Leading Higher Institution

AKADEMI KEPIMPINAN PENDIDIKAN TINGGI MINISTRY OF HIGHER EDUCATION

LEADING HIGHER
INSTITUTION

Leadership Traits,
Dreams and Achievements

UNIVERSITY LEADERS’ ENTREPRENEURIAL
EDUCATOR BOOTCAMP (UNILeeb)
CASE STUDY

Leading Higher Institution: Leadership Traits, Dreams and Achievement 1



LEADING HIGHER
INSTITUTION

Leadership Traits,
Dreams and Achievements

UNIVERSITY LEADERS’ ENTREPRENEURIAL
EDUCATOR BOOTCAMP (UNILeeb)
CASE STUDY

Chief Editor
Nik Maheran Nik Muhammad

Leading Higher Institution:
Leadership Traits, Dreams and Achievements

© UMKEI, 2021

All rights reserved. No part of this publication may be reproduced, stored in
production, transmitted in any form, whether electronic, mechanical,
photocopying, recording or otherwise, without having permission from the
UMKEI and AKEPT.

ISBN 978-967-2912-86-6

9789672912866

Published by:
Institute for Small and Medium Enterprises
UMK Entrepreneurship Institute (UMKEI)
Universiti Malaysia Kelantan
Pengkalan Chepa,
16100 Kota Bharu, Kelantan

Printed by:
Touch Jet Enterprise
No. 184, Perumahan PKINK
Berhadapan Flat C Jalan Bayam
15200 Kota Bharu, Kelantan
09-743 8869 / [email protected]

Secretariat: Puteri Nurainul Bismi Binti Jondi
Graphic: Ts. Wan Azlee Bin Hj. Wan Abdullah

CHIEF EDITOR

Nik Maheran Nik Muhammad

EDITORS

Ismie Roha Mohamed Jais
Nik Zulkarnean Kindzir

Anis Amira Abd. Rahman
Ms. Linira Gazali

Norhazwani Munirah Lateh
Siti Bahirah Saidi
Liyana Ahmad Atip

Contents

LIST OF CONTRIBUTORS i.
PREFACE ii.
ACKNOWLEDGEMENTS iii.
SYNOPSIS iv.
2
CASE STUDY 1
Bulldozer in Action: In Bridging the Underdog to the Top 9
Mohamad Faiz Mohd Amin, Yunus Yusoff, Encik Hazman Abdul,
Syamsul Adlan Mahrim 21

CASE STUDY 2 27
Aligning Academics' Competence to the University’s
Expectation: For the Better Future of All 35
Ponmalar N Alagappar, Ivy Chung & Massudi Mahmuddin

CASE STUDY 3
Leadership in Action: Founder of CEO@ Faculty
Kew Si Na, Koh Tieng Wei, Shahrizal Sunar

CASE STUDY 4
Shadowing a Great Leader
Nik Maheran Nik Muhammad

CASE STUDY 5
Nurturing Future Leaders in Research and Innovation via
Knowledge Sharing and Exchange
Juliana Binti Johari, Norzila Binti Othman, and Umi Kartini Binti
Rashid

CASE STUDY 6 41
The other side of the coin: creating opportunities out of
difficulties 49
Hidayati Ahmad, Nur Sahidah Bashier and Haslinda Musa
61
CASE STUDY 7
Fight It or ‘Buy’ It? 69
Mazura Mastura Muhammad, Zaifilla Farrina Zainuddin, Noorshella 77
Che Nawi 84
87
CASE STUDY 8
Academic Leadership and Leadership Challenges
of the Vice Chancellor of Universiti Sains Malaysia (USM)
Jariah Mohd Jan, Raja Suzana Raja Kasim, Shangeetha Ganesan,
Siti Azma Jusoh

CASE STUDY 9
Transformational Leadership in a New Era
Eva Lim Wei Lee, Ong Jeen Wei, Eida Nadirah Roslin

TEACHING NOTES FOR CASE STUDY
ASSIGNMENT QUESTION
EDITOR’S BIBLIOGRAPHY

List of Authors

• Nik Maheran Nik Muhammad, • Umi Kartini Rashid, Universiti Tun
Universiti Malaysia Kelantan Hussein Onn Malaysia

• Jariah Mohd Jan, Universiti Malaya • Kew Si Na, Universiti Teknologi
• Raja Suzana Raja Kassim, Universiti Malaysia

Malaysia Kelantan • Koh Tieng Wei, Universiti Putra
• Shangeetha Ganesan, Universiti Malaysia

Sains Malaysia • Shahrizal Sunar, Universiti Teknologi
• Siti Azma Jusoh, Universiti Teknologi Malaysia

MARA • Ponmalar N Alagappar, Universiti
• Mohamad Faiz Mohd Amin, Malaya

Universiti Malaysia Kelantan • Ivy Chung, Universiti Malaya
• Yunus Yusoff, Universiti Tenaga • Massudi Mahmuddin, Universiti

Nasional Utara Malaysia
• Hazman Abdul, Universiti Malaysia • Eva Lim Wei Lee, UCSI University
• Ong Jeen Wei, Universiti Multimedia
Pahang • Eida Nadirah Roslin, Universiti Kuala
• Syamsul Adlan Mahrim
• Mazura Mastura Muhammad, Lumpur
• Hidayati Ahmad, Melaka International
Universiti Pendidikan Sultan Idris
• Zaifilla Farrina Zainuddin, Universiti College of Science and Technology
(MiCoST)
Kuala Lumpur • Nur Sahidah Bashier, Melaka
• Noorshella Che Nawi, Universiti International College of Science and
Technology (MiCoST)
Malaysia Kelantan • Haslinda Musa, Universiti Teknikal
• Juliana Johari, Universiti Teknologi Malaysia Melaka

MARA
• Norzila Othman, Universiti Tun

Hussein Onn Malaysia

i. 8 LeadLienagdHinighHeirgIhnesrtitInustitoitnu:tiLoena:dLeerasdheiprsThriapitTsr,aDitrse,aDmresaamnsd aAncdhiAevcehmieveenmt ent

Preface

University Leaders’ Entrepreneurial Educators Bootcamp (UniLeeb) is a program
hosted by UMK and funded by AKEPT with the aim to enhance entrepreneurial
leadership competencies among university’s leaders. AKEPT provides a platform
for renowned leaders in higher education institutions to impart their knowledge
and skills to their future successors based on their best practices. These invalu-
able sharing of success stories and experience are usually passed from word of
mouth and rarely documented. Taking a different stance from a famous quote,
‘leaders are born, not made’, this book aims to inspire the readers, especially the
future leaders, to learn from the incredible journey made by nine remarkable
leaders in higher learning institutions.
Therefore, this book provides a compilation of stories presented in a case study of
nine (9) successful leaders. Their traits, dreams and achievements were shared in
this book to inspire the potential leaders of higher institutions which focus on
leadership traits, dreams and achievements of a leader can stimulate the reader’s
critical thinking. We hoped this book would be a good starting point for the
upcoming series of a recorded knowledge-sharing session from our local intellec-
tual to all local and global readers.

Leading Higher Institution: Leadership Traits, Dreams and Achievement i9i.

Acknowledgements

In the name of Allah, the most Gracious, the Most Merciful,
All praises are to Allah S.W.T the Almighty for blessing the Taufik and Hidayah and
giving us the opportunity and strength to accomplish this book.
Finishing this book is indeed not an easy task. Though with great difficulties, we had
given our best efforts to give an outstanding output. Thus, it is hoped that this book can
help the students and public at large, especially those with interest in leadership to
become successful in their undertakings in the future.
We would like to express our gratitude and appreciation to the Higher Education Lead-
ership Academy (AKEPT) for taking the initiative to publish this book and not forgetting
to the contributors of the book who are the participants of the UniLeeb program. Last
but not least, to everyone who was directly or indirectly involved, for being supportive
and patient throughout the accomplishment of this book. The acknowledgment also
goes to the university leaders for giving us the opportunity in producing this piece of
manuscript.
Thank you.

iii. 10LeadiLnegaHdiinggheHrigInhsetirtuIntisotnit:uLtieoand: eLresahdiperTsrhaipitsT,rDairtesa, mDrseaanmdsAacnhdieAvcehmieevnetment

Synopsis

The manuscript explores the various leadership styles, dreams, and achievements of 9
renowned leaders in spearheading the institutions of higher learning in Malaysia. All the
case studies were the result of sheer hard work and compilations done by 9 groups of
authors through a series of interviews with the respective leaders within the course of 3
to 4 months.

The first case study “Bulldozer in Action: In Bridging the Underdog to the Top”,
talks about Prof. Dato’ Ts. Dr. Noor Azizi Ismail, dubbed as the 'bulldozer' in bringing
the underdogs to the top and nurturing them to their fullest potential.

The second case study entitled, “Aligning Academics' Competence to the
University’s Expectation: For the Better Future of All”, is about Prof. Awang Bulgiba,
who is an expert in strategizing the governance of the university while meeting
expectations of the academics.

The eighth case study “Leadership in Action: Founder of CEO@ Faculty” revolves
around Prof. Dr. Arham Abdullah, whose leadership skills has bridged the gap between
industry and academia in just six months through his brainchild, the CEO@Faculty
Programme .

The third case study, “Shadowing a Great Leader” discussed how the author aspires
to follow the footsteps of Prof. Datuk Dr. Raduan Che Rose who uses the Swift Eagle
leadership style in shaping and restructuring one of the youngest higher learning
institutions in the country.

The fifth case study entitled “Nurturing Future Leaders in Research and Innovation
via Knowledge Sharing and Exchange”, centers around Prof. Dr. Mohd Shahir
Shamsir Omar who started the initiatives to provide supportive working environment for
‘otai’ and young academics in creating a more effective and productive academia.

The sixth case study, “The other side of the coin: creating opportunities out of
difficulties” features the story of Tuan Akmal Abdul Manap, the struggles, and
challenges in dealing with the transition from public to the private higher learning
institution.

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The seventh case study “Fight It or 'Buy' It?” highlights the story of how Prof. Datuk
Dr. Mohammad Shatar Sabran managed to build his dynamic team and get everyone
to work harmoniously together using his strategy of ‘buying them in’ and this strategy
has also helped him to resolve one of the toughest challenges and crises in his career.
The fourth case study, “Academic Leadership and Leadership Challenges of the
Vice Chancellor of Universiti Sains Malaysia (USM)”, showcases Prof. Dr. Faisal
Rafiq Mahamd Adikan’s implementation of sustainability leadership during his years as
the Vice-Chancellor of USM.
Finally in the last case study “Transformational Leadership in a New Era” brings the
readers the story of Prof. Datuk Dr. Marliham who rose from the bottom of the manage-
ment ladder and within the span of ten years became the president of one of the leading
private institutions in Malaysia.
The sole purpose of this book is that it could be used as an example and reference to
everyone who aspires to become great leaders one day. As the saying goes, “A good
leader leads by example and not by force”, hopefully, all the stories and experiences
shared here by these authors will help to mold the young minds into becoming the next
generation to lead the higher learning institutions to the pinnacle, locally and globally.

iii. 12LeadinLgeaHdiginhgerHIingshteitruItniosnti:tuLteioand:eLrsehaidpeTrsrahiitps,TDrareitas,mDsreaanmd sAcahnidevAecmhieenvtement

01

CASE STUDY

Leading Higher Institution: Leadership Traits, Dreams and Achievement 13

Bulldozer
in Action:
In Bridging the
Underdog to the
Top

Mohamad Faiz Mohd Amin1,
Yunus Yusoff2, Encik Hazman Bin Abdul3,
Syamsul Adlan Bin Mahrim

1Universiti Malaysia Kelantan
2Universiti Tenaga Nasional
3Universiti Malaysia Pahang

PROF. DATO’ DR. NOOR AZIZI BIN ISMAIL

Prologue

Professor Noor Azizi let out a long breath. His feet moved slowly as his gaze watched

every corner of his new university, Universiti Malaysia Kelantan (UMK). On his first day

MK) in UMK, Professor Azizi was imagining the pain and struggle that would be
accompanying his long journey in transforming the university from nothing into

something. Of being established for a decade ago, UMK seems to not have progressed

that well when it is still stuck at the bottom three in the Malaysian public university

ranking. “This university has almost nothing to be proud of. I will transform this

university into what everyone can be proud of and look forward to being with. I will

make it the top entrepreneurial university in the country. Although it is going to be hard,

I know I can do this”. Professor Noor Azizi promised this to himself.

2 Leading Higher Institution: Leadership Traits, Dreams and Achievement

Leadership Characteristics The “Bulldozer”

Prof Dato’ Ts. Dr. Noor Azizi Ismail is the With the support of everyone at the
Vice Chancellor of Universiti Malaysia School, Professor Noor Azizi embarked
Kelantan appointed for a three-year term on an uncharted journey to
effective Jan 7, 2019. Professor Noor Azizi internationalisation. Though perilous it
holds a doctorate in Accounting and may seem, the journey yielded expected
Information Systems from Loughborough results. The long, hard work was not
University, United Kingdom; Master’s without gain. Defying all odds, the School
degree in Accounting Information succeeded in getting international
Systems from the University of Memphis accreditations of ABEST21, AMBA, and
in the United States; and a bachelor’s AACSB. Now, the School can stand tall
degree in accounting from Universiti with its achievements and as one of the
Kebangsaan Malaysia (UKM). business schools to be reckoned with.

He began his academic career as a Having sketched out his excellence at the
lecturer of Accounting Information Othman Yeop Abdullah Graduate School
Systems at Universiti Utara Malaysia of Business (OYAGSB), Professor Noor
(UUM), before being appointed as the Azizi continued the glory of his leadership
Dean of UUM School of Business in UUM as he was later appointed as the
(Research and Innovation), and as the deputy vice-chancellor (Research and
Dean of UUM Othman Yeop Abdullah Innovation) of UUM. Other than being the
Graduate School of Business. The top management in the university, he also
development of the Othman Yeop served the ministry as the deputy
Abdullah Graduate School of Business director-general of higher education in the
(OYAGSB) of UUM owes much to the Ministry of Education from July 2017 to
strong and capable leadership shown by December 2018. In January 2019,
its founding dean, Prof Dato’ Ts. Dr. Noor Professor Noor Azizi’s journey with UMK
Azizi Ismail (2011-2015). A man with a began as he was appointed as the
strong vision and leadership skill, vice-chancellor of the university.
Professor Noor Azizi was instrumental in
making OYAGSB a respected, relevant,
and responsive business school in the
country. Through his keen observation
and deep understanding, he knew what a
business school should have to make its
mark on the international stage.

Charismatic

As a person, Professor Noor Azizi carries out his life as usual as others. Yet, he is often
viewed as a passionate and charismatic person especially by those who know him and
have experienced working directly with him. At home, Professor Noor Azizi is found to
be energetic and a family man. This is usually shown from his sharing in his social
media, as family is also a number priority in his life besides his job. In reaching out to
more subjects and audiences, Professor Noor Azizi loves to use social media especially
in making himself more visible to the world. To him, social media is an essential medium
of visibility for a leader and organisation to share knowledge and promote branding.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 3

“Nothing is Impossible

Visible The two-way communication that
Professor Noor Azizi has been doing with
Professor Noor Azizi believes that a leader his followers on social media has created
should be 'visible', and therefore he is the more opportunities for his followers to let
most comfortable to do so through social their voice be heard whenever decision
media platforms. Although he has all making is due. More importantly, social
sorts of accounts ranging from Tweeter, media brings the relationship between
LinkedIn and Facebook account, he is them closer, making it easier especially
more active in using his Facebook and for the staff and students to understand
LinkedIn account. Facebook is more for Professor Noor Azizi’s intention and ways
his social life and makes sharing related to of doing work.
his daily life with his family. As a highly
motivated person, Professor Noor Azizi The Journey with UMK
loves to share words of encouragement to
his "Facebook friend". As for LinkedIn, it's Known to many, Professor Noor Azizi’s
more toward professional business and journey with UMK took place unplanned,
image branding. With the LinkedIn as a result of a change that happened in
account, he would share thoughts and the country's leadership and management
words that would inspire others in at that time. Replacing the former
professional ways. He often asks for vice-chancellor (Professor Dato’ Dr.
opinion and welcomes helping hands Husaini Omar) who still had the remainder
from his followers to help his cause. To of his services and supposedly the vision
him, social media platforms are very he wants to achieve in UMK, this adds to
useful to be utilised as it allows him to the burden felt by Professor Noor Azizi in
have much more personal communication carrying out his responsibilities as the new
and two-way communication with his vice chancellor of UMK.
followers, who in majority are his fellow
subordinates and students.

4 Leading Higher Institution: Leadership Traits, Dreams and Achievement

Indeed, UMK in the past was very ordinary “I will not allow this university
that no one would bother themselves to
get to know this institution. Even to sink any longer. I will bring
Professor Noor Azizi himself honestly it to the top, to the eyes of
thought that UMK was not at a level that the world.
can be proud of as a higher education
institution in Malaysia. Despite its core As for teaching and learning, the
business of being an entrepreneurial approach that was used before was very
university and producing human capital much outdated where conventional
that can create jobs for others, actively teaching and delivery methods were
involved in enterprising, business and so favored by the academics. So much so,
on, UMK and a large part of its members Professor Noor Azizi could see only a
unfortunately did not seem to be doing handful of academics showing
what they are supposed to do. determination to try to get out of their
cocoons, bringing themselves away from
Their performance in every aspect was the comfort zone they had been in for so
generally poor, be it in teaching and long. With the technological
learning, staff competence and graduate advancement that is happening and
performance. Human capital that was future challenges awaiting where
produced and developed in UMK in the everyone needs to be profoundly
past was also not that significant and proactive, advanced and expert in
great to boast about to which UMK did handling technological tools and
not become the top selected university by mediums, Professor Noor Azizi thought
potential students as they were applying that the existing teaching practice at UMK
for university admission. was in need of a major transformation.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 5

…..Enhance Collaboration …..Teaching Differently

A ‘bulldozer’ by nature, Professor Noor ‘In workplace learning, I’m challenging the
Azizi started off by breaking silos that faculty to reduce face-to-face teaching
hamper collaboration. He wants UMK time from 100 percent to 75 percent and
staff and students to collaborate more further down to 50 percent. The rest of the
with both internal and external time can be spent on fieldwork and more
stakeholders. To become number one in practical things where students learn by
entrepreneurial education, Professor doing. “Once you change the mindset of
Noor Azizi stressed that the teaching and the academics, the change will naturally
learning process should not only involve flow down to change the mindset of the
what happens around the classroom. students.” The best thing results from this
is the academics now have got more time
Students should be given opportunities to for themselves to focus on their other
career development aspects especially on
communicate directly with industry research and publication. This change
initiated by Professor Noor Azizi in fact
players where they can get first-hand brings the UMK academics to a closer
step to becoming a more competent and
information and experience is the best, productive academics.

for knowledge and skills acquisition

process to occur very effectively. This

leaves the academics with no other

options than to collaborate with the

industry players to gain their valuable

inputs that are not available in the

textbooks. “Close collaboration with

industry can help us to address the real

issues out there.” Professor Noor Azizi’s

moves were merely to engage UMK’s

faculty members teaching

entrepreneurship and to push them to

contact industry players. “Call them, learn

from them and bring them in to teach

relevant lessons, otherwise it is all

textbook,” he stresses.

…...Interdiscipline Culture

Professor Noor Azizi also urges the science and technology faculty members to work
with the business faculty and join their strengths and intelligence to work on research
and collaboration hence build names in their field of expertise. As a result of this, we
now have academic members working on applied research and innovation with
financial management and strategic planning and operations departments. This
collaboration between academics of multiple disciplines of study which did not even
exist in their minds to do so before turns out to be a wise leading path that successfully
broke the cocoon and conservative thinking culture of the academics in UMK all this
while. More and more collaboration is now actively being carried out by the academics,
leading to another beautiful success story of UMK where a considerable number of
business start-ups have been started.

6 Leading Higher Institution: Leadership Traits, Dreams and Achievement

…… Technology Focus

…..University as Learning What has been achieved by UMK so
far although has made Professor Noor
Factory Azizi happy, it is not the final
destination where he wants to bring
Start-up culture is indeed a glory resulting UMK to. Professor Noor Azizi has
from Professor Noor Azizi's wise planning made a more aggressive move in order
and tireless efforts in bringing UMK as the to bring UMK further forward and make
number one entrepreneurial university in it visible in the eyes of the world. He
Malaysia. Start-up is celebrated and has a more brilliant development and
nurtured at UMK where students are sustainability plan for UMK, for which
highly encouraged to do business even through international collaboration. He
when they are still at the university. even has made his first move on this by
“Entrepreneurship through UMK’s lens is initiating collaboration with big
not about selling tudung (Islamic international companies such as
headscarves) or online reselling of Alibaba and Huawei. “We are now
products, but about adding value,” working with Alibaba and Huawei to
explains Professor Noor Azizi. He inspires co-design a curriculum for an IT
students to create business which is programme to be offered in our
unique and has a value not to be found in university, so we can nurture more IT
others’ products or services. Only with talents and technopreneurs.’ This will
that, their business can sustain in the provide more opportunities for UMK
market. Currently, UMK has over 400 members to unleash their potential and
student-registered companies. Standouts most importantly to prepare UMK as
include a biryani restaurant operator and a an excellent entrepreneurial university
science student generating over with future ready curriculum design
RM100,000 monthly revenue from a and education framework hence
garlic-based product. leading to more talented great human
capital to be produced by the
university.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 7

Epilogue

"Leader comes and goes, but the people remain" that is the
quote that motivates Professor Noor Azizi to move forward in his
everyday life while pursuing UMK success. Regardless of the
challenges coming, Professor Noor Azizi is still enthusiastic and
confident in bringing UMK and its members to continue to move
forward and become the best that they can. With his passion and
compassion, Professor Noor Azizi opens the space for his UMK
comrades to excel and help them as a "brother" figure. He hopes
to carry out his duty as the leader of the university towards a
brighter future of all.

88 LLeeaaddiinngg HHiigghheerr IInnssttiittuuttiioonn:: LLeeaaddeerrsshhiipp TTrraaiittss,, DDrreeaammss aanndd AAcchhiieevveemmeenntt

02

CASE STUDY

Leading Higher Institution: Leadership Traits, Dreams and Achievement 9

Aligning
Academics’
Competence
To The University’s
Expectation:
For The Better
Future of All

Ponmalar N Alagappar1,
Ivy Chung1 & Massudi Mahmuddin2
1Universiti Malaya
2Universiti Utara Malaysia

PROFESOR. DATUK DR. AWANG BULGIBA
BIN AWANG MAHMUD

Prologue

The mandate given was just a sentence – Be in the top 100 universities!
That is so demanding and arduous, how do I achieve this? thought Professor Awang
Bulgiba (Professor AB). Professor AB stared far ahead with his head full of thoughts of
what needed to be done to achieve the mandate which had been given to him.
Professor AB was indeed in a dilemma on how he can bring remarkable changes into
the university and more importantly to change the direction of others so that they will
walk the same path with him for the brighter future of their beloved university.

10 Leading Higher Institution: Leadership Traits, Dreams and Achievement

Background of Professor AB

Professor AB was appointed as the Acting Vice Chancellor of the University of Malaya
from the 1st of May 2017 until 31st October 2017. It is known that for Malaysian public
universities, the Vice Chancellors and Deputy Vice Chancellors constitute the core of
academic leadership and are in charge of managing and leading the university to be
recognised as the best university in the country.

Apart from holding the position as the Challenge In Pursuit of The
Vice Chancellor, Professor AB is also a
public health physician, with a double Top 100 Universities
master’s in Public Health and Applied
Statistics. Professor AB is the first Professor AB realizes the fact that getting
Malaysian doctor to gain a Ph.D. in
Health Informatics. As a prolific educator the University of Malaya listed in the 100
and researcher, he has influenced many
public policies at national and best universities in the world is not an
international levels. He had overseen a
period of extraordinary research growth easy job that can be accomplished
in this university. He has resumed
multiple top management positions, overnight. It requires a demand for
including Deputy Vice Chancellor of
Research and Innovation, Deputy Vice competitiveness, creativity, and
Chancellor of Academic and
Internationalization, and finally as the innovation. There are daunting
Acting Vice-Chancellor. With vast
experience in key aspects of the responsibilities and obstacles in the
university’s functions, Professor AB can
grasp sufficient hindsight to lead a competitive learning climate that require
transformation exercise to tackle the
degrading quality of our local university the university to be receptive. The catch –
academics.
to change the quality of human capital by

focusing on all the characteristics needed

to determine the first-class mindset.

These high expectations are also in the

midst of inconsistent and shrinking

financial capital.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 11

Industry 4.0

The dilemma gets worse with challenges The conventional two main streams of
imposed by the new industrial revolution thoughts in higher education – science
(IR4.0). Industry 4.0 (IR4.0) calls for a and technology, and the arts and
dynamic transformation in all aspects of humanities – are both equally affected by
our life including education (Restart IR4.0. This is in contrast to many popular
Project, 2020). Such a new wave of views that only disciplines in science and
technology changes our way in technology should be reformed, to meet
communication and internationalization, the demand to produce future workers
and that the education providers are who are highly trained in these emerging
expected to generate citizens of the technologies. Many miss the other half of
world. Such transformation also calls for the side, where we also need
producing leaders that are critical professionals to be trained in making sure
thinkers, problem solvers, and excellent our future workers understand the values
communicators. Where education is no associated with using these IR4.0
longer expected to produce specialized technologies. In other words, it is not the
professionals, delivered via training in a shortage of employment that the world
specialised discipline, but to produce faces, but the shortage of skills that these
well-rounded global citizens who are also new jobs will demand.
strong in emotional intelligence and soft
skills, delivered via cross-cutting,
interdisciplinary education.

Social Change still unresolved issues such as academic
freedom and autonomy, lack of Ph.D.
Amid all these debates and concerns, the qualified lecturers, poorly equipped
role of tertiary education has often infrastructure, low graduate
become the bullseye of discussion. employability, and many more. With the
Indeed, high quality of education is shrinking public funds due to the
instrumental to meeting national worsening global economy and now the
aspirations in driving political stability and challenges of operating in the
socio-economic growth. The critical post-COVID-19 time, most public
question here is whether our tertiary institutes of higher learning are in hot
education is ready for this change? waters to pivot effectively in these trying
Malaysian tertiary education, in particular times. The consequence of failing to meet
the public sector, is already burdened the expected change can only put
with many challenges. There are Malaysia backward, and such a scenario
is not unthinkable.

12 Leading Higher Institution: Leadership Traits, Dreams and Achievement

Economic Change to generate about 15,000 PhDs in various
disciplines, which indicates that we are
To be fair, Malaysian’s higher education not lacking talent. Yet, institutes of higher
learning are suffering from a significant
system has experienced multiple brain drain of talented Malaysian faculty.
The reasons are not particularly clear.
restructuring episodes since achieving
Almost 1.7 million Malaysians are
independence. From an employed outside the country. Lack of
career prospects is particularly
agricultural-driven economy in the 1960s, detrimental to those with niche subject
areas such as arts or pure science. The
Malaysia’s economy has shifted towards mainstream job market is still very much
focusing on mid-level knowledge
industrial development from 1980 to 2000 targeting basic degree holders. Most
Ph.D. holders seek employment in R&D in
(Zain NM, et al 2017). Consequently, there public and private sectors, but there has
been a very limited job market in these
was a huge demand for a highly skilled domains. Hence, they are forced to seek
opportunities abroad, where they have an
workforce to feed into the newly found opportunity to earn a living with their
skillset. With the average 30-year career
knowledge-based economy. The lifespan of an academic faculty, this
makes the turn-over rate is particularly
Malaysian government has capitalised a low, and subsequently a career in
academic education is particularly
substantial budget to send many students competitive in Malaysia.

for scholarships abroad. New private

providers are allowed to enter the

Malaysian tertiary market to meet the

increasing market demand. Research

universities are designated to drive

innovation through a rigorous R&D

pipeline. An ambitious goal to achieve a

high international ranking is set for many

public universities. All these changes are

deemed to pivot our education system to

meet future needs. Unfortunately, the

speed of change is too fast, and it seems

that we are forever behind the curve.

Brain Drain Academic Responsibilities

Underlying these transitions of change, That leads to the question of whether it is
one key factor that is often overlooked for possible to re-train the remaining faculty
its importance is the quality and members who are currently still in the
credentials of the academic lecturers workforce, to have the necessary skill sets
whose expertise is sought to shape the to be the agent of change in pivoting the
education that the next and future country towards IR4.0 transformation. It is
generations are demanding. With the right of importance to note that the academic
education pedagogy and delivery system, faculties nowadays wear multiple hats.
these experts should be one of the few They are not only expected to teach
people on earth to understand where we passionately in their subjects and manage
are heading, and to guide us toward the students’ welfare, but they are also
desired direction. After all, these expected to excel in research and
academics are among the brightest in the translate their knowledge into marketable
nation. Up to 2015, Malaysia is reported products and services. Some of them are
also active professionals in the medical

Leading Higher Institution: Leadership Traits, Dreams and Achievement 13

service sector, and many are involved at
different levels of university administrative
positions. Many times, the academics are
also active in servicing the governmental
and industry bodies as well as the
community. There are relatively few career
choices out there that require someone to
be so adaptable and talented in multiple
skill sets. Of course, the number of
academics who can excel in all aspects is
understandably low.

…..Globalize Human
Capital

The Strategies Hence as the leader of the university,
Professor AB saw the immediate need to
With these circumstances faced by put the university’s human capital in a
Malaysian higher education, Professor AB highly competitive global higher
was thinking hard for strategies to education system. Professor AB needed a
overcome these problems to prepare a quick and fast progression plan. That is
strong and equipped workforce of when he decided for no more time to be
talented academics, who are entrusted to wasted and he should move as quickly as
educate a larger pool of nation builders to possible. The first step to everything was
drive our country towards the future. The restructuring, then the process and flows
solution may not be straightforward, as he to be followed. To achieve educational
needs to touch upon the mind-blowing excellence, Professor AB had to emerge
speed of technology injection into every as a leader that builds collaborative and
discipline, the alignment and adjustment supportive teaching and learning
between disciplines to co-create a environment, to ensure the effectiveness
future-ready curriculum, and not of work within the university.
forgetting the overall culture and legacy
that have been protected by individual But where do I start? This has been
discipline-fraternities all these years. haunting Professor AB’s mind for days.
The challenges are considerable, and it is
a tedious and complex route to reform
performance which remains unequivocal
till now. Changes must start with the
internal environment. This transformation
must be supported by able players in the
institution, such as faculty members,
institutional leaders, and administrators.
Faculty members will mainly be involved
in re-evaluating and restructuring of
programs offered and internationalising
the curriculum.

14 Leading Higher Institution: Leadership Traits, Dreams and Achievement

…..Addressing Academic . .. Structure
Culture Re-engineering

In a public university with a long-ingrained That was when the idea struck Professor
AB, let us start from the bottom up -
organizational culture that has everyone in reverse engineering by analysing every
structure, function, and operation of the
a comfortable zone, there is an accepted university. If need be, I will re-examine the
entire structure of the academic pathway,
means of doing things. The academicians remove those that are redundant and
create a new pathway. This is going to
come from a collectivist culture, where cost me upheaval, nobody wants to
change what they have been doing for the
people will follow others within the social last 10 or 20 years and especially when it
is working fine. Professor AB knew what
group rather than be isolated, there is to do, now he needs the people to move
his agenda.
strong clan culture. How do the
“It is now our main agenda to bring our
academicians view themselves? do they
university into the top 100 universities.
only see themselves as a passionate
We shall all work together on this. To
educator, accomplished researcher, or
make this happen, I need a right group
experienced practitioner? The need to
of experienced people with the right
address the academic culture is crucial, it
ideas and thoughts who can move this
sets out a common framework of
vision together. This team needs to be
reference for fluctuations within the
foresighted to be able to defend the
university, making it an integral part of the
vision and be part of the vision”.
effective implementation of

creativity-promoting improvements in the

framework, structure, or method.

Professor AB now must get the

academicians to unlearn their pattern of

behaviour, values and assumptions

concerning their working styles

Leading Higher Institution: Leadership Traits, Dreams and Achievement 15

Way Forward

Professor AB called for a management meeting the next day. He first started the
meeting by reminding everyone to take part in the meeting with a clear mind and
positive attitudes to embrace what was going to be conveyed next.

“Leave your preconceived ideas and the ought outside this door, listen to what I am
about to say with an open mind. “Don’t interrupt and listen till the end, this is going
to change the way we are going to work, so pay close attention. This is based on the
multiple reviews and feedback we have had with the academics over the years”.

He could sense unrest among the senior management staff, they seemed agitated.
That was however a small matter to him as that kind of reaction was expected already.
Professor AB started by explaining his idea on building talent excellence and the way
to go about it.

To accomplish our mission in bringing our university to the top 100 list, I will be
employing seven cornerstones for planning”, he said. Professor AB in high motivation
and spirit explained to his subordinates the seven cornerstones for planning which
include:

1. fixing the structure of the university– 5. emulating from other successful
the management should come up universities who have succeeded in
with a new management structure to placing themselves in the top 100
be put in place. Clusters need to be universities.
reorganized.
6. success build success. We need to
2. establishing a super team of those celebrate the successes of our staff
who are capable and believe in the as this makes them feel that they are
vision wholeheartedly. appreciated. They will then want to
contribute to the team and at the
3. gathering evidence and data to back same time spur others to work harder
the vision, for fore sighting, and to get as they feel that the university
the staff moving – they need to set up recognizes their contributions no
a planning and strategy unit that will matter how small. The effect is a
work only on this. It must be set up by snowball of achievements and the
statisticians who understand university and the staff will all see this
numbers and analytics. Monitoring is as a winning formula.
the keyword here.
7. be something or someone no one
4. paying attention to details, even if it is can ignore
the smallest detail.

16 Leading Higher Institution: Leadership Traits, Dreams and Achievement

…. Resolving Problems and for Tier 1, 2 and 3, 4) the technology that
can support e-learning platform to be
Conflicts effectively used by the university
members and lastly 5) the succession
Indeed, the briefing was just a start to plans for the university.
more hard work and detail planning to be
carried out in the future. To ensure …..Develop Holistic
effective delivery and execution of his
planning for the university, Professor AB Academicians
made it clear to his staff that existing
problems and conflicts occurring in the Upon hearing the questions thrown to
university should first be resolved. Thus, a him, Professor AB gets that the Deputy
series of workshops with the relevant Vice Chancellor of Academic was
Deputy Vice Chancellors offices to iron concerned about the current practices
out the problems or loopholes were which are mostly based on research
conducted to understand dilemmas and output. Now the idea is to develop holistic
conflicts experienced by the stakeholders academicians with different capabilities.
all this while. “A simulation of the right mix and
proportion of talent in each different
Following the workshop, the second career pathway” will be the way forward
meeting was held to discuss the plan. and this has been discussed in the UniTp
Here the Deputy Vice Chancellor of Orange Book. The designed career
Academic brought the stakeholders’ pathways have to be aligned with the
pertaining questions that Professor AB University’s vision. Starting by allocating a
had to ponder on, relating to the following selection of pathways based on an
five issues, 1) the criteria for the excellent inclusive spirit of collegiality and
award within the university, 2) awards individuality, establishing promotion
conferred by bodies outside the
university, 3) number of publications set

Leading Higher Institution: Leadership Traits, Dreams and Achievement 17

criteria with fairness and mutual benefit So what’s the plan? The idea is to give the
for the different talents, and facilitating right support for the different groups by
flexibility and career growth opportunities nurturing difference be categorised into:
to chart their preferred pathways. This
means the key performance indexes will 1) The inspiring educators –
change, the weightage will change a. Exhibit creativity and innovation in
according to the chosen pathways, be it teaching and learning and
teaching, research, professional practice, assessment.
or institutional leadership. b. Introduce innovation that impacts
learning contributions.
Now Professor AB needs to incorporate c. Engage in scholarly activities/
this in his plan, his move, trickle it down to research or innovation in their
the lecturers, listen to their ideas, bounce subject area.
off their ideas, and go back to the drawing
board. One thing was clear to Professor 2) The innovative researchers –
AB, he cannot please everyone, if a a. Demonstrate excellence in research
decision needs to be made, he must put and produce original work which
some people in their place and a decision has a significant impact in their
has to be made quickly. He just needed to subject area.
get everyone on board the plane, where b. Significant contribution to the body
everyone can be the co-pilot, flying the of knowledge through research of
plane towards the vision “Being in the top international standing
100 universities”. c. Research that impacts the
community and society

…Strengthening Academic 3) The experienced practitioners –
a. Demonstrate excellence in
Career Path professional practice.
b. An authority in the field of
The primary plan was to strengthen the specialisation and contributes to
academic career pathway via a the field of practice at both the
differentiated career pathway for talent national and international levels.
excellence in the Malaysia Education c. Show evidence of national and
Blueprint 2015-2025. Firstly, there is a international recognition of
need to establish a sustainable and excellence through consultancy
adaptive ecosystem in which talents can activities
thrive and excel. Secondly, specialisation
in roles comes with the challenging and 4) The future university leaders
changing landscape of higher education. a. Lead and empower the institution to
Thirdly, recognising different attributes for serve the community and the nation
the different levels of excellence with to achieve national agency.
equal merit. And lastly, aligning talent b. Demonstrate leadership sustaining
aspiration to motivate staff to contribute in best practices and in a leading
their best areas of expertise, while change where necessary.
ensuring the university aspirations are c. Demonstrate an overall
met. understanding of key aspects of
management as well as rules and
regulations.

18 Leading Higher Institution: Leadership Traits, Dreams and Achievement

Epilogue

Professor AB has translated his ideas to all his people and what
is left now is for them to bring the ideas into practice. He highly
hopes that the key change in role specialisation will bring about
career satisfaction, enhanced professionalism, and a motivated
performing workforce among the academics which leads to an
agile high performing university. Of course, the concern is always
there for Professor AB as he must defend the multitrack paths
and overcome the upcoming objection, protests, and hostility
from other stakeholders.

“I would be accused of wanting to do the impossible, being
self-centred”.

However, Professor AB is certain that it is of high importance for
him to turn around this animosity and clan culture to his
advantage and consequently promote a higher level of loyalty,
morale, commitment, collaboration, teamwork, and participation
among the university members. “I understand the personal value
of each academician in the university, that is why I am changing
the frame of the collective mindset towards the vision”. At last,
Professor AB is ready to meet and inspire his comrades for a
brighter future of the University of Malaya, being in the top 100
universities in the world.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 19

“A leader is one who knows the way, goes the
way, and shows the way.”

-John Maxwell

20 Leading Higher Institution: Leadership Traits, Dreams and Achievement

03

CASE STUDY

Leading Higher Institution: Leadership Traits, Dreams and Achievement 21

Leadership in
Action: Founder of
CEO@ Faculty

Kew Si Na1, Koh Tieng Wei2,
Shahrizal Sunar3
1Universiti Teknologi Malaysia
2Universiti Putra Malaysia
3Universiti Teknologi Malaysia

PROF. TS. DR. ARHAM BIN ABDULLAH

Prologue

Tonight, the sweat and tears shed during the gruelling six months taste sweet. Prof. Dr.
Arham was beaming with confidence and pride. His team's hard work had paid off, and
everyone congratulated them on the success of an almost impossible task to achieve.
Being in the limelight, Prof. Dr. Arham made a mental summary of the questions poured
by the crowd on the secret to his success:
"As the founder of the CEO @ Faculty programme, you and your team have made the
programme a success. To achieve such a great achievement, we know that it needs a
lot of effort and good leadership skills. I am curious to know your experience
throughout the whole preparation and execution process. You made it within the limited
time constraint. I believe that you must face a lot of issues. Do you mind sharing with
us about the challenges you faced and the ways you tackled all those problems?".
Prof. Dr. Arham smiled and relayed his experience to his anticipating audience.

22 Leading Higher Institution: Leadership Traits, Dreams and Achievement

AN EXAMPLE Dealing with the
challenges
Prof. Dr. Arham Abdullah completed his
Bachelor of Civil Engineering in 1998 and Prof. Dr. Arham was confident that
obtained his Master of Engineering from collaborations between the two entities
Universiti Teknologi Malaysia (UTM) in were the to-go effort to bridge the gap
1999. He accomplished his PhD from between industry and academia. His
Loughborough University, United head was racing with questions: What
Kingdom, in 2003. From 2014 to 2018, he type of collaboration? Where will the
was appointed as the director of the collaboration take place? How should he
Industry Relation Division in the Higher convince the players to participate?
Education Department of the Ministry of
Higher Education. Currently, he is the Was it feasible to achieve the objective
Deputy Vice-Chancellor of Research and within such a limited time? Prof. Dr.
Innovation, Universiti Malaysia Kelantan Arham had no answer to those questions
(UMK). Throughout his entire career, he yet, but he knew he would soon.
has demonstrated exemplary leadership
skills and possessed many success Problem-solving skills
stories. One of the remarkable stories is
the founder of CEO @ Faculty, in which he Prof. Dr. Arham Abdullah gathered his
organized this programme, which is the Industry Relation Division team to discuss
flagship programme of the Ministry of the new Ministry of Higher Education
Higher Education. assignment. He informed the team that
the project's objective was to develop a
Take the bull by the horns! program that acted in concert with the
Malaysia Education Blueprint 2015-2025,
Outside, the sky was pitch black. The including Shift 2- Talent Excellence and
leaves rustled. Strong wind gushed in, Shift 7- Innovation Ecosystem. During the
breaking the window glass. "Was it a bad meeting, the team realized that the most
omen?" Said Arham to himself before challenging part was the small time frame.
brushing the idea off. The phone rang. It They had about six months to deliver the
was a call from the Chief Secretary to the task assigned. After some brainstorming,
Ministry of Higher Education, "We need Prof. Dr. Arham came up with an idea:
to bridge the gap between industry and CEO @ Faculty Programme (CFP), with
academia. I entrust you and the Industry the motto "Learn from the Pros". The task
Relation Division team to come up with a at hand was not a walk in the park. Prof Dr
solution to this issue. You have six Arham knew that he had to delegate well.
months to work on it."
“We need to bridge the gap
The content of the phone call lingered on
his mind but not for long. He did not have between industry and academia.
the luxury of time to waste. Arham I entrust you and the Industry
understood the heavy responsibility he Relation Division team to come up
had to shoulder, and he was adamant with a solution to this issue. You
about rising to the challenge. have six months to work on it.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 23

"Frankly speaking, it is not easy for me to “To achieve a high number of
deliver all these activities by myself. I don't
have any guidelines to follow. It is from stakeholders' participation from
scratch, and to try and error is the only both corporate and university for
solution. Indeed, great effort in a team is this program, I need to have
necessary for every success story. It would be resources to help me. So, I have to
difficult to solve the problem if we view it as use my existing networks in the
a giant task, but I always break the task into current ministry office, and I was
manageable chunks to control it within our with UTM to outreach to all the
limit. I believe this strategy works well to corporate's CEOs and the
alleviate workload among the team university's VCs. I am glad most of
members and achieve better outcomes. Of them respond to me in a short
course, we need to work in an intelligent way time.
to speed up the process and get more - Arham
resources to solve the problem". - Arham

Networking skills Resilience

Prof. Dr. Arham Abdullah was also acutely Despite the assistance received, the team
aware of other challenges faced by his struggled to convince the CEOs to buy the
team. First, what should they do to idea. The CEOs could not see the benefits
convince the CEO from the industry to of joining the programme. They
buy in the CFP plan and contribute to the considered the programme as a
collaboration? Gaining industry trust was volunteering job, which would not lead to
one of the biggest challenges a leader income generation. Besides, the CFP
needed to address. The challenge program was the first project of its kind.
stemmed from academia and industry, Since the programme had no previous
which did not understand each other. success story, participating in it might be
Without knowing each other well, it was a risky endeavour. Prof. Dr. Arham did not
hard to develop trust. The Chief Secretary give up. He tried to persuade the CEOs to
was aware that there was no suitable join the programme by highlighting some
platform for academia and industry advantages they could gain from the
collaboration at the national level. programme. The involved CEOs would
Therefore, the ministry tasked Prof. Dr. get recognition at the national level, and
Arham Abdullah to bridge and enhance the respectful Prime Minister would make
industry-academic linkages through their the appointment. Prof. Dr. Arham's
proposed CFP. The higher education unwavering efforts and the rewards
ministry aimed to improve university promised finally managed to spark the
offerings and technology sharing interests of the targeted CEOs to join the
programmes with the industry. programme.

24 Leading Higher Institution: Leadership Traits, Dreams and Achievement

Persuasion skills

Prof. Dr. Arham and his team were "It is time to open the door for them to have
ecstatic about winning the first half of the
battle. However, they were yet to win. some exposure from the industry. To be a
They need to win over the university's
Vice-Chancellors. Again, Prof. Dr. Arham future university bullet-proof leader, they
played a vital role in achieving the
objective. He asked the team members to need to learn how to manage the university
foresee the possible factors that might
hinder the Vice-Chancellors from agreeing like a corporation's CEO. Of course, I had
to participate in the programme. From
their brainstorming sessions, they listed seriously considered all the possible risks,
the following factors. The Vice-
Chancellors might be worried about the such as turnover rate and the university's
turnover issue, where the university staff
might resign and move to the industrial image. On the other hand, I foresee the
workplace. The universities might face
human resources problems if the quality outcome for the nation will be much greater
staff were not around. There was only one
way to encounter the issue: highlighting than the risk" - Arham
the significance of sending the young
lecturers to the industry. Prof. Dr. Arham also presented different
significant benefits to the Vice-
Chancellors should they decide to join the
CFP. Among the benefits presented was
that the Vice-Chancellors would have a
golden opportunity to directly collaborate
with the top CEOs of Government Link
Companies and multinational companies,
enhancing the visibility of their university.
The Vice-Chancellors could see the
profits far outweigh the loss. Therefore,
they too look forward to becoming a part
of the programme.

Success Stories of CEO@Faculty Programme

The CFP has created many positive impacts. The participants were taught different
skills in the boot camp and a series of training in AKEPT, including communication,
stress management, entrepreneurship, and creativity/ innovativeness.

Various activities in the programme equipped the participants with varieties of soft
skills. Through exposure to industry experience, they broadened their viewpoint,
strengthened their relationships with industries, and increased their business skills
through the CEO case study.

There were many success stories of the program. As Figure 1 shows, a total of 157
projects worth RM50,248,995,000 and 119 different activities were conducted. The
achievements included 73 CSR projects worth RM3,188,000; 89 collaborations worth
RM14,151,865; 39 MOU/MOA and 12 grants worth RM1,213,000.

Finally, in 2015, 24 CEOs joined the programme, and the number kept increasing ever
since.

LLeeaaddiinngg HHiigghheerr IInnssttiittuuttiioonn:: LLeeaaddeerrsshhiipp TTrraaiittss,, DDrreeaammss aanndd AAcchhiieevveemmeenntt 2255

SUCCESS STORIES

157 Projects 89 Collaborations

RM50,248,995,000 RM14,151,865

119 39

Activities Activities

73 CSR Projects 12 Grants

RM3,188,000 RM1,213,000

Figure 1: Success stories of CEO @ Faculty programme

⁎⁎⁎⁎⁎

Prof. Dr. Arham stopped sharing, took his cup, and drank a little
bit.

An audience stood and said: "Prof. Dr. Arham, allow me to
congratulate you on your awesome achievement. To me, you
have demonstrated what it means by leadership. It is the
capacity to translate vision into reality".

26 Leading Higher Institution: Leadership Traits, Dreams and Achievement

04

CASE STUDY

Leading Higher Institution: Leadership Traits, Dreams and Achievement 27

Shadowing
a Great Leader

"A good seed if thrown on the ground
becomes a mountain,thrown into the sea
becomes an island, thrown into the sky
becomes a star…That is the standard of
UMK staff and students, I dream about.”
-Raduan

Nik Maheran Nik Muhammad, Prof. Dr.
Universiti Malaysia Kelantan

PROF. DATUK DR. RADUAN BIN CHE ROSE

Prologue

Face and he was greeted by unfamiliar surroundings. A small airport with just 3 gates
to cater for the fast-growing numbers of airline commuters such as himself. Kota
Bharu, this would be his home for the next 3 years. Away from his family and close
friends, he was fully aware that this was something that he had to do. This was where
he was needed the most, where he could use his expertise to contribute and make an
enormous impact for the betterment of the university and the community. He would
never look back when he made the decision to accept the post as the Vice Chancellor
of Universiti Malaysia Kelantan (UMK), he knew he had a huge task and responsibility
ahead of him. This university was only in its 6th year of establishment and even though
the foundation had been laid by the previous predecessor, the development of the
university’s infrastructure, human resources and academic programs were falling rather
behind. Raduan let out a long sigh and as he continued to climb down the stairs, his
mind could not stop thinking about his next step. He was not only to face the issues
pertaining to the development of the University’s new campuses in Bachock and Jeli,
but also to deal with the perception and expectations of the locals since he was not a
Kelantanese. It was indeed going to be a rocky road and the main task was to pave a
new path for the university’s future direction towards becoming the University of
Choice for Entrepreneurship and Business. In doing so, he needed a team. A team that
could help and support him in molding the university according to what he had planned.
This would be his first step and the best way forward.

28 Leading Higher Institution: Leadership Traits, Dreams and Achievement

Biodata “I am not ashamed to say that,

Prof. Datuk Dr. Raduan bin Che Rose is this is my ambition. Otherwise,
the 2nd former Vice Chancellor of I will not come here. I will
Universiti Malaysia Kelantan (UMK). His never waste my time, if I knew
leadership was in the second phase of for sure we could not fly high,
UMK's existence after 6 years since we could not compete with
inception. He is dubbed as the Father of others. Because, I truly believe
UMK Development because during his and I am confident that, as a
tenure, he had transformed the university, we can do it.
University’s landscape from a university -Raduan
in a shop to a university in a park. A lot of
the buildings and infrastructures that
exist now are there because of him. The
transformation was not done overnight, it
took him almost 3 years to change the
University’s facade to what it is today.

The Beginning “Law of Leverage”

Datuk Raduan is a PhD graduate from Leadership Style
Leeds University, United Kingdom in the
field of Management. Initially, he started Datuk Raduan practices a leadership style
his career as an administrator at based on the "Law of Leverage". "Law of
Universiti Putra Malaysia (UPM) but due Leverage" is applied in his leadership
to his passion for knowledge and his because for him as a leader, influence and
desire to develop himself to a greater support are important, where one must
level, he chose to change the scheme of not be without the others.
administrator to lecturer after obtaining
his Masters and PhD qualifications. “As leaders, we need to leverage others to
Throughout his career, the highest achieve the desired results, and leaders need
leadership post he used to hold was as followers and influence. Leaders who lack
the Chief Executive Officer of the National followers and influence will not get support
Council of Professors (MPN) from 2015- for organizational smoothness. The ideas,
2018 and at the same time, he also experiences and positions of others can
served as the Special Adviser to the benefit a leader in carrying out his mission”.
Prime Minister Office providing insights Raduan
from the intellectual and academia’s
perspective. He served as the Vice Based on this core, as the new VC of
Chancellor of Universiti Malaysia UMK, he brought in more than 20
Kelantan for one term in 2012 till 2014. professors from various universities to
Prior to that, he was the Deputy Vice help him develop and lead the university.
Chancellor, Academic and International With a clear vision and mission, each of
for Universiti Pertahanan Nasional the professors had been given the
Malaysia (UPNM) from 2009 till 2011 and mandate to succeed in their respective
was the Special Adviser to the Minister in functions and were set on a quest with
the Ministry of Higher Education Malaysia tight deadlines.
(MoHE), Dato 'Seri Khalid Nordin in 2009.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 29

“I choose great, enthusiastic and Swift Eagle Leadership
out-of-the-box people to work with me.
People who can bring change to Style
organizations and communities, people who
can think, those who are lively and active. Eagle is an animal which has
Half the leaders, they prefer the people under characteristics that are synonymous with
them to be less ingenious than them. I don't, the leadership of Raduan Che Rose. Like
I want the people below me to be smarter an eagle, he ‘soars’ high and he is able to
than me so that I can benefit from it and help see how the organization is managed as a
me come up with good ideas”. -Raduan whole, but the eagle leadership style is
leadership that is associated with leaders
Although at the very beginning, he was who "micro-manage" and "macro-lens"
not popular among the existing staff due where such leaders are very "meticulous"
to his bold actions, he was not deterred. and "detail" even though space and trust
In fact, he was adamant and confident are given to staff to work freely.
that what he did was right and timely. The
university’s development was not in line The eagle always has a clear mission and
with the number of human resources in vision. Raduan while leading UMK had
both academic and management clearly outlined the short -term and long
divisions. This was indeed his calling; he -term needs and strategies, especially in
got the connections, he knew could pull placing the position of UMK in the eyes of
some strings and get the financial support the community and branding UMK as the
needed, so why must he hold back, main choice of students locally and
actions must be taken now before abroad. His motto is "Making UMK the
anything else can be done. First Choice of Malaysian Students".

“We can argue with each other, we can “I want UMK to be an institution of choice.
One must compete to secure a place,
confront each other, we can disagree on because of its reputation. It is not impossible
for us to do so especially when we are still in
certain things but when the time comes the developing and expanding stage. If we
want to be flexible, we must be flexible from
when we have to plan and do something, we now on. We can do it!” -Raduan

have to agree on certain decisions and do it Having set the goals, he worked tirelessly
to improve the infrastructure and branding
together.” -Raduan of the university, focusing on UMK’s trust
and core areas of entrepreneurship and
Holding on to the principle of "Law of business. Secondly, “The eagle will not
Leverage" and continuing to apply it in his give in to the size or strength of its prey. It
leadership style had landed him the will always fight to win the victims or
position to be the first Chief Executive of regain its territory”. Being Malacca-born,
the National Council of Professors (MPN). Raduan has the spirit and soul of the
His ‘visibility’ had awarded him the trust of knight and warrior of the glorified Malacca
the former Prime Minister, YAB Dato ’Seri era. He will stand tall and fight for what he
Mohammad Najib bin Tun Abdul Razak to believes and hold on to his principles. No
lead a pool of national thinkers through one can change his mind once he has set
the establishment of the National Council out to do something, and he will make it
of Professors (MPN). It is a corporate happen.
body that has been set to mobilize the
expertise of the country’s best academics
to assist the government's efforts in
developing the country and provide
well-being to the society.

30 Leading Higher Institution: Leadership Traits, Dreams and Achievement

“The secret is, if we always give Raduan Che Rose is a creative person
and loves everything that is beautiful.
our best, we ourselves will feel Because of his creative nature and always
satisfied. Yes, I have done my prefer something which is different from
part! I have given the best! others, his management style in the
Everything we pour out to do, writer’s view, has a bit of a “crazy”
is actually for our element because of his management
self-fulfillment. philosophy of always wanting variety and
-Raduan something that stands out.

During Raduan Che Rose's leadership, He once said when they were on an
UMK's management budget and staff official visit to the Hong Kong University,
warrants were the highest. At one of the "We are like a gardener's son proposing
budget meetings with the Finance to a king's daughter". While comparing
Ministry, he said, “I will not back down Hong Kong University to UMK, he said to
until I get what I want. For the sake of the writer, "Nik, we have to do something,
developing this institution!” He banged so that we are seen standing on par with
the table hard with his hand and other universities. At least our
continued, “if you don't want to give me infrastructure needs to be improved”.
what I asked for, then just close this
university.” Everyone in the meeting room True to his words, in less than a year of his
could sense the seriousness in his words tenure, the rows of shophouses of the
and with that, he managed to secure not UMK City Campus in Pengkalan Chepa
only the much-needed staff warrants but were gradually transformed into a
also additional funds for the development beautiful campus area filled with lush of
of the new campus. That is Raduan Che greenery and a beautifully crafted wooden
Rose, he will pounce on anyone without hall adorned with the traditional handcraft
thinking of the effect on himself. For him, designs of Kelantan and Melaka, stood
it will not be a cause for him to be afraid majestically by the entrance of the
because his instinct is to protect what he campus. Nestled in between the bucida
loves and values the most. trees, were the handcrafted wooden
wakafs that were meant to be used by the
“There are many challenges in the life of a students and staff, not just as a place to
leader. This is the storm we must weather as relax but to do discussions and other
leaders especially when they are rising to a related activities. But he did not stop at
higher level. Like an eagle, a leader can only that, he went on to color the floor red, like
rise to a higher level if he faces challenges a welcome carpet that lures and tempts
without running away from them. This is everyone to come in. No one has ever
another characteristic of my leadership”. thought of such a thing, except for
-Raduan Raduan Che Rose.

“There must be a magnifying effect, a

doubling effect or magnification to what we

do. This must be done with full awareness

and a sense of responsibility” -Raduan

Leading Higher Institution: Leadership Traits, Dreams and Achievement 31

His craziness drove him to entirely
transform all the classrooms into a ‘Smart
Classroom’, using Apple TV and equipped
with the latest teaching and learning
technology. Then, the students were
provided with an Ipad each so that the
learning process is digitalized and to
promote paperless learning. Raduan Che
Rose's creativity is really beyond the
ordinary human mind, upon returning from
one of his travels, he had instructed the
University’s Corporate Center to hang
umbrellas in between the buildings to
celebrate and welcome the new students
2013.

“I know many of the students who came to
UMK, because they have no other choices, so
we need to do something to make them feel
excited about being here and have a sense of
pride looking at their university. Therefore,
we must be relevant, unique and different”.
-Raduan

Personality (Appearance,
Coversational Style)

When one thinks of an eagle, words such He always speaks enthusiastically with a
as "arrogant", "powerful", "selfish", very firm and loud voice which sometimes
"choosy" and "softhearted" would come can be nerve-wracking to anyone who
to mind. The eagles are seen as strong hears it. As if he is giving someone a good
and firm birds of prey on the outside but scolding, but the fact is, he is just having a
actually in reality, they have a soft soul good conversation.
and heart due to the nurturing character.
That is the personality that is seen in the “I am an enthusiastic person. In anything
eyes of those who know and have worked and everything I do, I am always
with Raduan Che Rose. His sleek enthusiastic, that includes speaking. It may
appearance, designer clothing, assertive sound kind of angry, but it is not because my
style and sometimes, fierce face made heart is like a garden of roses.” -Raduan
very few people dare to approach or
confront him. He is always seen as a very
serious and thoughtful person, especially
when expressing his views and opinions.
It was a rare sight to see him smiling and
laughing unless it was really funny, one
might catch him with a grin or a chuckle.

32 Leading Higher Institution: Leadership Traits, Dreams and Achievement

Those who are close and used to working related to his daily life, especially his
under him will find that he is a family. Being a highly motivated person
soft-hearted, highly motivated being and himself, he also shares words of
does not take sides and always "play it encouragement to his "Facebook friends"
safe" when there is a crisis between his (as in the screenshot above).
officers. His gentle soul and "play safe"
attitude sometimes make him vulnerable "Websites and Facebook are the front page of
and unable to make accurate decisions
since he does not want to be seen in favor an organization. Make sure it is informative
of anyone.
and interesting. How do we want to brand
“The people from Malacca can be a little
rude, but believe me, Malaccan people, who our university if the website is "rubbish" like
are rude, have good hearts! Even if I am
angry, I'm not angry because I want to be this !! ". -Raduan
angry, I'm just frustrated because I want
some things to improve for the better.” Datuk Raduan once scolded the
-Raduan corporate director and furiously
expressed his dissatisfaction regarding
the UMK website. He believes virtual
communication is an absolute must,
however the content, interface and design
must reflect the core business and
highlight the brand of the organization.
These virtual communication platforms, in
a way, represent the image of the
organization and as the saying goes, the
first impression is the best. It will paint
either a positive or negative picture to the
public about the whole organizational
structure of an establishment.

Social Media is a must… In addition to new media, traditional
media such as newspapers, radio and
Social media for Datuk Raduan, is an television are also no less important for
important medium for a leader to share this middle-aged leader. He said, “if a
knowledge and experience. A leader leader or academic wants to be known
should always be ‘visible’ to the public and accepted by the community, they
and the easiest platform is using social should get closer to the community.
media. Although he is also on Twitter and Giving contribution in the form of writing,
Instagram, he is very fond of using discussion or any form of involvement that
Facebook. is covered by the press or mass media is
one way to get closer to the community”.
He himself always offered to speak on
television and in the newspaper.

When analyzing the content of his “I don’t have any personal interest. I had
Facebook pages, it was found that he enough for myself, I have to declare that. It is
practiced the principle of "life balance" in now the time for me to give back to my
his life. He will share not only experiences society. It is time to pay it forward.” -Raduan
or those related to his career but also

Leading Higher Institution: Leadership Traits, Dreams and Achievement 33

Epilogue

Leaders are like eagles nurturing their young, they will open
opportunities to the young leaders and provide space for "suc-
cession planning". They accept their children's mistakes without
mocking or belittling them, help them when they fall and even
guide them to get back on their feet. True leaders are not bosses.
They grow with their people. They strive to make individuals in an
organization or society bloom to their full potential. They teach
and guide just like a mother would. They never stop challenging
but never give empowerment and direction. All these leadership
traits are prominent in Raduan Che Rose. He has left a great
legacy behind; it is going to be difficult to fill up his shoes. We are
lucky enough to have crossed paths with him and had the
chance to know him. If we could catch a glimpse of his shadow
and continue to follow the pathway that he has paved for us, we
will all be able to soar high like an eagle. Shadowing a great
leader, it will be difficult but not impossible, as the words of
another great leader used to say, ’It always seems impossible
until it’s done…- Nelson Mandela’.
Raduan Che Rose, may success follow him wherever he goes….

34 Leading Higher Institution: Leadership Traits, Dreams and Achievement

05

CASE STUDY

Leading Higher Institution: Leadership Traits, Dreams and Achievement 35

Nurturing Future
Leaders in Research
and Innovation via
Knowledge Sharing
and Exchange

"If your actions inspire others to dream more,
learn more, do more and become more, you
are a leader." – John Quincy Adams

Juliana Binti Johari1, Norzila Binti Othman2,
and Umi Kartini Binti Rashid3

1Universiti Teknologi MARA
2Universiti Tun Hussein Onn
3Universiti Tun Hussein Onn

PROF. DR. MOHD SHAHIR SHAMSIR BIN OMAR

Prologue

Higher Education Institutions (HEIs) in Malaysia have experienced various transitions to
cope with the accelerating pace of globalisation. With the increasing number of
potential students within the country and beyond the national borders, HEIs must be
visible. One way to gain visibility depends on the impactful research and development
activities of that particular institution. Academics are the main drivers for these R&D
activities, which will generate a certain amount of budget or income for the universities.
Therefore, the university requires self-driven academics to act as institutions'
representatives in developing their reputation at national and international levels.

This group of academics will later become prominent figures in their field of knowledge,
increasing the university's ability to attract more students, research funds, and
consultancy contracts. Unfortunately, in Universiti Tun Hussein Onn Malaysia (UTHM),
only a few academics can fulfil this task of initiating research and development and their
motivation towards impactful research is still questionable. One of the possible factors
that impede efficient research is the leader. Suppose the leader is negatively influenced
by the pressure that surrounds him; it will create a tense and aggravating atmosphere
for the people working with him, especially the subordinates. Having this thought in
mind, Prof Shahir seeks to provide a supportive working environment for academics in
UTHM.

36 Leading Higher Institution: Leadership Traits, Dreams and Achievement

Leadership role…. Act of Kindness

On 15th January 2020, Prof. Dr. Mohd Prof Shahir believes that a leader must
Shahir Shamsir Bin Omar walked into the
Universiti Tun Hussein Onn's Chancellery show good examples to others. The
building as the Deputy Vice-Chancellor
(Research & Innovation) with a smile on leader needs to develop effective
his face. He is well-prepared for this
position and looks forward to leadership that can cater to all and
experiencing more adventures that come
together with this new appointment, subscribe to the idea that lifting or
although it only lasts for three years. As a
Deputy Vice-Chancellor for Research and supporting others will build positive
Innovation, he manages research
strategy and enculturation in line with the energy to drive the institution and the
university's core values and principles
and supports and collaborates with the nation forward. As a leader, he tries his
management.
best to encourage academics to
Before he joined UTHM, he was the
Director of Innovation and participate in research and development.
Commercialization Centre (ICC) at the
Research Management Centre (RMC), He is always ready to go the extra mile by
Universiti Teknologi Malaysia (UTM)
Skudai, from 2017 until 2020. His providing samples of impactful research
responsibility included overseeing the
policy, management, and coordination in proposals that already won national and
UTM regarding the Innovation and
Commercialisation of intellectual international grants for academics. Prof
properties, consultancies, and contract
research. Prof. Dr. Shahir also used to be Shahir is also a good problem solver and
the Deputy Director for Research
University Secretariat from 2012 to 2017, willing to share his expertise to improve
where he managed the activities,
progress and achievements of Research research, innovation, and
University (RU). He is forever grateful for
his first experience as the Information commercialisation for those who
Technology Manager for the Faculty of
Bioscience and Bioengineering. The requested his assistance. Besides sharing
knowledge he gained when managing the
Bioinformatics Research Group (BIRG), his expertise with academics in UTHM,
specialising in biodiversity informatics,
databases, and molecular dynamics Prof Shahir is also active in sharing and
simulations of proteins, has somehow
built his persona. giving speeches to those in other

universities on issues related to research

and innovation.

Dealing with ‘Otai”

Prof Shahir reflected on a few challenges
he faced when he first stepped into this
institution. It is always challenging to deal
with the seniors or usually called "otai",
because they do not feel scared or
threaten to do more research or
innovation. This group of academics have
great experience related to their field;
however, they have less motivation to
apply for a grant. Therefore, he advises
just to let the seniors feel superior as long
as they clearly understand the mission set
by the institution during grants
application, presentation or defend the
proposal at the Ministry of Higher
Education or the industries.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 37

Exposure to the Young Collaborations

As for young academics, although they In terms of leadership issues specific to
are qualified, they do not have enough his department, he reminded his staff to
experience in doing research and update the deadlines for grants,
exposure to the industries. Prof Shahir publications made by the academics
discovered that there is no proper channel regularly to ensure that the process runs
provided to these young academics to smoothly. His department also manages
gain experience. Therefore, this issue and coordinates LNPT for staff (annual
should be addressed promptly by the appraisal) and promotion track (VK7 and
leaders. He also believes that the above). Collaboration between different
university can carry out the intervention departments is also important to create
process in the early stage of staff more research opportunities. For
recruitment to solve this problem. One example, the collaboration with Deputy
way is to make industrial attachments or Vice-Chancellor (Student Affairs and
postdoctoral programmes a compulsory Alumni) will initiate a matching grant to
requirement for the applicants. Their industries that are currently hiring UTHM
experience will be beneficial to create practical students and the case study will
linkages or collaborations between UTHM be solved and owned by UTHM.
and the industries in the future. Prof
Shahir also suggested enforcing
micromanagement to monitor academic
staff performance. Unfortunately, he
realised that not all portfolios could
accept this concept.

38 Leading Higher Institution: Leadership Traits, Dreams and Achievement