1

1001201010012010(DKAP UPM)

AZAHARI ISMAIL, PhD019-322 0607

azahariaz@yahoo.com

LEADERSHIP DEVELOPMENT(DCE 5730)GOING BEYOND FOR INDIVIDUAL & SOCIETAL EXCELLENCELEADERSHIP MATTERS, FOLLOWERSHIP IS CRITICAL

KEEP REACHING…

2

Amanhâ naô serâ mais como era ântês

Manaus, Brazil 2001Manaus, Brazil 2001

3

AM I MAKING THE DIFFERENCE

IS MY PRESENCE FELT

IS MY ABSENCE REALIZED

44

KATEGORI HUKUM

WAJIB

SUNATHARUS

MAKRUHHARAM

55

AJAR

ADAB

FIKIR

ENTHUSIASM

PEMBELAJARAN UTAMA

HORMAT

APPRECIATION

66

BELUM ADA YANG MENGAJAR SELAGI TIADA

YANG BELAJARJADI…

TIADA PENGAJARAN SEKIRANYA TIDAK WUJUD

PEMBELAJARANHANYA BARANGKALI…

ADA PERCUBAAN SAHAJA

7

PA E

SQ RA

DL

P

P

LL

ZAZAMM

88

ASAS KEGEMILANGAN

Suka berfikirPandai berfikir

Boleh membuat keputusanPandai menyelesaikan masalahPandai mengendali kebuntuan

9

PERKIRAAN DALAM HIDUP

NAK BAGI LEPAS

KALAU JATUH

1010

TRANSFORMATIONTrans – Across; Forma – Form;

L - Transformare

CHANGE FORM , OUTWARD APPEARANCE, DISPOSITION, CONDITION, NATURE OR FUNCTION; CONVERT; CHANGE PERSONALITY OR CHARACTER; POTENTIAL OR TYPE (ELECTRICITY); CHANGE EXPRESSION IN FORM BUT NOT VALUE

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IT COULD HAVE BEEN BETTER…IT COULD HAVE BEEN BETTER…

Through the revealed knowledge, Through the revealed knowledge, God has commanded and taught God has commanded and taught human beings to ensure peace, human beings to ensure peace, justice and prosperity on earth by justice and prosperity on earth by maximizing the utilization of all maximizing the utilization of all resources based on theresources based on the ABUNDANCE ABUNDANCE MENTALITYMENTALITY perspectiveperspective. . Unfortunately, after the 1600, the Unfortunately, after the 1600, the world began to regress slowly world began to regress slowly towards resource scarcity, greed towards resource scarcity, greed and brutality as a consequence of and brutality as a consequence of mental bankruptcy in the form ofmental bankruptcy in the form of SCARCITY MENTALITYSCARCITY MENTALITY. .

1212

IT COULD HAVE BEEN BETTER…IT COULD HAVE BEEN BETTER…

… … A misguided search for A misguided search for knowledge due to a weak knowledge due to a weak philosophical foundation led the philosophical foundation led the researchers and scholars to emulate researchers and scholars to emulate the nature and life of animals (lower the nature and life of animals (lower beings) as a metaphor and basis for beings) as a metaphor and basis for guiding human affairs. Thus, the guiding human affairs. Thus, the damaging concepts such asdamaging concepts such as ‘‘RESOURCES ARE LIMITEDRESOURCES ARE LIMITED, , WIN-WIN-LOSELOSE, , WINNER TAKES ALLWINNER TAKES ALL,, SURVIVAL OF THE FITTEST’SURVIVAL OF THE FITTEST’ etcetc became the new guiding principles became the new guiding principles for human action & interaction.for human action & interaction.

13

KHALIFAH

LAWAN SYAITAN MANFAAT ALAM

KESEJAHTERAAN

SYAITANSYAITAN

ADAB

(TIADA PERUNTUKAN MELETAK JAWATAN KHALIFAH)

REE, MBO, MBWA, MBD, QCC, TQM, TPM, BPM, BM, TLMTLM,, ISO 9000

14

DEVELOPMENT-PROGRESS

DevelopmentProgress

104

15

JIWA MERDEKA

TUAN ABDI

ME….. DI…..

SAYA GAGAL MENDAPATKAN PENJELASAN…

SAYA TIDAK DIBERI TAHU…

16

ADAB•APA

•BAGAIMANA

•STANDARD

•KAWALAN SENDIRI

•MASA

•MENDENGAR

•HADIR

•POSITIONING (SELF-DEVELOPMENT)

AIB AIB

17

T-HERET-HERE THERETHEREDESIGN/CREATE/SHAPE

SET TREND

SUBSTANTIVE

PRESENT FUTURE

T GGREATNESS

H I N K I N

SYMBOLIC

JOURNEY-JIHAD-IQRA’-ADAB

RAUDHAH, STANDARD, P.O.T.

MARUAH

18

SUMBER KUASAKEDUDUKAN

FIZIKAL

KEKAYAAN

KETURUNAN

PENGETAHUAN

PERSONALITI

KEBOLEHAN ISTIMEWA

IMAN

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IQRA’

IQRA’JELAS TEPAT, BETUL, BENAR, SAHIH, HAKBACA, KAJI, TELITI,

RENUNG, SELIDIK, UJI, TEROKA, HITUNG, HISAB, … PEKA

KONSEP

YAKIN

KHUSYUK

RAUDAHRAUDAH

HIJRAHHIJRAH

2020

G – ilaWas-was

?

21

REAL-OBJECT“CONCEPT”

PERCEPTION

ATTITUDE

BELIEF

ACTION

COMMITMENT

CHARACTER

RESPONSE

JUDGEMENT

REIFIED

REINFORCED

ROUTINIZATION

ENCULTURIZATION

VISION O

UTLOOK

PERSPECTIVE

PARADIGM

EXPERIENCE

EXPOSURE

CAPACITY

CONCERN

OBJECTIVE

VALUES(8)

ATTITUDE FORMATIONAzahari Ismail, 1984

22

YANG BERLAKU

YANG HAK

VSVS

23

KENAPA TAK JADIKENAPA TAK JADI

NAK BAGI JADINAK BAGI JADI

VSVS

2424

ALWAYS…

THINK OF THE CONSEQUENCES

&QUESTION THE OBVIOUS

25

GOfor the

POT

26

WHY?WHAT IS

WHAT WAS WHAT NEXT

SO WHAT

WHAT OUGHT TO BE DONE

WHAT DO I DO

HOW COME?

2727

ANTICIPATORY REGRET

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Perspectives of Organization & Management

Rethinking the Future

Milestones of Management

Images of Organization

Outliers, Tipping Point, Blink

Changing Minds

The Theory of Constraints

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SALAMCARE-KEMESRAAN

DOA- IKRAR UNTUK MENJAMINKESEJAHTERAAN MENINGKAT

UNEQUAL RECIPROCITY(HASRAT, UCAPAN,

TINDAKAN)FIZIKALEKONOMISOSIALBUDAYAPOLITIKPSIKOLOGISPIRITUALESTATIKA

Ps (pH 5.5)

Po (pH 4.2)

30

TIADA SAMBUTAN

CARA BALINGAN

VSVS

31

AZAN SISTEM INISIATIF INGAT-MENGINGAT

DALAM KUMPULAN KEPADA YANG TERLUPA ATAU SENGAJA MELUPAKAN

IKHLAS

AJAK

SEDIA

INDAH

KONSISTEN

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CONTEXT OF PRESENTATION IN MGT & ORGN CONTEXT OF PRESENTATION IN MGT & ORGN

IQRAQ

COHESION

QUANTITY

EVALUATION

PROFESSIONALISM

QUALITY

INTELLECTUAL VIOLENCE

VISION MISSION CARE MORAL COURAGE SALAM

COMMITMENT

TEAMWORK

DEDICATION

TRUST

CRAZY

ZEST

TTFG

STEREOTYPE

EXTERNAL ENVIRONMENT

SICONTOL

INTERNAL ENVIRONMENT

MANAGEMENTMANAGEMENTORGANIZATIONORGANIZATION

SUPERVISIONSUPERVISION

FULFILMENT OFFULFILMENT OFRIGHTS (JUSTICE)RIGHTS (JUSTICE)

• CLIENTS/PARTNERS• PERSONNEL• STAKEHOLDERS

• LEADERSHIP• MOTIVATION• COMMUNICATION(PRESENTATION)

PLANNING

ORGANIZING

DIRECTING

CONTROLLING

Azahari Ismail, 1980

3333

DON’T EXPECT A FOOL TO BERESPECTFUL -

Azahari, 2000

3434

THE NEW PARADIGMS

REDESIGN STRUCTURE

REFOCUS ATTENTION

RETHINK ENVIRONMENT

RETUNE FAMILY

REJIG MANAGEMENT (Bottom Lines)

REVISIT PHILOSOPHY

RECAST PRINCIPLE

RESHAPE CULTURE

REALIGN POLICY

REDEFINE STANDARD (Evaluation)

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“ “ WHY MUST…WHY MUST…WHY MUST I DO IT…WHY MUST I DO IT…

NOW…”NOW…”

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““IT ISN’T EASY…” IT ISN’T EASY…”

37

TURBULENCE

FAMILY

COMMUNITY SOCIETY

GOVT.

POL

ECON +5

?

WORK?TECH

CONCEPTS

MGT. SYSTEM

OTHERS

ORG.

SELF

38

PART OF THE SOLUTION

PART OF THE PROBLEM

VSVS

39

JEMAAH1 + 1 = 27

HORMAT

PERCAYA

PATUH

MAIN PERANAN

RUKUN

KAWALAN SENDIRI

40

KEPIMPINANBUTA, KANAK-KANAK, MABUK, BERSALAH, PENGANTIN, GILA, DIHORMATI, LEMAH……..

KEUPAYAAN MENGUBAH PERLAKUAN SESEORANG UNTUK BERBUAT SESUATU BAGI SATU-SATU MAKSUD

o URUS KUMPULANo ARAHo KENDALI KERJAo BANGUNKAN ANGGOTAo PENILAIAN

PENGIKUTAN………….aaaaaaaminnnnn…..

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FUNGSI KEPIMPINANFUNGSI KEPIMPINAN

Urus Kumpulan –Urus Kumpulan – menaja, membentuk,menaja, membentuk, memperbaiki, memperkemas,memperbaiki, memperkemas, mengembang, memaju, mengembang, memaju, memperbesar,memperbesar, memperhebat…memperhebat…Arah –Arah – mission, vision, goals, objectives,mission, vision, goals, objectives, standards, expectationsstandards, expectationsKendali Kerja –Kendali Kerja – tugas pengurusan tugas pengurusan organisasiorganisasi seharianseharian

Bangunkan Anggota –Bangunkan Anggota – staff developmentstaff development

Penilaian –Penilaian – segala aspek penilaiansegala aspek penilaian

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ORGANISASIORGANISASITEGUHTEGUH

IDENTITIIDENTITI

STRUKTURSTRUKTUR

MISSIONMISSION

NORMANORMA

SUMBERSUMBER

KEANGGOTAANKEANGGOTAAN

KOMUNIKASIKOMUNIKASI

ENVIRONMENTENVIRONMENT

PENILAIANPENILAIAN

TASKTASK

43

ELEMEN KETEGUHAN ORGANISASIELEMEN KETEGUHAN ORGANISASI

Identiti –Identiti – nama, logo, moto, lagu, nama, logo, moto, lagu, bendera,bendera, warna, uniform, badge, maskot, warna, uniform, badge, maskot, bungabungaStruktur –Struktur – susunan peranan dan kaitan susunan peranan dan kaitan antaraantara perananperananMission –Mission – vision, expectations, goals,vision, expectations, goals, objectives and standardsobjectives and standardsNorma –Norma – peraturan dan sistem kawalan peraturan dan sistem kawalan sosialsosial

Task –Task – tugas dan kerja tugas dan kerja dipertanggungjawabdipertanggungjawab

44

Sumber –Sumber – pengetahuan, pengalaman,pengetahuan, pengalaman, teknologi, kekayaan dan lain-lainteknologi, kekayaan dan lain-lainKeanggotaan –Keanggotaan – kuantiti, kualiti, kuantiti, kualiti, kesediaan dankesediaan dan kesungguhankesungguhanKomunikasi –Komunikasi – sistem, kaedah, keupayaan sistem, kaedah, keupayaan dandan kesediaankesediaanEnvironment –Environment – mengambilkira dan bukanmengambilkira dan bukan menyalahkan menyalahkan Penilaian - Penilaian - sistem, kaedah, keupayaan sistem, kaedah, keupayaan dandan kesediaankesediaan

45

PERANAN PENGIKUTPERANAN PENGIKUTPATUH KEPADA KETUA DAN KUMPULAN

MENYOKONG KETUA

MENGIAKAN KETUA

MENEGUR DAN MEMBAIKI KESILAPAN KETUA

BEKERJA UNTUK KETUA

¤

¤¤¤

¤

MENJAGA NAMA BAIK KUMPULAN¤

46

MENGETAHUI TUGAS DAN PERANAN SEBAGAI PENGIKUT

MENYEDIAKAN DIRI UNTUK TAMPIL MENGGANTIKAN KETUA

¤

¤

MEMBERI MAKLUM BALAS KEPADA KETUA

MENGEKALKAN ADAB DALAM KUMPULAN

¤

¤

MENDAPATKAN PENJELASAN DARIPADA KETUA

¤

47

MENGETAHUI KEDUDUKAN, KEUPAYAAN DAN TANGGUNGJAWAB DIRI DALAM KUMPULAN

TURUT SERTA DALAM AKTIVITI KUMPULAN

MEMPERTAHAN KETUA

MENGGANTIKAN KETUA APABILA PERLU

¤

¤

¤

¤

48

BERKORBAN UNTUK KETUA DAN KUMPULAN

MEMPERTAHAN KETUA DI LUAR KUMPULAN

KHUSYUK TERHADAP PERJUANGAN KUMPULAN

¤

¤

¤

AZAHARI ISMAIL, 1997

49

ASAS MARUAH ORANG YAHUDI

BERPANDANGAN JAUH (PERSPEKTIF CUCU)

SEMUA BOLEH

BERANI/GIGIH (CUBA SEBERAPA DAYA)

HORMAT DIRI (PRIDE-UMAT TERPILIH)

JAGA MARUAH

JIMAT

SENTIASA MERANCANG (BUAT KIRA-KIRA)

KERJA KUAT

BERTANGGUNGJAWAB

50

AMBIL KISAH (CARE)

JAGA TANAH PUSAKA

JAGA NAMA BAIK BANGSA

SEMANGAT MAJU

INOVATIF (EXPLORE)

HARGAI BAHASA YAHUDI

HARGAI KELUARGA

…samb

51

SENTIASA MENTELAAH

DISPLIN (BERADAB)

MENTADBIR ALAM SEKITAR

SELALU MENYOAL/MENGKAJI

SENTIASA MEMAJUKAN DIRI

MENCIPTA PELUANG

BERKHAYALAN BESAR

HORMAT IBU

MENABUNG

…samb

52

• The framework of policies is critical in determining the efficacy of organization function and activities

• Policies emerge from an environment of conflict

• The policy environment and the field of practice are dynamic and interacting environments

• A clear vision serves as an anchor in an event of instability

POLICY LEADERSHIP PERSPECTIVES

53

• Every policy has a history that is substantive and political

• Public perception has a significant effect on policy decisions

• Every institution is a product of its history

• Policy success depends on the scope and nature of support

• Policy advantage is rarely gained without political effort

• Policy implementation is an act of accommodation

POLICY LEADERSHIP PERSPECTIVES

54

Establish and work toward a set vision (visioning)

Conduct policy scanning

Keep the policy current & aligned

NetworkBEH

AV

IOR

CO

MP

ON

EN

TS

OF

PO

LIC

Y L

EA

DER

SH

IP

55

Actively participate in the policy process

Strategically plan for policy advantage

Maintain goal and policy referencing behavior

BEH

AV

IOR

CO

MP

ON

EN

TS

OF

PO

LIC

Y L

EA

DER

SH

IP

56

Strategically plan for policy implementation

Frame and select policy issues

Establish policy set for the organizationB

EH

AV

IOR

CO

MP

ON

EN

TS

OF

PO

LIC

Y L

EA

DER

SH

IP

57

Manage public perception of policies

Nurture accommodating policy culture

Manage access to policy environment (gate-keeping)

BEH

AV

IOR

CO

MP

ON

EN

TS

OF

PO

LIC

Y L

EA

DER

SH

IP

5858

SELF DEVELOPMENT AS A

STRATEGY FOR HUMAN POTENTIAL

DEVELOPMENT

5959

♣ Personal mentors

♣ Stretch personal limits and potentials

♣ Expand work and life boundaries

♣ Increase and diversify readings

♣ Emulate personal idols and mentors

SELF D

EV

ELO

PM

EN

T

SELF D

EV

ELO

PM

EN

T

STR

ATEG

IES

STR

ATEG

IES

6060

♣ Explore life experiences as experiments

♣ Expand networks

♣ Upgrade self-assignments and standards

♣ Regard peers as ‘gurus’ or students

♣ Expand the scope of friendships

SELF D

EV

ELO

PM

EN

T

SELF D

EV

ELO

PM

EN

T

STR

ATEG

IES

STR

ATEG

IES

6161

♣ Widen professional memberships

♣ Embark on continuous learning

♣ Plan and communicate personal training needs

♣ Reflection, self-evaluation and appreciation

♣ Allocate budget for self development

SELF D

EV

ELO

PM

EN

T

SELF D

EV

ELO

PM

EN

T

STR

ATEG

IES

STR

ATEG

IES

6262

♣ Higher education

♣ Audit personal habits and practices

♣ Regard the boss as ‘guru’

♣ Be contented at a higher level of personal dignity

♣ Expand hobbies

SELF D

EV

ELO

PM

EN

T

SELF D

EV

ELO

PM

EN

T

STR

ATEG

IES

STR

ATEG

IES

6363

♣ Mentor peribadi

♣ Stretch personal limit and potentials

♣ Perbanyakkan nesan kerja dan kehidupan

♣ Perluas dan perbanyakkan pembacaan

♣ Jejaki model dan idola peribadiS

TR

ATEG

I P

EM

BA

NG

UN

AN

S

TR

ATEG

I P

EM

BA

NG

UN

AN

D

IRI

DIR

I

6464

♣ Perbanyakkan eksperimen dalam hidup

♣ Perluaskan network

♣ Pertingkatkan self -assignment dan standard

♣ Treat peers sebagai guru dan murid

♣ Perluaskan skop friends

STR

ATEG

I P

EM

BA

NG

UN

AN

S

TR

ATEG

I P

EM

BA

NG

UN

AN

D

IRI

DIR

I

6565

♣ Perluaskan keanggotaan profesional

♣ Pembelajaran berterusan

♣ Rancang keperluan latihan peribadi

♣ Reflection, self-valuation and appreciation

♣ Peruntukan perbelanjaan untuk kemajuan diriS

TR

ATEG

I P

EM

BA

NG

UN

AN

S

TR

ATEG

I P

EM

BA

NG

UN

AN

D

IRI

DIR

I

6666

♣ Pendidikan tinggi

♣ Audit amalan peribadi

♣ Treat boss sebagai guru

♣ Bersyukur pada tahap bermaruah

♣ Perluaskan hobi

STR

ATEG

I P

EM

BA

NG

UN

AN

S

TR

ATEG

I P

EM

BA

NG

UN

AN

D

IRI

DIR

I

6767

SUCCESS IS VERY RELATIVE

THE MORE SUCCESSFUL YOU GET

THE MORE RELATIVES YOU WILL HAVE

- RAMLI SALLEH

(This is what Einstein was never clear about)

6868

THE JOURNEY OF LIFETHE JOURNEY OF LIFE

0 – 5 age of WHY0 – 5 age of WHY

5 – 12 age of WHY NOT5 – 12 age of WHY NOT

12 – 76 age of BECAUSE 12 – 76 age of BECAUSE - De Bono (26/6/2009)- De Bono (26/6/2009)

0 – ? age of WHO CARES0 – ? age of WHO CARES - Azahari Ismail (26/6/2009)- Azahari Ismail (26/6/2009)

6969

Instead of …Instead of …

BEFORE I FORGET …BEFORE I FORGET …

say …say …

WHILE I STILL REMEMBER ….WHILE I STILL REMEMBER …. - Tony Buzan - Tony Buzan (20/6/2009)(20/6/2009)

70

“Citizens with colonization experience will continue

to colonize each other long after independence. They also lose the capacity to appreciate anything or each other” (BULLY)

AZAHARI, 1994

71

“Disaster in socialization occurs when the younger generation denies, marginalizes, rejects or disavows the efforts and contributions of the elders”

(MANAGEMENT BY PISSING AROUND)

AZAHARI, 1994

72

HOUNG...PHAKAT BUĂ ČOMĔSIKIĔT… LA DĔ

TIMÂ KHASĔIHTIMÂ KHASĔIH