished dissertation. Florida Atlantic
University.

THANK YOU
From
Muhd Bustaman Abdul Manaf
Institute Aminuddin Baki
Ministry of Education
bustaman@ iab.edu.my
0199890524

Kepimpinan Strategik (Strategic Leader)

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