Sesi II

Kepimpinan Strategik

Mbustaman IAB KPM 1

 Objektif
Diakhir sesi latihan ini, peserta:
• 1. Memahami konsep kepimpinan strategik
• 2. Mengenal pasti sifat-sifat seorang pemimpin
strategik
• 3. Memahami konsep berfikir strategik
• 4. Mengenal pasti perlakuan seorang pemimpin
yang berfikir strategik
• 5. memahami kaedah untuk menterjemah idea
kepada operasi

Mbustaman IAB KPM 2

 We Need Strategic Leaders at
every level of the
organization who can work
in a strategic way; which means
creating and executing an
actionable strategy (Pisapia,
2009)
10/4/2015 MBAM.IAB.KPM.15
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 Set Kemahiran Yang di
Perlukan

Eksekutif

Pengursan
Pertengahan

Penyelia

Teknikal Interpersonal Konseptual

Katz, 66

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5 MBustaman-IAB KPM 15
Agility of the Mind
STQ Study Findings
More Effective leaders use the three strategic thinking skills significantly
more often than Less Effective leaders.

Pisapia, Reyes-Guerra & Yasin, 2006 - Pang & Pisapia, 2006 - N=900

There is a cumulative impact - The strength of the relationship between

strategic thinking and leader success increases as leaders use the three
dimensions in tandem.
Skill use improves with age, experience, and education– the younger you are
the less you use these skills.
Strategic thinking skills can be developed through training. There is a
significant relationship between strategic thinking capabilities and self directed
learning.
Mbustaman IAB KPM 6
Kepemimpinan Strategik
Keupayaan seseorang untuk
menjangka, membayangkan,
mengekalkan fleksibiliti, berfikir
secara strategik dan bekerja
dengan orang lain untuk
memulakan perubahan yang akan
mencipta masa depan yang berdaya
maju untuk organisasi
(Ireland dan Hitt,1999)

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 mbam

Definisi KS
Kepimpinan strategik (KS) adalah gaya
kepimpinan. Ia menyediakan wawasan dan hala
tuju untuk pertumbuhan dan kejayaan sesebuah
organisasi. Untuk menangani perubahan dengan
berjaya, semua eksekutif memerlukan
kemahiran dan alat-alat untuk kedua-dua
rumusan pembinaan dan pelaksanaan strategi
(https://en.wikipedia.org/wiki/Strategic_leadership)

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 What is Strategic Leadeship
• Determining where an organisation was
heading and how to get there. It was
mainly about leaders engaging in
strategic and ‘long range’planning and
was seen as a process that belonged to
upper management alone, often taking
place closed doors (Cheng 2000: 17)

Mbustaman IAB KPM 9

Strategic Leader
• 1. S/He begins with the end in mind, by
knowing what he dreams about
accomplishing, and then figures out how to
make it happen.
• 2. The ability (as well as the wisdom) to make
consequential decisions about ends, actions
and tactic in ambiguous environment
(Pisapia, 2009)

Mbustaman IAB KPM 10

Perbincangan Kumpulan

1.Berdasarkan definisi-definisi kepimpinan

strategik yang telah diberikan, buat rumusan
tentang perwatakan pemimpin strategik yang
di gambarkan dari definisi-definisi tersebut.

2. Pilih satu orang pemimpin yang anda kenali,

sejauhmanakah pemimpin tersebut boleh
disifatkan sebagai pemimpin strategik?

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Apakah Hubungan Kepimpinan
Strategik dengan pengurusan
strategik?

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MODEL PENGURUSAN STRATEGIK

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 Analisis Kendiri Tentang
Perlakuan Pemimpin Strategik
Gunakan inventori PS menilai perlakuan
dan tindakan kepimpinan strategik
anda berasaskan di tempat kerja
semasa anda

Mbustaman IAB KPM 14

 7 Principles of Strategic Leadership
(Quong & Walker, 2010)
1. be futures oriented and have a futures strategy;
2. base their focused leadership actions and their
decisions on evidence, and invest in and be led by
research;
3. get things done, which means to have the reputation
as a person of action and achievement, someone
who can be relied upon to deliver outcomes;
4. open new horizons, which mean to be innovative,
receptive to initiatives and to be a leader of
transition;

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5. ensure that they are fit to lead, which is all
about planning and working on their wellbeing –
fit leaders’ are resilient and reliable in times of
stress and rapid change;
6. know how to be good partners and be seen
by staff to be good people to partner with in
dealing with issues and in moving into the
future; and
7. do the ‘next’ right thing, which means to be
ethical and values driven and to have a
reputation for leading a school that instils values
in children.
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 Personal Traits for Strategic Leaders
(Pisapia (2009) The Strategic Leader.)

• Openness to new experiences

• Curiosity about the world & future
• Enthusiasm and energy
• Willingness to listen and learn
• Ability to adapt rapidly to change
• Willingness to ask the right questions
• Innovativeness and creativity
• Self confidence
• Result orientation
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Mbustaman IAB KPM 18
 Bengkel 1
Arahan
• Imbas kembali program atau projek yang
pernah anda sertai sama ada anda sebagai
ketua atau ahli. Kenal pasti beberapa
program/projek yang memberi pengalaman
pelaksanaan prinsip-prinsip kepimpinan
strategik.

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Apakah Kesan Berfikir
Strategik?

Future focus
Openness
Breadth: very wide
Positive outlook/
proactive
Curiosity
Flexibility
 Definisi Berfikir Strategik:
Mengintegrasi masa hadapan dalam
proses membuat keputusan

1. BIG

3. LONG
2. DEEP

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22 Mbustaman IAB KPM
Hubungan di antara pemikiran strategik dengan
dengan Perancangan Strategik
1. Pemikiran Strategik Idea
Penjanaan idea strategik
Apakah yang mungkin berlaku?

2. Membuat Keputusan Strategik Pilihan

Membuat Pilihan
What will we do?
Keputusan

3. Perancangan Strategik Strategi &

Mengambil Tindakan Taktik
Bagaimanakah cara untuk melakukannya?

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The Strategic Thinking Skills

Systems
Reframing Thinking

Reflection

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 Penilaian kendiri
berkaitan perlakuan individu yang
berfikiran strategik

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 The Strategic Thinking Skills:
1. Systems Thinking (ST)
ST 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.

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27 Mbustaman IAB KPM
 Assessment – Systems Thinking Skills
Good Habits
• Try to extract rules and/or patterns from the information available
• Find that in most cases external changes require internal changes
• Search for the cause before taking action.
• Find that one thing indirectly leads to another
• Try to understand how the facts presented in a problem are related to each other
• Try to identify external forces which affect your work
• Try to understand how the people in the situation are connected to each other
• Investigate the actions being taken to correct the discrepancy between what is desired
and what exists
• Look for fundamental long-term corrective measures
• Look for changes in the organization’s structure that lead to significant enduring
improvement
• Look at the ‘Big Picture’ in the information available before examining the details
• Seek specific feedback on your organization’s performance
• Think about how different parts of the organization influence the way things are done
Bad Habits
View relationships individually as opposed to being part of an interwoven network
Break the problem into parts before defining the entire problem Mbustaman IAB KPM 28
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The Strategic Thinking Skills

2. Reframing
Reframing refers to:
Leaders’ ability to switch attention across
multiple perspectives, frames, mental models,
and paradigms in order to generate new
insights and options for actions. It enables one
to sort through problems and opportunities,
to see problems in ways that allow them to
map out different strategies, and identify
trends before others see them.
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 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

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 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.
Mbustaman IAB KPM 33
 The Final Exam
Directions: With 4 strokes of your pen connect all the dots.
Do not lift your Pen from the Page

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The Strategic Thinking Skills

3. Reflecting
Reflection refers to leaders’ ability to
weave logical and rational thinking together
with experiential thinking through
perceptions, experience, and information to
make judgments as to what has happened
and then creates intuitive principles that
guide what is happening in the present to
help guide their future actions.
Mbustaman IAB KPM 35
 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

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 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
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Mbustaman IAB KPM 38
Pindah Idea Kepada Tindakan

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 Perkembangan Dasar/Hala tuju kepada operasi
Mandat
Apakah Arahan/Tujuan Utama? & Misi
Apakah gambaran pencapaian
Apakah maklumat tentang
Visi masa depan?
Persekitaran organisasi? Perspektif
Strategik &
Persekitaran Apakah perspektif strategik?
Apakah Bidang Kritikal
(keberhasilan utama)? KRA/MATLAMAT
Hasil terakhir
Objektif (Outcomes) yang
ingin dicapai?
Adakah sejajar?
Peta Strategi (Alignment)
Petunjuk Prestasi (KPI) & Sasaran Apakah cara nak
Prestasi ukur prestasi?

Bagaimanakah Inisiatif Strategik

caranya? Program/Projek/Pelan Tindakan/Pelan
Operasi/Bajet
ImplementasiMbustaman
: KawalanIAB KPM & Pelaporan 40
 SCHOOL MISSION & VISION
Our students Our students
CUSTOMER

demonstrate Our students are

enjoy a positive Our students enjoy a
exemplary behaviour well rounded &
and enjoyable safe, welcoming,
excel in all fields
learning efficient, comfortable
Our students strive The individual
experience and family oriented
towards academic needs of each environment
excellence student are met

Effective teaching Providing quality &

methods that instil Consistent discipline varied extra curricula
INTERNAL

the joy of learning activities

Responsive curriculum Providing opportunity

that encompasses the Ongoing maintenance & for Learning religion
motto “work, play and upgrading of facilities Principles
learn together”
LEARNING

Knowledgeable, efficient, Safe welcoming, efficient, Ample supply of resources

competent, nurturing & comfortable facilities and – teaching aids,
highly motivated staff who working environment technology, equipment
display our core values
FIDUCIARY

Transparency & Financial viability

Accountability
Misi:… Visi:
Isu Strategik: Prestasi akademik belum mencapai tahap yang diinginkan.
KRA/Matlamat Strategik: Peningkatan Prestasi Akademik

Objektif Petunjuk Tov 2012 2013 2014 Inisiatif / Strategi Akauntibiliti

(KPI) (base)

Peningkat GPS 2.0 1.8 1.7 1.50 1. Meningkatkan GPK 1 (P)

kan keupayaan guru
prestasi dalam P&P
Peperiksa
an awam % Lulus 93 94.5 97.0 100 2. Meningkatkan
Kemahiran Belajar GPK HEM
pelajar

% 5As 10%.1 12% 16% 20% 3. Meningkatkan GPK Koku

sokongan komuniti

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 Pelan Tindakan
Strategi: Memupuk semangat kekeluargaan staf
Program Tanggungj Masa Bajet KPI Sasaran Output
(Tindakan) awab

1. Hari GPK 1 2 hari 3000 % •100% staf Semangat

Keluarga (Nov) penglibatan terlibat Kerja
staf sepasukan

2. Program GPK Ko Minggu 3 500 % •100% staf Semangat

Sukan Jun penglibatan terlibat kekeluargaa
Pemuafakatan staf n di-
perkukuhka
n

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 Fleksibiliti dan Simplisiti

45 MBustaman-IAB KPM 15
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 Make a strategic plan more flexible. How?
No strategic plan plays out exactly to script. More
frequent progress reviews increased accountability and
keep the plan flexible. We can overcame this barrier
by:
• Frequently review progress and how the environment
is changing
• Keep the strategic plan at a high level, with flexibility
for implementation of the details and some reserve
funds
• Increase you contact with vendors and customers as
the plan rolls out
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 sambungan

• Track the details of cross-functional work, not

within departments. Let the department heads
manage their teams
• Make sure you have the right people involved -
those with something in it for them
• Part of the plan includes several 'what if'
contingencies
• Set the review cycle to give time for actions to
take effect but not too long miss a market
opportunity
• Give the key players the 'right' to reconvene the
team if they see something that must be
addressed
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 PEMANTAUAN DAN
PENAMBAHBAIKAN BERTERUSAN
PELAKSANAAN STRATEGI
(Ukur dan Nilai Prestasi Strategi)
SEKIAN