©DAR 2016
Dzulkifli Abdul Razak ProsPER.Net & AKEPT Aug 8, 2016
INDIGENOUS SD LEADERSHIP
SKILLS
NURTURING LOCAL LEADERSHIP TOWARDS SUSTAINABLE DEVELOPMENT
Labuan, Sabah 7 – 14 August 2016
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pre-Brundtland, ancient (?)
• definition: sejahtera
• balanced, harmonious, organic
• people-driven
• values, ethics, intangibles, EQ
• cosmic, universal
• relationship, intrinsic, natural
• post-materialistic, culture
Brundtland, post-1987
• definition
• balance, 4P’s
• ecological-driven
• value, tangibles, IQ
• planetary
• relationship, extrinsic
• materialistic, economics
©DAR 2016
HARD POWER
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=
62 super-rich people 3.5 billion people …have as much wealth as…
Source: OXFAM 2016
By January 2016…
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…unsustainable…
unfair, inequitable, unjust, etc
www.indemnity.ie piaisaksendesign.wordpress.com
Inequitable State of
Humanity
©DAR 2016 Source: Global Footprint Network 2008 National Footprint Account
~ 5 times ~4 times ~3 times ~2 times
Extras
Nation
…reality check… How “inequitable”? Or “imbalance”?
©DAR 2016
Unsustainable 5-planet model
uahcmer.com
Global
www.gograph.com
Sustainable 1-planet model
mindset shift
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Hierarchical, Rigid, Me, Competition, Red Ocean,
Unsustainable, Dead
Fewer levels, Cooperation, Teams, Knowledge Sharing,
Caring, Equity, Just
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Hierarchical, Rigid, Me, Competition, Red Ocean,
Unsustainable, Dead
Fewer levels, Cooperation, Teams, Knowledge Sharing,
Caring, Equity, Just
Networked, Flexible, Us, Collaboration, Blue Ocean,
Sustainable, Living
sustainable
©DAR 2016
pibmirim.socioambiental.org sites.stedwards.edu http://in5d.com/7-ways-our-children-are-being-brainwashed/
“
“
unsustainable
©DAR 2016
• No single way to “anything” (diversity) • No one path to “education” / “learning”
• No two persons (systems) are alike because they
evolve under diverse (local) socio-cultural
roots, knowledges and education
• UNESCO 4 pillars of learning for 21st C
Basic Assumptions
Neurobranding
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• Children learn in a variety of ways, including free play or interaction with multiple children, immersion in nature, and directly helping adults with work and communal activities
• Traditional knowledge systems are (more) autonomous in comparison to a strict Western institutionalised education model
http://schoolingtheworld.org/blog/
©DAR 2016
‘Assembly-line’ Education
Customers Value-add
Tests/Examinations
Graduation
Class/Lectures Curiculum
‘Assembly-line’ – Bread Factory
Microsoft ® Encarta ® Encyclopedia 2004
Products
Marketibility of Human Capital
https://www.youtube.com/watch?v=D-pQPMj11nM https://www.youtube.com/watch?v=3UjUWfwWAC4
https://www.youtube.com/watch?v=pksHaVW_Z0E
©DAR 2016
Education is consumption-based Determined by the parochial needs Mass (standardised) production
Commoditised/tradeable Catalysed by competition (sales) Branded by ranking/league tables
Technology - the education “panacea” Redefining the purpose of education Greater outreach for soft power
©DAR 2016
…Eastern Wisdom…
• The key to growth is the introduction of higher dimensions of consciousness into our awareness
• A good traveller has no fixed plans, and is not intent on arriving
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…Eastern Wisdom…
• Earth provides enough to satisfy every man's needs, but not every man's greed
• Learning is about being, not having
• I [prefer] a short life with width to a narrow one with length (LLL vs LWL)
©DAR 2016
Incheon Declaration – 2015 WEF
• The new vision [Education 2030] is fully captured by the proposed SDG 4 “Ensure inclusive and equitable quality education and promote life-long learning opportunities for all” and its corresponding targets. It is transformative and universal, attends to the ‘unfinished business’ of the EFA agenda and the education-related MDGs,…
©DAR 2016 © DAR 2016
Prosperity
(Economy)
Policy (Social)
People (Culture)
Planet (Ecology)
Environment
Economy
Society Sustainability
Dignity
Prosperity
Justice
Partnership
People
Planet
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Education for Sustainable Development
• implies a change of fundamental epistemology in our culture and our educational thinking and practice… not simply require an 'add-on' to existing structures and curricula
- Sterling (2004)
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…every one is individually responsible for exercising
the agencies of their "free will" that is supported through their seat(s) of intellect
?
©DAR 2016
Acknowledgement
& Disclaimer
This presentation and the opinions expressed are those of the
author as of the date of writing and are subject to change. It
has been prepared solely for purposes of education,
information and discussion by the recipients. Any reference
to past data/indicators are not necessarily a guide to the
present and future. The information and analysis contained in
this publication have been compiled or arrived at from
sources believed to be reliable, and are duly acknowledged.
The author does not make any representation as to their
accuracy or completeness and does not accept liability for
any loss arising from the use hereof.
Neither this document nor any copy thereof may be sent to or
taken into territories/places where the use and the distribution
may be restricted by local law and/or regulation.
This document may not be reproduced either in whole,
or in part, without the written permission of the author
© DAR 2007-2016
©DAR 2016
“The rise of networks and the digital revolution has
transformed the global affairs landscape, with more actors,
more platforms, and more interests vying for global influence.
The Soft Power 30 enables us to understand how global
power is evolving and shows how nations of every size and
standing can harness their soft power assets for global
influence.” - Jonathan McClory, Partner at Portland and
author of “The Soft Power 30.”
©DAR 2016
The distribution of global power is rapidly evolving, precipitating far-reaching economic and political changes affecting nations of every size and standing. Economic and political power is shifting from West to East. At the same time, it is moving away from governments, as non-state actors take a larger role in shaping world events. The digital revolution is further accelerating the diffusion of power. More and more of the world is playing out online, which provides new opportunities for influence, but also results in greater complexity for states as the global stage becomes more crowded.
www.softpower30.com
©DAR 2016
University of Bologna (1088) - probably the first “university” in the western world
….trustee of European humanist tradition…
Today’s standards
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In his two great works: Tahafat and Ihya, greatly influenced Aquinas and Christian theologians in putting reason to employ in defense of orthodoxy
Not satisfied rationalism, empiricism and scepticism, he found peace in Islamic mystical movement (Sufism) in the search for truth.
Al-Ghazali (Algazel) 1058-1111
©DAR 2016
Al-Ghazali’s Balance of Leadership Traits
• “All human traits constitute branches of Wisdom, Courage, Temperance and Justice and a perfectly just equilibrium in these four has been attained by no one but the emissary of God; other people are of divergent degrees of proximity and distance from them.”
• He used the Balance (Mizan, Qur’an: 57:25 ) to define what is Right.
• ‘Wisdom’ - a condition of the soul by which it distinguishes true from false
• ‘Courage’ - refers to the irascible faculty of the intellect
• ‘Temperance’ – a habit of the mind in disciplining the intellect and the Law
• ‘Justice’ - a condition of the soul by which it controls anger and desire
We sent aforetime our apostles with Clear Signs and sent down with them the Book and the Balance (of Right and Wrong) that (wo)men may stand
forth in Justice; …
©DAR 2016
The equilibrium of these four principles is how all good traits of character of leaders proceed.
• When the Wisdom is balanced, it brings forth discretion, excellence and an understanding of the subtle implications of actions and the hidden defects of the soul. When unbalanced, in excess, then cunning, swindling, deception and slyness result.
• Courage gives rise to nobility, endurance, dignity and suppression of rage. When unbalanced, this same trait came give rise to recklessness, arrogance, conceit, pride and quickness of anger.
• Temperance is a quality that gives rise to generosity, modesty, patience and tolerance, but in excess it leads to greed, cupidity, ostentation and immorality.
©DAR 2016
EXTERNAL
LOW (-) (consciousness axis)
W.C.T.J
W.C.T.J.
INTERNAL (qalb axis)
+ +
_
PERADABAN
Soul -- Mind -- Body
Qalb
+
Cycles of Qalb Leadership
• Wisdom • Courage • Temperance • Justice
_ _ HIGH (+)
QALB LEADERSHIP MODEL (1) Ver 1.0 (Mahazan, Rushdan, Wan Fazlul, Khairulneezam, Dzulkifli, 2016)
ADAB
(Al-Ghazali)
W
T J C
Al-Ghazali’s Balance of Character Traits
©DAR 2016
The life of the heart is knowledge; so preserve it,
The death of the heart is ignorance; so avoid it.
Your best provision is true devotion; so provide it.
This advice of mine is enough for you; so heed it.
Al-Ghazali (Algazel) 1058-1111
©DAR 2016
s
21st Century University
Anticipative: Uncertain world Assimilative: Socially engaged Assertive: Sustainable future
+3
©DAR 2016
This presentation and the opinions expressed are those of the author as of the
date of writing and are subject to change. It has been prepared solely for purposes
of education, information and discussion by the recipients. Any reference to past
data/indicators are not necessarily a guide to the present and future.
The information and analysis contained in this publication have been compiled or
arrived at from sources believed to be reliable, and are duly acknowledged.
The author does not make any representation as to their accuracy or
completeness and does not accept liability for any loss arising from the use hereof.
Neither this document nor any copy thereof may be sent to or taken into
territories/places where the use and the distribution may be restricted by local law
and/or regulation.
This document may not be reproduced either in whole, or in part, without the
written permission of the author
© DAR 2007-2016
Acknowledgement & Disclaimer
©DAR 2016
Unique challenges of Asia University Leadership
Responding to pressure from Asia society on HE
Tackling universities’ complex, tradition-bound nature
Leading universities with global perspective, and local
engagement
Leadership style that is compatible with the
universities’ unique characters, and aligns with
various leadership philosophies across faculties
Building strong, visionary and courageous leadership
General outline
©DAR 2016
Asia
Populous – China, India, ASEAN Community Diverse – beliefs, cultures, systems, ecology Dynamic – economy, HE, young & mobile Volatile – disparities, aggression, tensions
world
©DAR 2016
Unique challenges of Asia University Leadership
Responding to pressure from Asia society on HE
Tackling universities’ complex, tradition-bound nature
Leading universities with global perspective, and local
engagement
Leadership style that is compatible with the
universities’ unique characters, and aligns with
various leadership philosophies across faculties
Building strong, visionary and courageous leadership
under the short tenure
©DAR 2016
Asia is fast becoming a key player in global higher education. Asian nations growing demand for education and the increased investment they have made in their universities presents opportunities and challenges to the world. - Lane J & Kisner K, 2013 The Asia pivot in higher education, The Chronicle of Higher Education
…major changes to the affordability and accessibility of higher education around the world are on their way.*
- Maslen G, 2011
In *Tuition Fees and Student Financial Assistance: 2010 Global Year in Review
GLOBAL: Higher education becomes more costly. UWN, 20 Feb 2011, No:159
http://www.universityworldnews.com/article.php?story=20110218225715355
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0.8 1.1 1.1 1.3 1.7
2.1
3.0
4.3 4.5
1975 1980 1985 1990 1995 2000 2005 2012 2014
million students, OECD 2013
Growth in the number of international students globally 1975-2014
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Increasing populations stress existing educational systems
ADB 2011
Over-enrollment leads to increased
under-employment post-graduation Carlson 2012
googleasiapacific.blogspot.com divide
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14 Aug 2013
http://www.ibtimes.com/international-students-higher-education-really-inexpensive-germany-not-us-charts-1383641
©DAR 2016
14 Aug 2013
http://www.ibtimes.com/international-students-higher-education-really-inexpensive-germany-not-us-charts-1383641
©DAR 2016
This list ranks colleges and universities based on educational performance
and the cost attributed to studying there (2015)
Source: Aperian Global.
©DAR 2016
Unique challenges of Asia University Leadership
Responding to pressure from Asia society on HE
Tackling universities’ complex, tradition-bound nature
Leading universities with global perspective, and local
engagement
Leadership style that is compatible with the
universities’ unique characters, and aligns with various
leadership philosophies across faculties
Building strong, visionary and courageous leadership
©DAR 2016 http://www.china-mike.com/wp-content/uploads/2011/03/cartoon-china-india-usa-study-habits.jpg
©DAR 2016
www.abc.net.au
28.8
24.2 22.2 22.0
11.3
OECD
Suicide rates per 100,000 (2013)
Korea Japan
China India
http://blogs.wsj.com
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Countries with The Worst Suicide Rates (2009/11)
http://www.businessinsider.my/world-suicide-rate-map-2014-4/#Jg26Ml1jwZhpfWvE.99
Business Insider/Andy Kiersz, data from WHO, AFP and the Lancet
©DAR 2016
Unique challenges of Asia University Leadership
Responding to pressure from Asia society on HE
Tackling universities’ complex, tradition-bound nature
Leading universities with global perspective, and
local engagement
Leadership style that is compatible with the
universities’ unique characters, and aligns with
various leadership philosophies across faculties
Building strong, visionary and courageous leadership
©DAR 2016
What is Followership?
• Obeying/follow orders 7
• Support 3
• Trust 3
• Working together 2
• “Executioner” 2
• “Assist” 2
• Help others 2
• Respect – point out flaws 2
• Apply instructions
• Team mates
• Learn to lead
• Innovate/influence
…the capacity or willingness to be led…
©DAR 2016
The capacity and willingness to follow…
Those who…
• support the “leaders” (blindly)
• may support the “leaders” when convinced
• appear to support the “leaders” but (quietly) are against it
• are against the “leaders” openly
• do not care at all
results behaviours
emotions values beliefs
©DAR 2016
LEADER-CENTRIC
MAQSID
ORGANIZATION-CENTRIC
MAQSID
TRUST DHARURIYYAT TRUST DHARURIYYAT
SOCIAL RESPONSIBILITY TAHSINIYYAT SOCIAL RESPONSIBILITY TAHSINIYYAT
RELIGIOUS DHARURIYYAT RELIGIOUS DHARURIYYAT
IMPARTIAL DHARURIYYAT EMPOWERMENT TAHSINIYYAT
JUSTICE DHARURIYYAT EMPLOYEE ORIENTED TAHSINIYYAT
TIME MANAGEMENT DHARURIYYAT EFFECTIVE DECISION
MAKING
TAHSINIYYAT
MODESTY DHARURIYYAT OUTCOME TAHSINIYYAT
EARNEST TAHSINIYYAT CONFLICT AVOIDANCE DHARURIYYAT
FLEXIBLE TAHSINIYYAT EFFECTIVE
COMMUNICATION
TAHSINIYYAT
WISDOM DHARURIYYAT
ISLAMIC LEADERSHIP TRAITS AND BEHAVIOURS: SELF-LEADERSHIP VS ORGANIZATIONAL LEADERSHIP CENTRIC
IAB, 5 March 2016