Leading Higher Institution

Prof Shahir believes that actions speak Prof. Dr. Shahir believes that research and
louder than words. He interpreted that if innovation involvement will help build a
an academic performs his very best to better humanistic character, especially
participate in research and innovation during open communication and
actively, he will eventually get promoted. discussion. Research and innovation
The process that this academic has gone activity also provides a platform for the
through is more genuine compared to researcher to suggest ideas based on the
those involved in lobbying to get suitability or context of the groups that the
promoted. research is involved. Finally, Prof. Dr.
Shahir mentioned that people would
Turning over a new leaf acknowledge your potential and talent
based on your performance. Therefore,
In our lives, everything must start with an never apply for any post; just let them
intention. Academics should have the discover you!
intention to help themselves and their
institution. By having the right intention, “...believes that the university can
they can start thinking of possible ways to
achieve the objectives. Their involvement carry out the intervention process
in research and innovation will be the best in the early stage of staff
mental gymnastics for them to go further recruitment to solve this problem.
and open up ways to communicate with
others.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 39

Leadership Styles

A leadership style refers to a leader's guidance to the staff, particularly the
academics. He also allowed them to
characteristics when directing, participate in the roadshows conducted
by all the faculties regarding research,
motivating, guiding, and managing innovation, and commercialisation. He
also puts things in place, details the
people. Great leaders can inspire political related processes and documentation,
and simplifies and bridges the information
movements and social change. They can from the government to the HLIs. His
good relations with the top management
also encourage others to perform, create, tend to enhance the relationships with his
peers and subordinates. Looking at his
and innovate. Besides, leadership styles qualities and characteristics, he is indeed
one of the future academic leaders in
are on a continuum, ranging from Malaysian HEIs. This evidence the
success of Akademi Kepimpinan
autocratic at one end to laissez-faire at Pendidikan Tinggi (AKEPT) developing
leaders through holistic leadership
the other and various styles in between. At initiatives towards higher education
excellence.
first glance, we may think that some

leadership styles are better than others,

but the truth is that each leadership style

has its place in a leader's toolkit. The wise

leader knows to flex from one kind to

another as the situation demands.

Prof Shahir practices a participative
leadership style, also known as
democratic leadership, by offering

40 Leading Higher Institution: Leadership Traits, Dreams and Achievement

06

CASE STUDY

Leading Higher Institution: Leadership Traits, Dreams and Achievement 41

The other side of
the coin: creating
opportunities out
of difficulties

Hidayati Ahmad1, Nur Sahidah Bashier1
and Haslinda Musa2

1Melaka International College of Science
and Technology
2Universiti Teknikal Malaysia Melaka

MR. AKMAL BIN ABDUL MANAP

Prologue

Most people would consider themselves fortunate to work in a government education
sector, and not many are willing to trade this golden opportunity with anything else in
life. Like Mr Akmal bin Abdul Manap, he is more than satisfied with what he already
accomplished at Universiti Teknikal Malaysia Melaka (UTeM) for more than 15 years of
his tenureship. At the age of 50, he is used to working in a well established and less
stressful institution where he enjoys a more flexible and complacent life than those
working in a private sector. It was never his intention to come out of his comfort zone
until one fine day when he received a letter from the chief minister's office!

For a moment, he stared at the letter in disbelief and mixed feelings. He was seconded
to be the new President of Melaka International College of Science and Technology
(MiCoST) for three years, starting from May 2020. As a homegrown Malaccan, he felt
honoured to be selected by the Chief Minister of Malacca to lead the college owned by
the Melaka State Foundation. However, this new appointment struck various questions
in his mind that triggered his self-doubt on his capability to steer this private education
institution. Given a short time, he started to think of what he could offer to this
institution. Although he does not have any issue with the academic system, quality and
the basic management structure of the institution, he is new to the profit-oriented
nature practised in the private education institution. Hence, is he ready for a coin toss
and accept all the consequences of his decision?

42 Leading Higher Institution: Leadership Traits, Dreams and Achievement

Vast Experiences….

A Competent People In addition to his attractive personal
qualities, Mr. Akmal possesses an
Person excellent academic background and
experience in the business field. He
Mr Akmal is always proud to claim himself received his economics degree from
as a homegrown Malaccan as he has Universiti Utara Malaysia (UUM) in 1995.
spent most of his lifetime in Malacca. He A year later, he opted to join OCBC
was born in a fishing village known as Securities in Melaka Raya. In this private
Pangkalan Balak, Masjid Tanah Melaka brokerage company, he evaluated the
and always mesmerized by beautiful worldwide stock market and compared it
ocean scenery. Besides his love for to the Asia market.
fishing, he is also an active sportsman,
especially in badminton, football and In 1998, he managed to secure a position
volleyball. Mr Akmal never thought that
his passion for building a connection with as the Administrative Officer for a state
people and involvement in various
societies could lead to his participation in government institution known as
the political arena.
Perbadanan Kemajuan Tanah Adat
He used to be the manager of Andalas
Fan Club for the Malacca league. Mr. Melaka (PERTAM). His strong
Akmal is an alumnus of Gabungan Pelajar
Melayu Semenanjung (GPMS) for the commitment to every task that he handled
state of Malacca, and he is currently the
president of this student association. Like enabled him to learn more about land
a magnetic field, the locals in Masjid
Tanah supported his involvement in development and, at the same time,
politics. They later voted for him to
become one of the United Malays sharpen his public relations skills as well
National Organisation (UMNO) committee
members for the Masjid Tanah branch. In as connections with others. After several
short, his experience and involvement in
different sectors, NGOs and years with PERTAM, in 2014, he received
associations, help him oversee and build
strong leadership skills. an offer as an Assistant Registrar from a

public university in Malacca, Universiti

Teknikal Malaysia Melaka (UTeM) or

formerly known as Kolej Universiti

Teknikal Malaysia Melaka (KUTKM).

Throughout his service as an Assistant

Registrar, he discovered important

lessons related to budget planning and

managing in accordance with the rules

and guidelines made by the university.

Although he was busy with administrative

work, he managed to complete his Master

of Business Administration (MBA) to

satisfy his passion for knowledge. He also

has experienced several job rotations to

various departments, which makes him

well versed with the institution's context.

The latest appointment that he received

before seconded to MiCoST was at the

Faculty of Technology Management and

Technopreneurship, a faculty close to his

heart where he was involved in faculty

development.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 43

Locating the source of challenges

…..Financial Security

Accepting the fact that he is now the President of a private education institution, he
decided to find the possible source of challenges in generating income for the
institution. He did not worry much about the academic system and quality. He believes
that there is not much difference between public and private institutions because both
need to adhere to the procedures governed by the Ministry of Higher Education
Malaysia. His focus was more on the administrative part, where he needed to make
prompt and effective decisions to ensure the survival of MiCoST. "Besides producing
good students, serving the clients, marketing strategies and branding, what else
should I do?" he questioned himself.

Mr. Akmal understands that despite One aspect that he likes about a private
having to work hard for income institution is that it does not have
generation, which includes reducing bureaucracy. He reminisced his
operating cost, creating new programmes experience working in a government
and improving the existing programmes, sector where although the leader has the
he must retain excellent and experienced autonomy to decide and endorse a
staff. He believes that by following decision, he needs to adhere to a
Maslow's Hierarchy of Needs, he can hierarchy of bureaucracy. The process
provide the necessities needed by his usually takes time and is inappropriate to
subordinates in MiCoST to ensure their the context of a private sector, which
sense of belonging, loyalty and requires quick decisions or actions. In the
commitments to nurture a positive private sector, a leader still requires
development of the institution. endorsement or approval from the board
of directors. The process would be quick
if the applicants presented complete
paperwork or documentation to the
committee.

44 Leading Higher Institution: Leadership Traits, Dreams and Achievement

…...Successors …..Ihsan

Another challenge for a private institution Mr Akmal always believes that all leaders
is the continuity of plans or initiatives. Mr should have 'ihsan' in managing their
Akmal always reminds himself and his subordinates. Ihsan is a concept that
subordinates that any appointment or relates to one's inner faith. One believes
secondment is only temporary. Hence, a that every action he does is closely
comprehensive succession plan is vital for monitored by Allah s.w.t. (God). Therefore,
other team members to maintain the he must do the best within his capabilities
company when there are changes, to perform any given task. Leaders also
especially the leader or president. Mr should be accountable for the well-being
Akmal also advises leadership patterns of their subordinates. He added that Ihsan
practised by the leader must suit the also includes a sense of social
context of the place. responsibility which is also in line with
Maslow's Hierarchy of Needs. Mr Akmal
Evaluated Experience is the interpreted his responsibility as a leader in
a private organization to ensure all his
Best Teacher staff will get an adequate salary to fulfil
their basic living needs. He reminded
From his experience working in different himself and his team that responsibility to
organizations, Mr Akmal has dealt with Allah s.w.t. must be the utmost priority
various types of leadership styles. He then followed by responsibility to other
listed a few essential qualities of a good people.
leader: kind, responsible, supportive, able
to create a sense of belonging, and able
to motivate others to flourish in that
institution.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 45

“One believes that every action he ….Communication

does is closely monitored by Allah As a leader, Mr. Akmal discovered
s.w.t. (God). Therefore, he must do effective communication between the
the best within his capabilities to leader and subordinates is vital to create
perform any given task. Leaders change in an organization. Learning from
also should be accountable for the his experience, he suggests the best way
well-being of their subordinates. to ensure a smooth transition process is
He added that Ihsan also includes by ensuring all employees clearly
a sense of social responsibility understand the goals shared in a
which is also in line with Maslow's top-down manner. Mr. Akmal also added
Hierarchy of Needs. that leaders should lead by example to
guide their subordinates towards the
institution's intended goals and
aspirations. He views a leader as a coach
who should advise on the right way to do
things instead of just giving commands.

….openness and thrust …..Empathy

In any organization, the staff is one of the However, he admits that not everyone can
most critical assets that need to receive adapt to changes. He recalled quite a few
attention from the leader. Mr. Akmal aims times when he had to deal with people
to create an opportunity for all staff to who refused to change or adapt to newly
grow together with the institution. To introduced policy. In facing this situation,
provide this opportunity, Mr. Akmal the leader needs to be attentive to any
practised openness and trusting each shortcomings and difficulties faced by this
other as his preferred leadership style in group of staff and address the issues
motivating his staff towards tremendous appropriately before the problem
success. In terms of providing staff worsens. Empathy towards one another
development, Mr. Akmal encouraged his can create a positive workplace
staff to initiate networking with other environment. He believes that everyone
public and private organizations, which deserves an equal chance to prove
later can maintain and strengthen the themselves worthy for the institution, and
institution's performance. He also it is wrong to judge people based on their
promotes and supports his staff to past actions. People typically will improve
develop a business mindset. He themselves unless they refuse to be better
encourages his staff to plan and get individuals.
involved in the business as their side
income. Although he considers these
efforts as challenging, he hopes to groom
several potential successors in every
organization that he is currently working
with to continue his legacy.

46 Leading Higher Institution: Leadership Traits, Dreams and Achievement

Epilogue

Academic quality is the heart of any education provider
regardless of their status, either a public or private institution.
MiCoST must conduct several benchmarking visits to other
institutions to learn best practices and later adapt them to suit
the institution. Academics and students are also encouraged to
explore and initiate any possible collaboration and partnership to
generate financial support for the institution. Later, it will
eventually help to promote MiCoST as a trustworthy brand in the
future.

LLeeaaddiinngg HHiigghheerr IInnssttiittuuttiioonn:: LLeeaaddeerrsshhiipp TTrraaiittss,, DDrreeaammss aanndd AAcchhiieevveemmeenntt 4477

“Before you are a leader, success is all about
growing yourself. When you become a leader,

success is all about growing others.”

-Jack Welch

48 Leading Higher Institution: Leadership Traits, Dreams and Achievement

07

CASE STUDY

Leading Higher Institution: Leadership Traits, Dreams and Achievement 49

Fight it
or ‘BUY’ it?

“Everything has been set by God, you might say NO,
but God had set it and it is the best at that present
time”. Shatar, 27th October 2020

Mazura Mastura Muhammad1, Zaifilla Farrina Zainuddin2,
Noorshella Che Nawi3

1Universiti Pendidikan Sultan Idris
2Universiti Kuala Lumpur
3Universiti Malaysia Kelantan

PROF. DATO’ DR. MOHAMAD SHATAR BIN SABRAN

Prologue

As Shatar stood tall on the specially constructed stage in the middle of the Dewan
Tunku Canselor (DTC), Universiti Pendidikan Sultan Idris (UPSI), everything seemed to
be clear to him. Though he knew that he had a huge task ahead of him, he was armed
with a strategic plan and a strong vision in mind of what to come. The Vice Chancellor
Talk or The VC Talk was his first address with the students of UPSI. Carefully, he laid
out his plans and voiced out his objectives for the university. After his speech, he could
sense that everyone was looking at him with mixed feelings. Being the newly appointed
Vice Chancellor of UPSI, Shatar knew he needed to convince them that he was now
part of the University, no longer an outsider. From that day onwards, it dawned upon
him that he would be responsible in spearheading the development of UPSI to a greater
level and more importantly, he needed all the support from every stakeholder of the
University in order for him to succeed in his quest.

“I never visualised that I would be here one day. But right from the very beginning, I was
determined to build my own academic standing and I strongly believe that everything
has been set by God, you might say NO, but God had set it and it is the best at that
present time. The position of the Vice Chancellor is rotational, and people will rotate to
serve this position. For now, I believe God has sent me to UPSI and I will do my level
best to ensure that we will fly high and develop UPSI together as the one and only
Education University in Malaysia - as the No.1 University in Education in Malaysia and
the region. Thank you”.

A big round of applause filled the jam-packed hall, Shatar smiled and sighed with relief.
He would never forget the words and promises that he had given that day. It became
the drive and forces that lead him to fulfil his visions and uplift the university to greater
heights.

50 Leading Higher Institution: Leadership Traits, Dreams and Achievement

THE MAN He also specialized and an expert in
leadership and community development
Prof. Datuk Dr. Mohammad Shatar and has published over 40 books to date.
Sabran, holds a diploma in General In addition, he has published more than
Studies from Indiana University of 171 publications in the form of journals,
Bloomington, USA. He then went on to books, modules and articles related to the
study at the Bachelor’s and Master’s same field.
levels in Community and Regional
Planning at Iowa State University. He also AN ELEMENTS OF A
holds a Doctorate in Leadership and
Community Development from the LEADER
University of Missouri, USA.
Satisfied with his speech, Shatar went
Datuk Shatar started his career in back and sat on the pedestal stool that
education at the Department of Social was specially prepared for him at the
Sciences, Faculty of Human Ecology, center of the stage. He scanned for any
Universiti Putra Malaysia (UPM) in 1994 as familiar faces in front of him and let out a
a tutor, before being appointed as a sigh. Just one familiar face with a positive
lecturer at the Department of Social expression was enough to convince him
Sciences and Development at the same that he had delivered what the audience
faculty from 1999 to 2004. He was wanted to hear. He could now feel the
subsequently appointed to the position of heavy burden gradually pressing his
Associate Professor in 2008 and to the shoulders as he thought of the
position of Professor in 2013. responsibilities that he had to partake
throughout his tenure as the VC. He was
During that period, he served as the deep in his thoughts and he barely heard
Director of the Center for Co-Curriculum the emcee announcing that the floor was
and Student Development from 2006 to now opened for a Q&A session.
2013. He then held the position of Deputy
Vice Chancellor (Student and Alumni A student council member stood up and
Affairs) of UPM on 15 March 2013 before gave her first question, “Assalamulaikum
being appointed as the Vice Chancellor of Datuk, My name Shiela Azizi, I am a third
Universiti Pendidikan Sultan Idris (UPSI) year student from the Faculty of Science and
on 24 February 2017. Mathematics and my question is, why do
you think your past experience could assist
Datuk Shatar has received numerous you in handling your duties as a VC?”
awards from within and outside the
country, including the Extraordinary “Thank you Shiela for the question. Upon
Performance Award from Iowa State completing my PhD in Leadership and
University; Gold Award, Innovation and Community Development from the
Research in Counseling 2010; University of Missouri, United States of
Outstanding Contributions to Education America (USA) in 1999, I was inspired to
2017 from The Golden Globe Tiger contribute to my University and the
Awards and International Education community, just like any other academician.
Awards 2018 (IEA‘18) from Ink Edu Media.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 51

After returning to University Putra Malaysia Again, loud applause and cheers filled the
(UPM), I continued lecturing and I was air. Gradually, Shatar began to believe
appointed as the Director of Student that he had managed to capture the
College”. attention of at least half of the audiences.
He could feel that his words and
Experience….. personality had resonated with some of
the students in the Hall. As the applause
Recalling the past, Shatar could still and cheers subsided, another student
remember his first day as the new Director stood up and walked towards the mic
of Student College as if it were just stand.
yesterday. Among the leadership roles
that he provided him with valuable “Hi Datuk! It was inspiring to hear your
experiences he needed in developing his talk just now. By the way Datuk’, I’m
governance skills. Mohd Roslan and this is my 4th month in
UPSI. It would be great, Datuk, if you
“On my first day as a new Director, I was could share with us your motivation in
briefed by the College Managers about the becoming a great Professor?”
activities and processes implemented at the
college, and the one question that was “Thank you Mohd Roslan. Which faculty
posted to them was “how many of our are you from?”
student residents Graduated on Time
(GOT)?” Surprisingly, my question took “I am from the Faculty of Human
them by surprise and their response was Development and I am pursuing a degree
more surprising as only 30% of the students in Early Childhood Education”, answered
obtained GOT. Mohd Roslan proudly.

“I changed the mindset of the college Self Branding…..
management and together we thought of
ways to enable our students to obtain GOT. “I have served an illustrious 20-years of my
So, from 30%, the percentage increased to career at UPM, beginning as a tutor in the
40% then 50% and finally it reached 80%. I Department of Social Science at the Faculty
was then given the post of the Director of the of Human Ecology in 1999, then I was
Co-Curricular and Student Development promoted as a senior lecturer in 2004. Just
Center in 1999. Later, I was appointed as the like other academicians, we needed to brand
Deputy Vice Chancellor (DVC) of Student ourselves and develop our expertise. So, I
Affairs and Alumni of UPM in 2013. Hence, delivered more than 900 talks and I
coming back to your question Shiela, I published almost 40 motivational books. I
strongly believe that experience is key in was promoted as an Associate Professor in
leadership and with patience anything is 2008 and a Professor in 2013. So young man,
possible. So, to future leaders of UPSI, with you should chart your course and know your
determination, grit, patience and focus you direction. Show and tell your expertise and
can achieve anything. I call upon all future soon people will recognise and appreciate
graduates of UPSI to never sit on your you.”
laurels and be great teachers to educate the
future generation of our nation as we are the
No.1 University in Education in Malaysia and
the region”.

52 Leading Higher Institution: Leadership Traits, Dreams and Achievement

The look on Roslan’s face showed that he Participative Leader..
was in awe and full of admiration for the

new VC. Shatar was astounded with the Shatar recollected the day he took the
eagerness of the student and he Leadership Assessment to ascertain his
continued responding to Roslan’s leadership style. The assessment showed
question. that he possesses participative leadership

characteristics. Participative leadership
“Believe me it was not easy to be one of style is also known as democratic

2000 Outstanding Intellectuals in the 21st leadership refers to leaders who
encourage members of the organisation
Century.” Shatar laughed, and the audience to work together while making decisions
laughed with him. and everyone is encouraged to

“Can you believe it, when I read the book participate. Based on that, Shatar coined
entitled “Who’s Who in the World 2012”, I the term “CEMERLANG BERSAMA” to
was totally shocked to see that my name was reunite the community of UPSI from all
printed on the pages of the book as one of walks of life - from the cleaners to the
2000 Outstanding Intellectuals in the 21st students, to the lecturers and the
Century. And from that time onwards, I management...everyone should be
began to realise that making silly mistakes involved and actively take part in
was not an option and I must live up to the developing and improving UPSI. For the
title. Once you have been recognised, you record, that was not the first and only time
need to appreciate this recognition and work Shatar sat for Leadership Assessment. He
harder. I was lucky for the opportunity given had taken several assessments prior to
to pursue my studies abroad since my that, but the results were always the same
Diploma years, but wherever you graduated - Participative Leadership Style.

from, you need to show and tell because we The audience in the DTC Hall could not
need to tell people who you really are, show resist being inspired by the new VC. His
them your capabilities especially your areas words touched their very souls and each
of expertise”. of the students looked at him in awe. After

Visionary….. a long while, they were hopeful and
looking forward to new developments and

Shatar strongly feels that being visionary is initiatives in UPSI - eager to see and be
essential as an academician and being a part of a new era at UPSI.

leader is also important because he has The audience applauded and the emcee
always been clear about his visions from thanked the VC for the inspiring talk as he
day one. By staying true to his visions, he descended the stairs of the stage. As he
hopes that he could reach out, assist, and reached the bottom of the stairs, a group
change the community for the better. Giving of students rushed to him, grabbing the
back to society is a priority to him and his opportunity to have their pictures taken
duty is to always pay it forward. He humbly with the newly appointed VC. Since the
hopes that the students of UPSI will day he stepped foot in UPSI, the students
emulate this and are always willing to reach have always been drawn to him. One of
out to the community and help them in them inserted, “Congratulations Datuk,
whatever means possible. Just reach out what an inspirational talk. You have
especially to those in need because we may inspired us. “CEMERLANG BERSAMA
not know whose lives we may touch or Datuk!”
save.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 53

WHEN DARKNESS

LOOMS…. DEALING

WITH THE CRISIS

“Datuk, I think you need to look at the
latest Facebook updates”, said
Hasfar the moment both of them got
in the car. Scrolling his and UPSI
Facebook pages, he was totally
shocked, the news indeed might put
him and UPSI in the spotlight.
Slouching his body, Shatar exhaled
deeply, and one could clearly see a
worried look on his face. After a long
pause calmly, he said, “Hasfa, we
need to gather everyone at my office
immediately. We have to
counterattack this media frenzy now
before it is too late”.

The VC and his entourage of Deans exited “Will do, Datuk!”, responded Hasfa
the Hall. Along the way, the students while picking up his phone taking the
stopped him for selfies and autograph necessary action as directed.
signing. signature. At that instant,
Hasfarizal, the VC’s Personal Assistant, The wheels in his head started
walked right up to him and whispered. He turning and endless cogs of thoughts
then looked at Hasfarizal and nodded. An crossed his mind, “Think Shatar, think
urgent matter has cropped up. “Thank you - how can we get UPSI out of this
everyone, especially to the Student crisis.”
Council of UPSI for organising this event. I
am truly grateful. Till we meet again in my As they reached his office, the Head
next VC Talk”, Shatar said to his pool of of Student Council and the Top
crowding admirers as he excused himself Management Team of UPSI were
accompanied by Hasfarizal. He continued already anxiously waiting for their
to smile, wave to his audience, and shook arrival. Seated, Shatar calmly started
hands with everyone around him as they the ad hoc meeting in reassuring
walked towards the exit. everyone. “I want everyone to remain
calm, but I would like to inform you
that we have a crisis in our hands at
the moment. Faiz, as the Head of the
Student Council, why don’t you tell us
what happened.”

54 Leading Higher Institution: Leadership Traits, Dreams and Achievement

With heavy heart, Faiz started by Ever since the Ministry of Higher
displaying the Facebook pages of the Education made the announcement that
UPSI, the VC and the Student Council all classes during the Movement Control
uncovering all the pressing issues at Order (MCO), shall be conducted online
hand. “As you can see from these pages, until December 2020, students with
the postings were about our students. connectivity problems had to stay on
There is a famous religious figure who had Campus to follow classes and complete
decided to send our students back to their their studies for the ongoing semester.
hometowns in Kelantan and Terengganu Throughout their stay, the wellbeing of the
on a bus that he rented. In his Facebook remaining students were taken care of by
postings he complained that our students the Student Affairs and Alumni
did not have any money nor food while Department, overseen by the Members of
staying in the hostels.” Everyone in the the Student Council themselves. The
room shook their heads in disbelief, some cafés at the colleges were also instructed
even couldn’t accept that this was to run as usual. During the month of
actually happening at their own university. Ramadan, the Student Affairs and Alumni
They were all looking at each other, as if Department had taken the initiative to
trying to seek answers in overcoming this send the students back to their state of
issue. origins, so that they would be able to
celebrate Aidilfithri with their families. In
“Is it true that our students are facing total, approximately 635 students were
all these hardships? No food and no sent back in phases with the cooperation
money?”, questioned the Deputy of the States Government and the Royal
Vice Chancellor (Student Affair and Police of Malaysia. Hence, to say that the
Alumni) with quite a furious tone. He students were neglected would totally be
was looking directly at the Head of irrational and absurd as the wellbeing of
Student Council. the students has always been the top
priority of the University and many
students would vouch for that.

“No, Prof! Never! Members of the “What should we do now?!”, asked Faiz,

Student Council had met up with the hoping that someone would be able to

college residents and we could confirm suggest a solution to the predicament.

that none of our students faced such a All eyes were now on him, Shatar
remained calm. He needed to be calm,
plight. Everyone is doing well, and no collected, professional and be the leader
that was expected of him. He knew right
one is suffering nor starving. I don’t from the start that this crisis needed to be
tackled swiftly and sensibly or else the
understand how this celebrity could University will face the onslaught and
fabricate this blatant lie”, answered lopsided perspective of the media and
Faiz, knowing very well that his netizens. A huge number of this
answer would not satisfy the celebrity’s fans and followers will surely
restless group in front of him. misinterpret the actions of the University if
things are not dealt with properly.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 55

“Faiz, this is what I need you to do. Get The War Room was filled at 8.30 pm sharp
me more information about our with the whole management team and
students from Kelantan and members of the student council. Everyone
Terengganu, especially those who had that should be there, was there. With a
sought the assistance of the celebrity. smile on his face, Shatar gradually
Enquire from them what exactly scanned the room looking at their faces.
happened and whether we could assist His heart was overwhelmed with pride, in
these students. However, do not make time of crisis, the whole team came
any statements until I have given you together to deal and find a solution to the
the greenlight. Update Mr Hasfarizal problem.
from time to time.” Shatar knew he had
to act fast before this thing escalated As the meeting commenced, the room
and the next move he made will was buzzing with voices as everyone was
determine whether it would be the eager to settle the issue at hand. Every
best way towards resolving the issue. alternative, every possibility and every
angel were looked at in search for the best
“Ok Datuk’. I will assemble members of possible way in resolving the matter. Faiz
the Student Council and discuss this took the liberty to jot down all of it on the
further with them. I shall keep you board. Shatar carefully studied and
posted. Thank you, Datuk”. considered all points and views presented
by everyone. To him, all perspectives
“Good Faiz! Let us meet up again were important and should be looked at
tonight at about 8.30 pm”. Everyone in thoroughly.
the room quietly nodded. Shatar
instructed Hasfa to make the After a while, the room went silent, and a
necessary arrangement for tonight’s decision was reached. Everyone
meeting and Hasfa, without unanimously agreed on the step that
hesitation, started on it immediately. needed to be taken next.

(The VC called the celebrity in the morning
the next day.)

“Assalamualaikum, may I speak to Ustaz EL
please. This is Datuk Shatar speaking and I
am from UPSI,” the VC spoke politely over
the phone.

“Walaikumsalam Datuk. This is him. How
may I be of assistance?”, replied the
celebrity.

56 Leading Higher Institution: Leadership Traits, Dreams and Achievement

“Yes, I would like to inquire about the The Vice Chancellor had asked the
students of UPSI that you have assisted religious icon to make an open apology in
recently. First, I would like to express my front of the Media. The statement went
gratitude for assisting our students in their viral. The media went frenzied overnight
time in need. However, may I know if the and the fans of the celebrity began to
students are actually starving because I threaten the VC and UPSI. Netizens
know that food is being delivered to their placed the blame on the Student Council,
rooms by the Student Council six times a the VC and UPSI. Tonnes of messages
day”. flooded from all walks of life and all over
Malaysia. UPSI was in CRISIS and in the
“Of course not.” said the celebrity limelight for all the wrong reasons.
.
“Then, why did the postings on your It was 8.30 am. The war room was filled
Facebook page highlight that UPSI students again with the Head of Student Council
were starving”. and the Top Management Team of UPSI.
Panic displayed on the faces of those
“I apologise, Datuk,” replied Ustaz EL. present that morning. Shatar still
It sounded like a sincere apology from him. remained calm. He knew that any of his
actions and decisions would affect the
“Ustaz, I sincerely feel that you should not University - would affect the reputation of
apologise to me, instead you should be the UPSI. He took a deep breath. He
apologising to the society because the should not be hasty when making
statements that you made were false. Ustaz, decisions and he has to react
anyone entering our jurisdiction, our professionally.
vicinity or our area needs to obtain our
approval. The students are our Shatar looked deep into Faiz’s face and
responsibility when they are within the gates suddenly, he burst into laughter, everyone
of UPSI. We hope Ustaz could understand was shocked and puzzled by his action.
and respect this.”
“Look Faiz, every problem in this world
“Okay, Datuk, duly noted and I will be fully regardless of whether it's big or small, has a
responsible for my actions. I shall do solution. So let’s not panic and remember it
whatever necessary to rectify this.”, the is futile to keep thinking what others say
celebrity assured the VC. about us as it is impossible to satisfy
everyone. We have to stay positive.”

“In times of crisis good leaders Faiz then nodded his head and exhaled
slowly.
emerge…
“But Datuk, this is a big issue, and this will
-Rudolph W.Giuliani definitely affect the image of UPSI. And I
am also worried about you as well,
Datuk”.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 57

“Come and sit beside me, Faiz”, Shatar The room went silent. One could hear a
patted a wooden chair next to him. He pin drop. An arrangement was made.
grabbed a bottle of mineral water, twisted
the cap and handed it to Faiz. “Drink this. The next morning, pictures of the VC and
you do look tense.” the celebrity working hand in hand
collaborating for the sake of the students
“Sorry to say this, Datuk', but how come flashed in all newspapers and social
you are not worried, Datuk?” Faiz felt media.
baffled. No answer came from the VC. He
just looked at the young lad and smiled. A All media frenzies came to a halt.
smile that painted a thousand questions Everyone started to praise the action and
of what was actually lingering at the back initiatives taken by both parties. Peace
of this VC’s mind. looms on the horizon again and the status
of the University was restored.
Shatar stood up and walked to the
window. He paused and stared at the “Ïf you want to make peace with your
horizon, he seemed to be mumbling enemy, you have to work with your
something. A few minutes later, he came enemy. Then he becomes your partner…”
back to his seat and started to call the Nelson Mandela
attention of his management team.

“I know we are facing a crisis now but
please, all of us have to think rationally.
This situation will make us stronger, and I
bet you already know that every decision
we made either good or bad, has its
consequences. We will tackle this issue
accordingly and we will tackle this
together. This is what we should do. We
need to ‘buy’ Ustaz EL and his Team”.

58 Leading Higher Institution: Leadership Traits, Dreams and Achievement

Epilogue

In one of the discussion rooms at the Higher Education
Leadership Academy (AKEPT), three young budding academia
sat quietly waiting. Shiela, Filla and Mazura had been anxiously
anticipating that moment in the last four months. After much
planning and communication, the time had finally come. Prof.
Datuk Dr. Mohammad Shatar Sabran had agreed to be
interviewed and this was the crucial part of their assignment. All
three of them were selected from various universities to be part
of a Leadership Course organised by AKEPT for young leaders of
private and local universities.

“So Datuk, any last words of advice to all young leaders out
there?”.
“First, remember that we are Muslim, we have the Quran, the
Holy Book to guide us in every step of the way. During a hiccup,
always turn to the Quran.”

“Always be vigilant and concerned about your surroundings,
especially people who are under you. These people are important
in your organisation. So you need to show them that you care -
you need to buy them in. Once that happens, they will start
working with you, instead of against you”.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 59

“Always remember that not everyone will like you and you can’t
make everyone like you. That would be impossible. Young
leaders out there need to understand this. You need to tackle the
people and tackle the work culture.”
“Good leaders are superb strategists. Strategies the plan and
path your university should take. Once this plan and path are set,
you need to disseminate this plan to every single subordinate in
your organization. Everyone should understand this plan and
path and move together with you. The whole University must play
the same music and be at the same tempo.”
“In times of crisis, do not fight, it will be useless. Instead buy
them in. What I learnt over and over again. Like the case with
Ustaz EL, we bought him in - played his rhythm. In the end, all the
media frenzy disappeared into thin air and all was forgotten.”
Shiela, “Thank you, Datuk. This interview session has been really
fruitful. We have learnt a lot from you, Datuk and we appreciate
the time and effort as we fully comprehend how busy your
schedule is”.
“You are most welcome”, replied Shatar with a smile.
“A sign of a good leader is not how many followers you have but
how many leaders you create…” Mahatma Gandhi

60 Leading Higher Institution: Leadership Traits, Dreams and Achievement

08

CASE STUDY

Leading Higher Institution: Leadership Traits, Dreams and Achievement 61

Academic
Leadership and
Leadership
Challenges of the
Vice Chancellor of
Universiti Sains
Malaysia (USM)

Jariah Mohd Jan1, Raja Suzana Raja Kassim2,
Shangeetha Ganesan3, Siti Azma Jusoh4

1Universiti Malaya
2Universiti Malaysia Kelantan
3Universiti Sains Malaysia
3Universiti Malaysia TeknologI MARA

PROF. DATO’ DR. FAISAL RAFIQ BIN MAHAMD ADIKAN

Prologue

Prof Dr Faisal smiled and occasionally nodded while listening to the briefing by the
team of researchers. They were telling him the purpose of the interview: to examine his
vision and approach to leadership as a new Vice-Chancellor of Universiti Sains
Malaysia (USM). They would like to get a detailed account of the organisational,
financial, and other initiatives, which may contribute to the University's increased
responsiveness to excellence in academia, research and ranking. In short, their focus
was not so much on the tasks but on the process in which the challenges were
positioned. Apart from that, they wanted to know his perceptions, approaches and the
actions that ensued.

Before revealing the challenges, Prof Dr Faisal shared his life journey prior to joining
USM. The interviewers listened attentively, made some notes, and turned them into a
brief biography.

62 Leading Higher Institution: Leadership Traits, Dreams and Achievement

About Prof Faisal Rafiq…

Born in Kuala Lumpur on July 9 1975, Faisal Rafiq returned to Malaysia and
Faisal Rafiq was the eldest of five siblings. continued his master's in engineering at
His early education included attending the the University of Malaya and graduated in
SK La Salle (1) Sentul, Kuala Lumpur 1999. In 2006, he became the recipient of
(1982-1987); MRSM Terendak, Melaka the Section Prize for the Best Engineering
(1988-90) and MRSM Taiping, Perak Research during Presentations at the
(1991-92). His appointments as Assistant House of Common (British Parliament). A
Head Prefect, Student Body year later, he received his doctorate for
Representative and Board of Prefects his research in glass-based integrated
while in primary and secondary schools optical devices for telecommunication
were testament to his leadership skills at and sensing applications from the
such an early stage in his life. Optoelectronics Research Centre,
University of Southampton, United
In 1992, Faisal Rafiq left Malaysia to Kingdom. His PhD work on Flat Fibres
pursue his A-Levels in Grantham College, produced an international patent.
Lincolnshire, United Kingdom. He
obtained his Bachelors in Electrical and
Electronic Engineering from the University
of Manchester Institute of Science and
Technology (UMIST), UK in 1997.

Academic Excellence

As a young lecturer, Dr. Faisal Rafiq had The spin-off company he founded in 2015,
been actively involved in research. He had Flexilicate Sdn. Bhd., was the Best
published more than 100 peer-reviewed ASEAN University Startup during the
journal articles and conference papers on inaugural Rice Bowl Startup Awards 2015.
his area of expertise. His Flat Fibre patent He had also been involved in
was the winner of the Gold Award, The commercialising his research products
Best for Physical Sciences and through his spin-off company, Flexilicate
Engineering, and The Best of the Best Sdn. Bhd.
(Top Prize) during the University of Malaya
Research, Invention and Innovation Expo In June 2016, the company and its
2009 (UM EKSPO 2009). collaborator, the University of
Southampton, won the prestigious
Dr. Faisal Rafiq was promoted to a full Dengue Tech Challenge grant amounting
professor in 2013. His research work on to RM1.9 million. The grant supports
corrosion sensing appeared in reputable collaborative projects that bring together
international technical magazines called experts from Malaysia and the United
Optics and Photonics News. His research Kingdom and is jointly organised and
group also won the top prize in the supported by Newton-Ungku Omar Fund,
Malaysia Science Academy's Innovation British Council, PlatCOM Ventures Sdn.
Award during the 5th Exposition on Bhd., SME Corp and Malaysia Innovation
Islamic Innovation i-INOVA 2014. Agency (Agensi Inovasi Malaysia).

Leading Higher Institution: Leadership Traits, Dreams and Achievement 63

“Ensuring the excellence and visibility of Leadership Excellence

UM at the global stage, with the At the University of Malaya (UM), Prof.
University being positioned at #59 in the Rafiq, as he would prefer to be fondly
Top 100 QS World University Rankings addressed, was part of the top
2020. UM was also placed in the Top 10 management in which he served as
among global universities in the field of University of Malaya's Deputy
Engineering. Vice-Chancellor of Development for
almost three terms (2013 – 2019). He was
responsible for ensuring the excellence
and visibility of UM at the global stage,
with the University being positioned at #59
in the Top 100 QS World University
Rankings 2020. UM was also placed in the
Top 10 among global universities in the
field of Engineering.

Further, his collaborative research on While holding the Deputy Vice-Chancellor
dengue detection with the University of (Development) post, he led the waste and
Ottawa was featured in reputable high water management innovations and
impact journals and media, including spearheaded more research and
Nature, Science, and Laser Focus World. education for sustainable development.
Prof Rafiq was awarded the Malaysia He led the University to receive
Toray Science Foundation Science and recognition as the Most Sustainable
Technology Award in 2017 as recognition (Greenest) City Centre University in Asia
for his contribution to photonics. Apart from the Universitas Indonesia Green
from the numerous research awards that Metric Index in 2017 and 2018.
he received, Prof. Rafiq was also awarded Prof Rafiq had served in numerous
the University of Malaya's Excellence national-level committees, including the
Award in the following categories; namely, Economic Planning Unit (EPU). He has
the Best Lecturer for the Sciences been a speaker and panellist in multiple
Category (2009 and 2012); Best in platforms, including those organised by
Teaching (2011); Best Administrator as Higher Learning Leadership Academy
Dean (2013 and 2014) and Best in (Akademi Kepimpinan Pendidikan Tinggi,
Commercialisation (2016). He was AKEPT) under the Ministry of Higher
awarded the University of Malaya Sports Education (MoHE). He is also a reviewer to
Icon Award in 2015 for his contribution in several international technical journals,
upgrading the University's sports facilities including IEEE Photonics Journal and the
and his role in encouraging better Journal of Lightwave Technology.
sportsmanship.
Apart from his academic and
management responsibilities, Prof Rafiq
was also in the first eleven for the
University of Malaya Veteran football
team. He was an avid fan of Arsenal in the
English Premier League, United Kingdom.

64 Leading Higher Institution: Leadership Traits, Dreams and Achievement

In 2015, Prof Rafiq was appointed as holding the post of Deputy
Executive Director of UM Holdings Sdn. Vice-Chancellor (Development) for 6 years
Bhd., the University of Malaya's business at the Universiti of Malaya (UM), as well as
arm. In addition to personal recognition, his excellent service in various capacities
the agencies under Prof Rafiq's at the national and international level were
leadership have also picked up numerous the reasons for his appointment to the
University and National awards, including Vice Chancellor of Universiti Sains
those given by MAMPU and Konvensyen Malaysia in 2019.
Inovasi and Kreatif (KIK). Further, the
University of Stanford listed him as one of …Sincerity in Leadership
the 2020 Top 2% Scientists globally under
the category citation impact in a single Prof Rafiq shared his insights,
calendar year 2019. In the same year, Prof experiences about his academic career
Rafiq became a Chartered Engineer under and his appointment. He emphasised that
Engineering and Technology (IET), United "leadership is not about the position; it is
Kingdom. He was also inducted as a about sincere service especially to those
fellow of the prestigious Academic who need it most." Prof Rafiq displayed
Sciences of Malaysia. humility and sincerity at its best that all of
the interviewers' inquiries were attended
An active and fervently dedicated leader, to. He ensured that they would be
Prof Rafiq is one whose leadership style provided details and reference materials
encompasses learning the needs of the to assist them with the task. It was a
people he represents. His leadership, simple gesture, but it spoke volumes of
research success and achievements, humility, thoughtfulness, understanding
expertise, knowledge, experiences while and support.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 65

The leadership style… …Sustainability

The Public Universities Vice-Chancellor When asked about his main concerns and
Selection Committee recommended the immediate issues with USM that he
Education Ministry to appoint Prof Rafiq needed to address, he highlighted two of
as the 8th Vice-Chancellor of USM. The them. First, financial sustainability/
committee was headed by Tan Sri Zarinah stability and accountability. He indicated
Anwar. The panel members included Tan that it was crucial to reduce the deficit
Sri Wahid Omar, Tan Sri Dr Lin See Yan, while investing in upgrades and critical
Professor Datuk Dr Mohamad Abdul projects. It was also essential to make
Razak and Dr Andrew Aeria, the Chairman sustainable plans and actions to ease the
of the USM Board of Governors and two living conditions of the international
representatives of the USM Senate. Prof students in the University. Second, it was
Rafiq was informed that his three-year pertinent to create new income streams
secondment from the University of Malaya such as the USM + 1 and solar projects.
would be from Oct 4 2019, to Oct 3 2022. Further, he maintained that more
The ministry believed Prof Rafiq would emphasis was given to increasing
drive USM's standard of excellence to a industrial and international grants and
higher level. His appointment would see diversifying government funding sources.
him continuing his achievements and
contributions in making USM a leading In terms of accountability, staff were
research university globally. provided with performance statistics and
performance reviews which are done
quarterly. Non- performers were reminded
of their responsibilities and the need to
achieve their targets. The approach was
made to encourage staff to strive to
perform better and towards excellence.

66 Leading Higher Institution: Leadership Traits, Dreams and Achievement

“My biggest achievement perhaps is in Achievements and the Way

breaking barriers and proving that Forward
things can be done better, quicker and
smarter. That is, if you are willing to When asked about his most significant
think differently and take some achievement in his first year as the VC of
measured risks. USM was, he answered, “My biggest
achievement perhaps is in breaking
…Shared leadership barriers and proving that things can be
done better, quicker and smarter. That is,
Prof. Rafiq was well known for his if you are willing to think differently and
transparent management style. For take some measured risks.” He
instance, he communicated his ideas and mentioned that there were many more
solutions to the campus community things to be done to propel USM towards
through town hall (pre-COVID), via email, excellence. He said that one of the plans
FB live, and WEBEX. He made was to “get the most out of every
data-driven decisions regarding financial individual in USM. Once this happens,
management. Most decisions revolved USM will be excellent beyond belief.” This
around cost optimisation and income was a testament to the current mission
generation initiatives. and vision of USM, in which
transformation is undoubtedly the main
agenda of the day.

Having excellent leadership skills would
entail years of learning and experience
that can be helpful in an understanding of
leading towards constructive outcomes. It
was no wonder that Prof. Rafiq strived to
change his mindsets and work ethics by
aspirations. He set a benchmark not just
for an average good but aiming for better
performances and higher achievements.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 67

Epilogue

The wall clock chimed. It was already 5 pm. None of the
interviewers noticed that their session had lasted for almost three
hours. Indeed they were mesmerised by Prof. Rafiq. To them,
Prof. Rafiq was an embodiment of the leadership quote by John
Maxwell: “A leader is one who knows the way, goes the way and
shows the way”.

6688 LLeeaaddiinngg HHiigghheerr IInnssttiittuuttiioonn:: LLeeaaddeerrsshhiipp TTrraaiittss,, DDrreeaammss aanndd AAcchhiieevveemmeenntt

09

CASE STUDY

Leading Higher Institution: Leadership Traits, Dreams and Achievement 69

Transformational
Leadership in a
New Era

Eva Lim Wei Lee1, Ong Jeen Wei2,
Eida Nadirah Roslin3,
1UCSI University
2Universiti Multimedia
3Universiti Kuala Lumpur

PROF. DATO’ DR. MAZLIHAM MOHD SU'UD

d Prologue
UD
Prof. Dato’ Dr. Mazliham Mohd Su'ud sat in his new office, it had a different view as
compared to his office at UniKL. He could see a lot more trees and lushes of greenery,
looking very serene and peaceful. Unlike Kuala Lumpur, full of concrete forest, adorning
skyscrapers and the hustle bustle of city dwellers. He let out a little sigh, different view,
means different and new challenges that he would need to undertake at MMU. His main
role is to ensure that the vision and mission that he has set for the university, will be
accepted, and put into motion by his team. He would use his ability to motivate and
inspire the team towards achieving the highest level and reaching their fullest
potentials.

70 Leading Higher Institution: Leadership Traits, Dreams and Achievement

Exemplary Leadership

Prof. Dato’ Dr. Mazliham believes that a “A good leader is by example,
good leader is by example, being a
transformational and an entrepreneurial being a transformational and an
leader, he must inspire all to go beyond entrepreneurial leader, he must
their call of duty aiming for the attainment inspire all to go beyond...
of higher organizational performance and
goals. Therefore, with his extensive ‘Jack of all trades’ he is prepared to work
experience of building Universiti Kuala diligently and use his expertise in making
Lumpur (UniKL), he knows he will be able MMU a well-known brand in education,
to tackle it all in good time. The first two nationally and globally.
years are always the toughest but being a

Background of Prof. Dato’ The start of a new journey

Mazliham Prof. Dato’ Dr. Mazliham Mohd Su’ud was
the third President and the Chief
Prof. Dato’ Dr. Mazliham Mohd Su’ud was Executive Officer of Universiti Kuala
born in Kampung Bindu in Batu Pahat, Lumpur. This renowned academician is
Johor, Malaysia in 1967. He received his also a dedicated family man, happily
early education at the Sekolah Menengah married to Datin Asma Mohd Fauzi and
Datuk Bentara Luar, Batu Pahat, then he blessed with four wonderful children.
was among the few during his time to be Started his career initially as an engineer
able to continue his studies abroad at the with SGS-Thomson Microelectronics Sdn.
Universite de Montpellier II, France, Bhd in 1994, but later decided to join MFI
culminating with a master’s degree in in the year 1996 as an academic.
Electronics, Electrotechnics and
Automation. This was the turning point for Prof. Dato’
Dr. Mazliham, the new career as an
Upon completion of his studies, the desire educator, not only developed his personal
to help the people and the country grew character but also molded him into
stronger, Prof. Dato’ Dr Mazliham knew it becoming a visionary leader with a
was time to ‘pay it forward’, later he plethora of ideas. He always carried out all
returned to Malaysia and started his responsibilities entrusted to him with
career as an engineer in SGS Thomson determination. Started as the Head of
Microelectronics. However, he was not Department at MFI, the career of Prof.
content, and he felt that he had to do more Dato’ Dr. Mazliham grew further over the
for the community. He wanted to share years until he was elected to become the
what he had gained and experienced as a Dean of MFI in 2003. The same year
student when he was in France. What marked a transition for MFI, as it was
better way to impart knowledge than consolidated into a part of Universiti Kuala
becoming an educator, thus he joined Lumpur’s (UniKL) group.
Malaysia France Institute (MFI) in 1996

Leading Higher Institution: Leadership Traits, Dreams and Achievement 71

“…it's good to be different sometimes. It is something
I actually do. In all the decisions that I make, we always
need to be different from the (mainstream) idea. If you are
not, people might not recognize you, they might not even
remember who you are.”

- Prof. Dato’ Dr. Mazliham

This was the turning point for Prof. Dato’ quality shown since 1996. In 2010, he was
Dr. Mazliham, the new career as an assigned as the General Manager of
educator, not only developed his personal UniKL Resources Sdn. Bhd. to plan for
character but also molded him into commercial activities for UniKL. Two
becoming a visionary leader with a years later, he was selected as the Deputy
plethora of ideas. He always carried out all President (Industrial Linkages), where he
responsibilities entrusted to him with had successfully initiated several
determination. Started as the Head of industrial partnerships to sustain the
Department at MFI, the career of Prof. hands-on philosophy embraced by UniKL.
Dato’ Dr. Mazliham grew further over the In 2013, at the age of 46 years old, Prof.
years until he was elected to become the Dato’ Dr Mazliham became the President
Dean of MFI in 2003. The same year and CEO of UniKL as entrusted by the
marked a transition for MFI, as it was MARA’s Board Members to bring UniKL to
consolidated into a part of Universiti Kuala greater heights at both national and
Lumpur’s (UniKL) group. international levels.

Prof. Dato’ Dr Mazliham earned his PhD in Accepting this latest appointment comes
Computational and Decisions from with huge responsibility and not to
Universite de La Rochelle, France, in mention challenges. Always up for a
2008, accomplishing the Very Honourable challenge, Prof. Dato’ Dr Mazliham started
class of achievement. After returning to to restructure and define the direction of
Malaysia, he was immediately appointed the university to make it more
as the Deputy Director for Technopreneur comprehensible for the staff. He also
Development and Innovation Division created a few strategies to ensure that
based on his past charismatic leadership UniKL is on the right track to becoming a

72 Leading Higher Institution: Leadership Traits, Dreams and Achievement

renowned university, a resilient education “To lead a university, I think you
hub and a competitive learning institution
in Malaysia and Asia. need to have someone who must

One of his accomplishments is that he have some entrepreneurial mindset
managed to create a greater sense of because it is a private company and
belonging among the staff and the sustainability of a university is very
students by rebranding the UniKLian important at the end of the day.
concept to a new slogan, “We are UniKL”. -Prof. Dato’ Dr. Mazliham
Prof. Dato’ Dr. Mazliham always

motivates and reminds his staff to

improve themselves and not easily

satisfied with their previous The next challenge: MMU
achievements. He believes that he must

ensure that the services provided by the Prof. Dato' Dr. Mazliham was appointed
university are in line with the current as the fifth President of MMU on 1 August
needs of the stakeholders. 2020 after persistently pursued by the

Prof. Dato’ Dr. Mazliham also managed to university. He realised that his challenge
in MMU was very different from the one in
implement various plans and initiatives to UniKL. When he took over as the
President of UniKL, it was a newly
improve the quality of education in his established university. UniKL did not have
many records of accomplishment in terms
institution. Some of the main initiatives of publication and academic reputation.
Prof. Dato' Dr. Mazliham transformed
introduced by Prof. Dato’ Dr Mazliham are UniKL into a reputable private university in
Malaysia through the We4Asia strategy
the transformation plan, We4Asia, USR framework.

activities conducted through UniKL

CARE, the introduction of various

concepts to increase hands-on skills

among students (such as

Industrialmanship, Teaching Factory,

Talent Inside, Higher TVET, GHOCS, On the other hand, as the first Malaysian
UniKL DNA and the 21-Week Learning private University, MMU had achieved a
System), and training centre for The Asia reputation as one of the leading
Rail Centre, UniKL Malaysia Italy Design universities in Malaysia. Nonetheless, the
Institute, Centre for Water Engineering change in the landscape of the education
Technology, and the UniKL Sporting Club. industry in Malaysia and the emergence of
All these initiatives would not be aggressive competition had challenged
successful without a great leader to guide the position of MMU. Prof. Dato' Dr
them. Although Prof. Dato’ Dr Mazliham Mazliham understood that his biggest
can be considered strict-at-work, his challenge was to maintain the reputation
jovial personality with his peers, of MMU as one of the leading private
subordinates, and students managed to universities in the country. He wasted no
capture the attention of others within the time introducing the five-year strategic
education field. Therefore, based on his framework called MMU PLUS U. The
great personality and achievement, it is framework comprehensively covered the
not a surprise that Telekom Malaysia’s six protocols of Population & popularity,
Board of Directors had to give multiple Learning, University reputation,
offers to lure him in becoming the

President of Multimedia University for

three years starting from 1st August 2020.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 73

Sustainability and University society. The Next, Prof. Mazliham conducted frequent
MMU PLUS U served as an essential town hall sessions with all the staff in
direction to gather the MMU community MMU. This has been a practice by Prof.
towards achieving a common goal for the Mazliham since he was a founding
university. member of Malaysia-France Institute
(MFI) henceforth UniKL. In MMU then, he
Apart from introducing the MMU PLUS U feels that he should be doing the same
framework, the challenge for Prof. Dato' thing. He needs to spend time getting to
Dr. Mazliham was also on the know the MMU staff. Although he
implementation of the framework. He personally knows the management team
introduced a few changes in MMU to of the university quite well after spending
ensure the MMU PLUS U framework can almost half a year with them, he believes
be delivered effectively. First, he that the implementation of the MMU
established the Leader Council to involve PLUS U requires the support from all the
the second-tier leaders in the university to MMU community. Thus, the frequent
participate in the decision-making. This communication with everyone within the
move reinforced his belief in team-based university is crucial for him to
decision making as he implemented it in communicate the vision and progress to
UniKL. He also emphasised that all the the MMU community.
critical decisions for the university should
be made by the top management team of Other than the staff, Prof. Mazliham also
the university through the Management places a high focus on MMU students,
Committee (MC) of MMU. Together with especially on their experience of being
the introduction of the Leader Council, with the university. Prof. Mazliham
Prof. Dato' Dr. Mazliham introduced the strongly advocates that students’
Performance Review Committee to experience in higher learning institutions
monitor the progress of all the targets of should not be limited to classroom
the university. The Committee ensured experience alone. There is much more out
that the progress of the targets was there which students can explore while
appropriately monitored, and efficacious they are pursuing their study at MMU.
corrective actions were taken. Thus, to enhance MMU students’
experience, the University under the
leadership of Prof. Dato’ Dr. Mazliham has
been restructured where a division called
Student Experience and Entrepreneurship
(SEED) was created, headed by a newly
appointed Vice President.

74 Leading Higher Institution: Leadership Traits, Dreams and Achievement

Epilogue

Without doubt, Prof. Dato Mazliham Mohd Su'ud establishes
himself as a transformation leader of a rare breed. Not only as a
leader, but he has also displayed the characteristics of an
entrepreneurial leader in the academia world. Without fear, Prof.
Dato’ Dr. Mazliham does not hesitate to take risks nor institute
changes to the university to be a relevant community player in
developing the next generation of society. This is evident in the
bold strategies such as WE4ASIA at UniKL and MMU PLUS U at
MMU. Helming two uniquely different universities, Prof. Dato’ Dr.
Mazliham demonstrates his role as a transformational leader by
constantly motivating and being a role model inspiring the next
generation of management staff.

Never unavailable to anyone who needs him, he holds frequent
meetings with the team and encourages different voices.
Particularly in decision making, Prof. Dato’ Dr. Mazliham
emphasizes team decisions, creating purpose and team spirit for
all. With the meteoric rise of UniKL under his leadership, Prof.
Dato’ Dr. Mazliham is indeed a leader with a vision. With the
recent move to MMU, the vision in his mind for Malaysian
education has shifted to a new environment but still burns
brightly.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 75

“I have been given the opportunity to see two different
universities, living two different lives that not many people got to
do. I am very thankful that I was given this opportunity to lead
UniKL and now MMU and you know, I gained a lot of valuable
experiences while leading UniKL and I am also getting vast
experience in leading MMU now. These are all because of you all.
Because of all the lectures, all the staff that supported the views
and divisions and those who have well executed the strategies
that we have planned for the university. What I am trying to say
here is that at the end of the day, you cannot do great things
alone, you need to get support from everyone, get everyone to
believe.” -Prof. Dato’ Dr. Mazliham

76 Leading Higher Institution: Leadership Traits, Dreams and Achievement

TEACHING
NOTES FOR
CASE STUDY

Leading Higher Institution: Leadership Traits, Dreams and Achievement 77

TEACHING NOTES FOR CASE STUDY

“LEADING HIGHER INSTITUTION:
TRAITS, DREAMS AND ACHIEVEMENTS”

INTRODUCTION

1. Case synopsis
These cases are about entrepreneurial leadership traits, competencies and
values among higher learning institution’s leaders. The combination of
knowledge and experience has curated the existence of effective, efficient and
successful leaders. The ecosystem is also important in developing
entrepreneurial leaders’ knowledge and skills so that they can lead their teams
to achieve the university’s vision. Therefore, the intention, the motive and the
motivation of those leaders lies in their traits, dreams and achievements. There
are nine case studies that tell the stories of nine successful leaders who share
their traits, dreams and achievements. Their stories will inspire the potential
leaders of higher learning institutions and stimulate the potential leaders’
critical thinking.
Nine cases about nine stories have been revealed. First, Prof. Dato’ Ts. Dr.
Noor Azizi Ismail’s case demonstrates leadership traits that are supported by
the strong belief in creative problem solving. Case of Prof. Awang Bulgiba
indicates the strategic traits that utilize the team’s dream of achieving the
institution goals. Prof. Ts. Dr. Arham Abdullah’s case shows the networking
abilities of human relationship traits that bring industry and academia together.
While, Prof. Datuk Dr. Raduan Che Rose’s case demonstrates the ability of
leading young institutions with vision and mission as well as human
empowerment skills. Case of Prof. Dr. Mohd Shahir Shamsir Omar shows the
traits that are based on human relations where he supports a group of senior
and young academicians to be a recognized academia.
While case number six, indicates the case of Mr. Akmal bin Abdul Manap. He
shows the ability to utilize all the resources to achieve the institution’s goals.
The case of Prof. Datuk Dr. Mohammad Shatar Sabran reveals his traits that
relate to strategies in a social environment which is able to develop dynamic
teams with collective dreams and achievement. Prof. Dato’ Dr. Faisal Rafiq
Mahamad Adikan’s case demonstrates the perseverance traits required to
face challenges to institutional sustainability. Finally, the case of Prof. Dato’ Dr.
Mazliham reveals the traits of perseverance and strategies that motivate him
to climb the corporate ladder and lead one of the private institutions in
Malaysia.

78 Leading Higher Institution: Leadership Traits, Dreams and Achievement

The quote “leaders are made, they are not born” is the philosophy that
underpins these nine cases. Those entrepreneurial leaders lead their teams
with impactful traits and dream together to achieve the university’s vision. As
a result, the most important aspect of the entrepreneurial leadership
phenomenon in Malaysia’s higher learning institutions is adaptability to
change, which leads to the development of impactful leaders who contribute
to the university and society.

2. Keywords and Subject Code
Entrepreneurial leadership; higher learning institution; leader traits; motivation;
vision; agile leadership

3. Objectives of the case teaching are to:
i. Identify the entrepreneurial leadership competencies in the Malaysia
Higher Learning Institution.
ii. Examine the challenges encountered by entrepreneurial leaders in the
Malaysia Higher Learning Institution in achieving their dreams.
iii. Identify the strategies that contribute to team achievement in
Malaysia Higher Learning Institution.

iv. Identify the characteristics of the team dynamic in the Malaysia
Higher Learning Institution.

4. Target Groups of case participants
This case study is for low to medium level participants and it is suitable for final
year undergraduate students, postgraduate students and institutional leaders.
Participants who use this case study are expected to have fairly well-
developed knowledge and experience of entrepreneurial leadership.
Undergraduate and postgraduate students are expected to have a good
understanding of entrepreneurship and leadership, as well as a conceptual
foundation in entrepreneurial leadership.

5. Case teaching strategy
These cases are rated at a low to medium level of complexity, depending on
how deep the analysis one wants to undertake. The case should be distributed
to participants or leaders a few days before the discussion session takes place,
and at least TWO HOURS should be allocated for the discussion and class
activities. If desired, the initial discussion can be conducted in groups of
THREE or FOUR participants/students and followed by a general class
discussion.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 79

6. Key issues
i. Less competence among entrepreneurial leaders in Malaysian Higher
Learning Institutions.
ii. Less capable entrepreneurial leaders in the Malaysia Higher Learning
Institution encounter challenges in order to achieve their dreams.
iii. Less strategic action that contributes to team dynamic achievement.
iv. Less impactful characteristics of the team dynamic.

LINK TO AGILE LEADERSHIP THEORY

Context-setting Agility

Stake-holder Agility

Agile
Leadership
Competencies

Creative Agility Self-leadership Agility

Source: adapted from Joiner, B. & Josephs, S. (2007)

The main aim of leaders and leadership is to inspire teams to willingly engage together
to achieve institutional goals. Therefore, entrepreneurial leadership is deemed to be
important in this fast-changing environmental landscape. One of the leadership styles
in leadership theory that can cope with these challenges is Agile Leadership. Agile
leadership’s qualities, principles, values, notions, and ideas that enable leaders to think
specific and creative is in line with entrepreneurial actions. Leaders with agile
leadership characteristics will be able to successfully adapt to a changing environment
due to their flexibility, dynamic and evolving personality.

80 Leading Higher Institution: Leadership Traits, Dreams and Achievement

A. Entrepreneurial leadership competencies based on Agile
Leadership Theory

1. Context-setting agility
● Ability to scan the environment.
● Ability to anticipate significant changes.
● Ability to initiative a significant strategy.

2. Stake-holder agility
● Ability to identify initiatives that concern key stakeholders.
● Ability to understand stakeholders’ resources.
● Ability to assess the extent to which stakeholders’ paradigms are
aligned with their own.
● Ability to engage and align with stakeholders creatively.

3. Creative agility
● Ability to transform complex problems into desired solutions.
● Ability to experience tension and turn it into resources for creative
solutions.

4. Self-leadership agility
● Ability to lead self-effectively.
● Ability to use knowledge and experience to construct self-leadership.
● Ability to be aware of the feelings, assumptions, and behaviors that
contribute to their value and aspirations.
● Ability to develop personal growth as part of the professional
development dimension.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 81

B. Challenges that encountered by entrepreneurial leader
in Malaysia Higher Learning Institution to achieve
institutional’ s vision

1. To encounter complex problems with unknown and insufficient knowledge.
2. Situation involving ambiguity that cannot be resolved using a ready-made

solution or linear based approach.
3. To find ways to ensure ‘what works best’ for unexpected situations.
4. Lead followers through the process of learning new values, beliefs and

behaviors.
5. Developing psychological safety.

C. Strategy that contributes to team dynamic achievement in
Malaysia Higher Learning Institution

1. Clarify
● Determine smaller changes that are impactful.
● Identify the evidence that encourages changes.
● Determine the resources that support the strategy to encounter
impactful changes.

2. Incubate
● Searching for solutions within a unique context.
● Implementation-as-learning approach through a systematic
approach.
● Develop, refine and test new approaches for positive impact.
● Buying-in the trust through evidence during the process of change.

3. Amplify
● From tests to new organizational practices.
● Need to simplify the change so the new approach can be easily
picked up, adopted and effective.
● Set up support to adopt changes such as the physical environment,
schedules and incentives.

82 Leading Higher Institution: Leadership Traits, Dreams and Achievement

D. Team dynamic characteristics in Malaysia Higher Learning
Institution

1. Quickness
● Teams act fast in decision making, learning, improvement,
application and adaptation.
● Teams quickly accept and learn from mistakes.

2. Change
● Teams are aware of unpredictable change.
● Teams are eager to learn new knowledge and handle the
uneasiness of change.

3. Flexibility
● Teams are aware and benefits from the agility of the resources.
● Teams are willing to take risk when it comes to sourcing resources
from across the organization.

4. Proficiency
● Teams are able to utilize creative thinking for innovative ideas and
solutions.
● Instead of verbal communication, teams inspire and motivate one
another in a high-integrity manner.

5. Team collaboration
● Teams collaborate and trust each other.
● Respect other members’ worldviews.
● Teams promote cross-disciplinary learning.

6. Consequent and self-Awareness
● Shared the delivered result which boosted team confidence.
● Respect team members’ capabilities.
● Teams increase their collaborative engagement to complete a
project one by one.

Leading Higher Institution: Leadership Traits, Dreams and Achievement 83

GROUP LEARNING ACTIVITIES:
POSSIBLE DISCUSSION QUESTIONS

Activity 1

During this activity, each participant/student will participate in a small discussion
group. Every member of a group will come up with a list of suggestions about what
entrepreneurial leadership competencies are all about. To complete this activity, each
member has to:

i. Use personal experience and knowledge in addition to the information contained
in the case study.

ii. Choose a spokesperson to lead the discussion and present the group’s findings.
A presentation will be made to the program leader and other groups.

iii. Summarize the group’s key discussions. Present the key discussion to the class.
iv. The facilitator will provide comments and conclude the discussion.

Dimension 1- Discussion on entrepreneurial leadership competencies

Act as a leader in tertiary education. You are going to explore the stories of other
leaders in higher learning institutions for discussion purposes. In the following cases,
there are a few examples of agile leadership competencies to consider.

Act as a leader in tertiary education. You are going to explore the stories of other
leaders in higher learning institutions for discussion purposes. In the following cases,
there are a few examples of agile leadership competencies to consider.

1. What are the entrepreneurial leader competencies in higher learning institutions?

NO. LEADER DOMINANT AGILE
LEADERSHIP COMPETENCIES

1 Prof. Dato’ Ts. Dr. Noor Azizi Ismail Creative agility

2 Prof. Datuk Dr. Awg Bulgiba Awg Mahmud Stake-holder agility

3 Prof. Dr. Arham Abdullah Self-leadership agility

4 Prof. Datuk Dr. Raduan Che Rose Stake-holder agility

5 Prof. Dr. Mohd Shahir Shamsir Omar Self-leadership agility

6 Mr. Akmal Abdul Manap Creative agility

7 Prof. Datuk Dr Mohammad Shatar Sabran Stake-holder agility

8 Prof. Dato’ Dr. Faisal Rafiq Mahamad Adikan Self-leadership agility

9 Prof. Dato’ Dr. Mazliham Mohd Su’ud Self-leadership agility

2. How does self-leadership agile competency help entrepreneurial leaders achieve
their dreams?

Personal development
Leverage knowledge and experience
Emotional intelligent

84 Leading Higher Institution: Leadership Traits, Dreams and Achievement

Activity 2
During this activity, participants or students will participate in a small discussion group.
Every member will come up with a list of suggestions on the problems and solutions
that contribute to successful entrepreneurial leadership.
To complete this activity, each member has to:

i. Use his or her experience and knowledge in addition to the information given in
the case study.

ii. Select a spokesperson to lead the discussion and present the group’s findings. A
presentation will be made to the program leader and other groups.

iii. Summarize the group’s key discussions. Present the key discussions to the class.
iv. The facilitator will provide comments and conclude the discussion.

Dimension 2- Discussion on the challenges and solutions to encounter fast
changing environment

The experience of a higher learning institution’s leaders can be an example of the
discussion. There are a few issues and challenges that you need to highlight based on
the higher learning institution’s entrepreneurial leaders’ experiences. Discuss the
possible solutions.

3. What are the entrepreneurial leaders’ challenges in encountering a fast-changing
environment?

Unknown and insufficient knowledge.
Ambiguity and unexpected situations.
New knowledge assimilation.
Developing psychological safety.

4. What are the entrepreneurial leaders’ challenges in encountering a fast-changing
environment?

Accept new information about the changing environment.
Acceptance and tolerance of mistakes in the workplace.
Open up to possibilities
Create events that promote accepted and respected

Leading Higher Institution: Leadership Traits, Dreams and Achievement 85

Activity 3

During this activity, participants or students will participate in a small discussion group.
Every member will come up with an argument about the team dynamic characteristics
of higher learning institutions. To complete this activity, each member has to:

i. Use your own experience and knowledge in addition to the information given in
the case study.

ii. Select a spokesperson to lead the discussion and present the group’s findings. A
presentation will be made to the program leader and other groups.

iii. Summarize the group’s key discussions. Present the key discussions to the class.
iv. The facilitator will provide comments and conclude the discussions.

Dimension 3 – The teams dynamic characteristics and strategies for
organizational achievements

As a leader who relates to the entrepreneurial leadership process, you are going to
identify significant characteristics and strategies that promote the team dynamic.
Analyze all the cases and identify the team dynamics’ characteristics and strategies.
Give an example and discuss it.

5. Discuss three characteristics of team dynamic in higher learning institutions.?
Quickness
Flexibility
Collaboration

6. What are the three strategies that encourage entrepreneurial leadership teams to
achieve the organizational’ s vision?

Clarify
Incubate
Amplify

ADDITIONAL MATERIALS

1. Joiner, B., & Josephs, S. (2007). Developing agile leaders. Industrial and commercial
training, 39(1), 35-42

2. Breakspear, S. (2017). Embracing Agile Leadership for Learning – how leaders can
create impact despite growing complexity. Australian Educational Leader, 39(3), pp.
68-71.

3. Akkaya, B., & Meri ç Yazici, A. (2020). Comparing agile leadership with
biomimicry-based gray wolf: proposing a new model. Business & Management
Studies: an International Journal, 8, 2, 1455-1478.

86 Leading Higher Institution: Leadership Traits, Dreams and Achievement

EDITOR’S BIBLIOGRAPHY

Dr. Nik Maheran Nik Muhammad is Ms. Linira Ghazali is lecturer at Universiti
currently a Professor of finance and Malaysia Kelantan. She has almost 23
entrepreneurship at Universiti Malaysia years of teaching experience in second
Kelantan (UMK). She has written 40 language learning and issues related to
Books which encompasses of 8 text second language acquisition. She also
books used in UMK, UiTM and KPTM; 6 provides training to teachers and
research books, 7 common book, 4 administrators who seek to further
monograph, 3 book chapters, 3 case improve and polish their communication
studies, 3 modules and 3 coffee table skills in the English Language. Her
books.. She is also a prolific case writer research interest is in the field of applied
and has published a few cases in Emerald linguistics and communication.
Insight Emerging Case Study.
Ms. Siti Bahirah Saidi (PhD) is a senior
Dr. Anis Amira Ab Rahman is a senior lecturer at Universiti Malaysia Kelantan.
Her research interests revolve around
lecturer at Universiti Malaysia Kelantan. applied linguistics, particularly language
and identity, sociolinguistics, and
She had extensive experience as an discourse analysis.

entrepreneur and leader. She currently a Dr. Norhazwani Munirah Lateh is a
senior lecturer at Universiti Malaysia
Director of the Small and Medium Kelantan. Her teaching and research
background revolves around English
Enterprise Institute (ISME). Her business language teaching, mainly but not limited
to second language acquisition and
consultancy, research and publication language assessment.

relate to SMEs and Innovation, Strategic Ms. Liyana Ahmad Afip is a lecturer at
Universiti Malaysia Kelantan. Her research
Entrepreneurship, Entrepreneurial area revolves around English learning and
teaching, specifically related to the
Leadership, and Social and Green language-in-education policy and
planning. She is also interested in
Entrepreneurship. conducting research related to leadership
and management in higher education.
Dr. Nik Zulkarnaen Khidzir, Associate Apart from that, she is also actively
Professor at Universiti Malaysia Kelantan, involved in community engagement and
ICT Professional Technologist (MBOT) services.
and Founder, Cre8tivation Lab DigiHub..
He received various recognition and
awards in research & innovation
competitions at national and international
level. He is also recognized as one of the
top 2018 Outstanding Entrepreneurship
Mentors by the Ministry of Education
Malaysia (MOE).

Leading Higher Institution: Leadership Traits, Dreams and Achievement 87