KEPIMPINAN @ LEADERSHIP

Achieving Leadership Excellence

Executive leadership is a key source of competitive advantage it should rank in a companys top five strategic priorities
(M.W. McCall, 1992)

Leadership development and succession planning will be the priority issues of the next decade
(Jay Conger, 1999)

This much is certain: The old-economy model of leadership is obsolete. These days, the creation of a vibrant network of grassroots leaders may be the most important - as well as the most difficult - aspect of developing the art of leadership
(Fastcompany, 1999)

Achieving Leadership Excellence

Transformational, or socialised, leadership is directed toward the service of collective interests, where leaders acknowledge the need to understand and show respect for their followers, attempting to motivate them through reason and emotional appeal.
(Bruce Avolio & Bernard Bass, 2002)

Each and every leader, can become much more effective by focusing on a small number of core aspects of leadership and by developing a new mind-set about the leaders responsibility to herself or himself and to those with whom she or he works.
(Michael Fullan, 2001)

How Can People Become Better Leaders???

They have to really, truly want to change. The changes they seek must be linked to their dreams for the future, their passion for life, their values and beliefs. They need to see a vision of a future self and know how that vision is different from their current state. True behavioural change happens when it helps people achieve their personal goals. There must be a plan. Change takes time and practice.

Ongoing support is vital to change efforts.

Thoughts on Leadership

1. We are here in this world to make a difference 2. You cannot get anywhere unless you know two things: where you are now and where you are trying to get to 3. What separates a great business from another is one thing - the people: It is the people in companies that make them great
-John Macfarlane, CEO ANZ Banking Group

Why We Need Leaders:

What Recent Surveys Are Telling Us:

More than 50% of employees lack the motivation to keep learning and improving 4 in 10 people cannot work cooperatively Only 19% of entry-level applicants have adequate self-discipline for their jobs

Individual Characteristics

Skill/Competency

Knowledge
Role/Image Trait Motive
s

KOMPETENSI/KEMAHIRAN

PERANCANGAN STRATEGIK PENYELESAIAN MASALAH/ MEMBUAT KEPUTUSAN KOMUNIKASI BERKESAN MENANGANI PERUBAHAN PENILAIAN PROGRAM PENGURUSAN SUMBER MANUSIA PENGURUSAN STERSS OUTCOME MENGENDALIKAN MESYUARAT

ICT ANALISIS DAN DIAGNOSIS PENGURUSAN KURIKULUM

Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen.

PRACTICES OF EXEMPLARY LEADERSHIP

The Five Practices and Ten Commitments Of Leadership

PRACTICE 1. Model The Way COMMITMENT
1. Find your voice by clrifying your personal values. 2. Set the example by aligning actions with shared values

The Five Practices and Ten Commitments Of Leadership

PRACTICE 2. Inspire a Shared Vision COMMITMENT
3. Invision the future by imagining exciting and ennobling possibilities. 4. Enlist others in a commonvision by appealingto shared aspirition

The Five Practices and Ten Commitments Of Leadership

PRACTICE 3. Challenge The Process COMMITMENT
5. Search for opportunities by seeking innovative ways to change, grow and improve. 6. Experiments and take risk by constantly generating small wins and learning from mistakes

The Five Practices and Ten Commitments Of Leadership

PRACTICE 4. Enable Others to Act COMMITMENT
7. Foster collaboration by promoting cooperative goals and building trust. 8. Strengthen others by sharing power and discretion

The Five Practices and Ten Commitments Of Leadership

PRACTICE 5. Encourage the Heart COMMITMENT
9. Recognize contributions by showing appreciation for individual exellence 10. Celebrate the values and victories by creating a spirit of community

CHARACTERISTIC OF ADMIRED LEADER

Characteristic Of Admired Leader Percentage of Respondent Selecting That Characteristic

Characteristic
HONEST FORWARD-LOOKING COMPETENT INSPIRING Intelligent Fair-minded Broad minded Supportive Straightforward Dependable Cooperative Determined

2002 edition
88 71 66 65 47 42 40 35 34 33 28 24

1995 edition 88 75 63 68 40 49 40 41 33 32 28 17

1987 edition 83 62 67 58 43 40 37 32 34 33 25 17

Imaginative
Ambitious Courageous Caring Mature Loyal Self-Controlled Independent

23
21 20 20 17 14 8 6

28
13 29 23 13 11 5 5

34
21 27 26 23 11 13 10

Cross Cultural Comparisons Of The Characteristic of Admired Leader Percentage of Respondent Selecting Each Characteristic

Country Australia Canada Japan Korea Malaysia Mexico New Zealand Scandinavia Singapore United States

Honest 93 88 67 74 95 85 86 84 65 88

Forward Looking 83 88 83 82 78 82 86 86 78 71

Competent 59 60 61 62 62 62 68 53 78 69

Inspiring 75 73 51 55 55 71 71 90 94 69