strategic leadership for school leaders
TRANSCRIPT
Sesi IIKepimpinan Strategik
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ObjektifDiakhir sesi latihan ini, peserta: • 1. Memahami konsep kepimpinan strategik • 2. Mengenal pasti sifat-sifat seorang pemimpin
strategik• 3. Memahami konsep berfikir strategik • 4. Mengenal pasti perlakuan seorang pemimpin
yang berfikir strategik• 5. memahami kaedah untuk menterjemah idea
kepada operasi
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We Need Strategic Leaders at every level of the organization who can work in a strategic way; which means creating and executing an actionable strategy (Pisapia, 2009)
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Set Kemahiran Yang di Perlukan
Eksekutif
Pengursan Pertengahan
Penyelia
Teknikal Interpersonal Konseptual
Katz, 66
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More Effective leaders use the three strategic thinking skills significantly more often than Less Effective leaders.
Pisapia, Reyes-Guerra & Yasin, 2006 - Pang & Pisapia, 2006 - N=900
There is a cumulative impact - The strength of the relationship between strategic thinking and leader success increases as leaders use the three dimensions in tandem.
Skill use improves with age, experience, and education– the younger you are the less you use these skills.
Strategic thinking skills can be developed through training. There is a significant relationship between strategic thinking capabilities and self directed learning.
Agility of the Mind
STQ Study Findings
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Kepemimpinan StrategikKeupayaan seseorang untukmenjangka, membayangkan,mengekalkan fleksibiliti, berfikirsecara strategik dan bekerjadengan orang lain untukmemulakan perubahan yang akanmencipta masa depan yang berdayamaju untuk organisasi
(Ireland dan Hitt,1999)
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Definisi KS
Kepimpinan strategik (KS) adalah gaya kepimpinan. Ia menyediakan wawasan dan hala tuju untuk pertumbuhan dan kejayaan sesebuah organisasi. Untuk menangani perubahan dengan berjaya, semua eksekutif memerlukan kemahiran dan alat-alat untuk kedua-dua rumusan pembinaan dan pelaksanaan strategi (https://en.wikipedia.org/wiki/Strategic_leadership)
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What is Strategic Leadeship
• Determining where an organisation was heading and how to get there. It was mainly about leaders engaging in strategic and ‘long range’planning and was seen as a process that belonged to upper management alone, often taking place closed doors (Cheng 2000: 17)
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Strategic Leader
• 1. S/He begins with the end in mind, by knowing what he dreams about accomplishing, and then figures out how to make it happen.
• 2. The ability (as well as the wisdom) to make consequential decisions about ends, actions and tactic in ambiguous environment (Pisapia, 2009)
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Perbincangan Kumpulan
1.Berdasarkan definisi-definisi kepimpinan strategik yang telah diberikan, buat rumusan tentang perwatakan pemimpin strategik yang di gambarkan dari definisi-definisi tersebut.
2. Pilih satu orang pemimpin yang anda kenali, sejauhmanakah pemimpin tersebut boleh disifatkan sebagai pemimpin strategik?
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Apakah Hubungan Kepimpinan Strategik dengan pengurusan
strategik?
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MODEL PENGURUSAN STRATEGIK
Analisis Kendiri Tentang Perlakuan Pemimpin Strategik
Gunakan inventori PS menilai perlakuan dan tindakan kepimpinan strategik anda berasaskan di tempat kerja semasa anda
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7 Principles of Strategic Leadership(Quong & Walker, 2010)
1. be futures oriented and have a futures strategy; 2. base their focused leadership actions and their
decisions on evidence, and invest in and be led by research;
3. get things done, which means to have the reputation as a person of action and achievement, someone who can be relied upon to deliver outcomes;
4. open new horizons, which mean to be innovative, receptive to initiatives and to be a leader of transition;
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5. ensure that they are fit to lead, which is all about planning and working on their wellbeing – fit leaders’ are resilient and reliable in times of stress and rapid change;6. know how to be good partners and be seen by staff to be good people to partner with in dealing with issues and in moving into the future; and7. do the ‘next’ right thing, which means to be ethical and values driven and to have a reputation for leading a school that instils values in children.
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Personal Traits for Strategic Leaders(Pisapia (2009) The Strategic Leader.)
• Openness to new experiences• Curiosity about the world & future• Enthusiasm and energy• Willingness to listen and learn• Ability to adapt rapidly to change• Willingness to ask the right questions• Innovativeness and creativity• Self confidence• Result orientation
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Bengkel 1
Arahan• Imbas kembali program atau projek yang
pernah anda sertai sama ada anda sebagai ketua atau ahli. Kenal pasti beberapa program/projek yang memberi pengalaman pelaksanaan prinsip-prinsip kepimpinan strategik.
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Apakah Kesan Berfikir Strategik?
Future focusOpenness
Breadth: very widePositive outlook/
proactiveCuriosityFlexibility
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Definisi Berfikir Strategik:Mengintegrasi masa hadapan dalam
proses membuat keputusan
1. BIG
3. LONG2. DEEP
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1. Pemikiran StrategikPenjanaan idea
Apakah yang mungkin berlaku?
2. Membuat Keputusan StrategikMembuat Pilihan
What will we do?
3. Perancangan StrategikMengambil Tindakan
Bagaimanakah cara untuk melakukannya?
Idea strategik
Pilihan Keputusan
Strategi & Taktik
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Hubungan di antara pemikiran strategik dengan dengan Perancangan Strategik
The Strategic Thinking Skills
Systems Thinking
Reflection
Reframing
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Penilaian kendiri berkaitan perlakuan individu yang
berfikiran strategik
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The Strategic Thinking Skills:1. Systems Thinking (ST)
ST refers to:leaders’ ability to see systems holistically by understanding the properties, forces,
patterns, and interrelationships that shape the behaviors of the systems which provide options for actions.
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Assessment – Systems Thinking SkillsGood Habits• Try to extract rules and/or patterns from the information available• Find that in most cases external changes require internal changes• Search for the cause before taking action. • Find that one thing indirectly leads to another• Try to understand how the facts presented in a problem are related to each other• Try to identify external forces which affect your work• Try to understand how the people in the situation are connected to each other• Investigate the actions being taken to correct the discrepancy between what is desired
and what exists• Look for fundamental long-term corrective measures• Look for changes in the organization’s structure that lead to significant enduring
improvement• Look at the ‘Big Picture’ in the information available before examining the details• Seek specific feedback on your organization’s performance• Think about how different parts of the organization influence the way things are doneBad HabitsView relationships individually as opposed to being part of an interwoven networkBreak the problem into parts before defining the entire problem
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The Strategic Thinking Skills
2. Reframing Reframing refers to: Leaders’ ability to switch attention across multiple perspectives, frames, mental models, and paradigms in order to generate new insights and options for actions. It enables one to sort through problems and opportunities, to see problems in ways that allow them to map out different strategies, and identify trends before others see them.
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Examples – Reframing Habits
Good Habits• Seek different perceptions• Track trends by asking everyone if they notice
changes in the organization's context.• Ask those around you what they think is changing• Engage in discussions with those whose values differ
from yours• Use different viewpoints to map out strategies• Recognize when information is being presented from
only one perspective
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SAMBUNG…..
• Listen to everyone’s version of what happened before making a decision
• Engage in discussions with those who have different beliefs or assumptions about a situation
• Find only MULTIPLE explanation for the way things work
• Decide upon different views before seeking a solution to a problem
• Do not create a plan to solve a problem, before considering other viewpoints
• Discuss the situation with people who share your beliefs or not.
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Directions: With 4 strokes of your pen connect all the dots. Do not lift your Pen from the Page
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The Final Exam
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The Strategic Thinking Skills
3. Reflecting Reflection refers to leaders’ ability to weave logical and rational thinking together with experiential thinking through perceptions, experience, and information to make judgments as to what has happened and then creates intuitive principles that guide what is happening in the present to help guide their future actions.
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Assessment– Reflecting Habits Habits• Review the outcomes of past decisions• Reconstruct an experience in your mind • Consider how you could have handled the situation after
it was resolved • Accept that your assumptions could be wrong• Acknowledge the limitations of your own perspective• Ask “WHY” questions when trying to solve a problem• Set aside specific periods of time to think about why you
succeeded or failed
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sambungan
• Frame problems from different perspectives • Connect current problems to your own personal experience and previous successes • Stop and think about why you succeeded or failed• Reconstruct an experience in your mind to understand your feelings about it• Take into account the effects of decisions others have made in similar situations• Use past decisions when considering current similar situations • USE your past experiences when trying to understand present situations
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Pindah Idea Kepada Tindakan
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Perkembangan Dasar/Hala tuju kepada operasiMandat & Mis
iVisi
Perspektif Strategik & Persekitaran
KRA/MATLAMAT
Objektif
Peta Strategi (Alignment)
Petunjuk Prestasi (KPI) & Sasaran Prestasi
Inisiatif Strategik
Program/Projek/Pelan Tindakan/Pelan Operasi/Bajet
Implementasi : Kawalan & Pelaporan
Apakah Arahan/Tujuan Utama?Apakah gambaran pencapaian masa depan?
Apakah perspektif strategik?Apakah Bidang Kritikal(keberhasilan utama)?
Hasil terakhir (Outcomes) yang ingin dicapai?
Adakah sejajar?
Apakah cara nak ukur prestasi?
Bagaimanakah caranya?
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Apakah maklumat tentang Persekitaran organisasi?
The individual needs of each
student are met
Our students enjoy a positive and enjoyable
learning experience
Our students demonstrate
exemplary behaviour
Providing quality & varied extra curricula
activities
Effective teaching methods that instil the joy of learning
Knowledgeable, efficient, competent, nurturing &
highly motivated staff who display our core values
Transparency & Accountability
Financial viability
FID
UC
IAR
YLE
AR
NIN
GIN
TER
NA
LC
US
TOM
ER
SCHOOL MISSION & VISION
Our students strive towards academic
excellence
Safe welcoming, efficient, comfortable facilities and
working environment
Ongoing maintenance & upgrading of facilities
Ample supply of resources – teaching aids,
technology, equipment
Consistent discipline
Providing opportunity for Learning religion
Principles
Responsive curriculum that encompasses the motto “work, play and
learn together”
Our students are well rounded &
excel in all fieldsOur students enjoy a
safe, welcoming, efficient, comfortable and family oriented
environment
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Misi:… Visi: Isu Strategik: Prestasi akademik belum mencapai tahap yang diinginkan.KRA/Matlamat Strategik: Peningkatan Prestasi Akademik
Objektif Petunjuk (KPI)
Tov(base)
2012 2013 2014 Inisiatif / Strategi Akauntibiliti
Peningkatkan prestasi Peperiksaan awam
GPS
% Lulus
% 5As
2.0
93
10%.1
1.8
94.5
12%
1.7
97.0
16%
1.50
100
20%
1. Meningkatkan keupayaan guru dalam P&P
2. Meningkatkan Kemahiran Belajar pelajar
3. Meningkatkan sokongan komuniti
GPK 1 (P)
GPK HEM
GPK Koku
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Pelan Tindakan Strategi: Memupuk semangat kekeluargaan staf
Program (Tindakan)
Tanggungjawab
Masa Bajet KPI Sasaran Output
1. Hari Keluarga
GPK 1 2 hari(Nov)
3000 % penglibatan staf
•100% staf terlibat
Semangat Kerja sepasukan
2. Program Sukan Pemuafakatan
GPK Ko Minggu 3 Jun
500 % penglibatan staf
•100% staf terlibat
Semangat kekeluargaan di- perkukuhkan
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Fleksibiliti dan Simplisiti
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Make a strategic plan more flexible. How?
No strategic plan plays out exactly to script. More frequent progress reviews increased accountability and keep the plan flexible. We can overcame this barrier by:
• Frequently review progress and how the environment is changing
• Keep the strategic plan at a high level, with flexibility for implementation of the details and some reserve funds
• Increase you contact with vendors and customers as the plan rolls out
sambungan
• Track the details of cross-functional work, not within departments. Let the department heads manage their teams
• Make sure you have the right people involved -those with something in it for them
• Part of the plan includes several 'what if' contingencies
• Set the review cycle to give time for actions to take effect but not too long miss a market opportunity
• Give the key players the 'right' to reconvene the team if they see something that must be addressed
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PEMANTAUAN DAN PENAMBAHBAIKAN BERTERUSAN PELAKSANAAN STRATEGI
(Ukur dan Nilai Prestasi Strategi)
SEKIAN