2. Objektif
Diakhir sesi latihan ini, peserta:
• 1. Memahami konsep kepimpinan strategik
• 2. Mengenal pasti sifat-sifat seorang pemimpin
strategik
• 3. Memahami konsep berfikir strategik
• 4. Mengenal pasti perlakuan seorang pemimpin
yang berfikir strategik
• 5. memahami kaedah untuk menterjemah idea
kepada operasi
Mbustaman IAB KPM 2
3. MBAM.IAB.KPM.15 3
We Need Strategic Leaders at
every level of the
organization who can work
in a strategic way; which means
creating and executing an
actionable strategy (Pisapia,
2009)
10/4/2015 Mbustaman IAB KPM 3
4. Set Kemahiran Yang di
Perlukan
Eksekutif
Pengursan
Pertengahan
Penyelia
Teknikal Interpersonal Konseptual
Katz, 66
4
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6. Mbustaman IAB KPM 6
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
7. 7
Kepemimpinan Strategik
Keupayaan seseorang untuk
menjangka, membayangkan,
mengekalkan fleksibiliti, berfikir
secara strategik dan bekerja
dengan orang lain untuk
memulakan perubahan yang akan
mencipta masa depan yang berdaya
maju untuk organisasi
(Ireland dan Hitt,1999)
MBustaman-IAB KPM 15
8. 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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mbam
9. 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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10. 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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11. 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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14. 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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15. 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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16. 5. ensure that they are fit to lead, which is all
about planning and working on their wellbeing –
fit leaders’ are resilient and reliable in times of
stress and rapid change;
6. know how to be good partners and be seen
by staff to be good people to partner with in
dealing with issues and in moving into the
future; and
7. do the ‘next’ right thing, which means to be
ethical and values driven and to have a
reputation for leading a school that instils values
in children.
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17. 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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19. 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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23. 1. Pemikiran Strategik
Penjanaan idea
Apakah yang mungkin berlaku?
2. Membuat Keputusan Strategik
Membuat Pilihan
What will we do?
3. Perancangan Strategik
Mengambil Tindakan
Bagaimanakah cara untuk melakukannya?
Idea
strategik
Pilihan
Keputusan
Strategi &
Taktik
23
Hubungan di antara pemikiran strategik dengan
dengan Perancangan Strategik
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24. The Strategic Thinking Skills
Systems
Thinking
Reflection
Reframing
24
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26. 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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28. Assessment – Systems Thinking Skills
Good Habits
• Try to extract rules and/or patterns from the information available
• Find that in most cases external changes require internal changes
• Search for the cause before taking action.
• Find that one thing indirectly leads to another
• Try to understand how the facts presented in a problem are related to each other
• Try to identify external forces which affect your work
• Try to understand how the people in the situation are connected to each other
• Investigate the actions being taken to correct the discrepancy between what is desired
and what exists
• Look for fundamental long-term corrective measures
• Look for changes in the organization’s structure that lead to significant enduring
improvement
• Look at the ‘Big Picture’ in the information available before examining the details
• Seek specific feedback on your organization’s performance
• Think about how different parts of the organization influence the way things are done
Bad Habits
View relationships individually as opposed to being part of an interwoven network
Break the problem into parts before defining the entire problem 28
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31. 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.
31
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32. 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
32
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33. 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. 33
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34. 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
35. 35
The Strategic Thinking Skills
3. Reflecting
Reflection refers to leaders’ ability to
weave logical and rational thinking together
with experiential thinking through
perceptions, experience, and information to
make judgments as to what has happened
and then creates intuitive principles that
guide what is happening in the present to
help guide their future actions.
Mbustaman IAB KPM
36. 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
36
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37. 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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40. Perkembangan Dasar/Hala tuju kepada operasi
Mandat
& Misi
Visi
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?
40
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Apakah maklumat tentang
Persekitaran organisasi?
41. 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
FIDUCIARY
LEARNING
INTERNAL
CUSTOMER
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 fields
Our students enjoy a
safe, welcoming,
efficient, comfortable
and family oriented
environment
42. 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
Peningkat
kan
prestasi
Peperiksa
an 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
42
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43. Pelan Tindakan
Strategi: Memupuk semangat kekeluargaan staf
Program
(Tindakan)
Tanggungj
awab
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
kekeluargaa
n di-
perkukuhka
n
43
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47. Make a strategic plan more flexible. How?
No strategic plan plays out exactly to script. More
frequent progress reviews increased accountability and
keep the plan flexible. We can overcame this barrier
by:
• Frequently review progress and how the environment
is changing
• Keep the strategic plan at a high level, with flexibility
for implementation of the details and some reserve
funds
• Increase you contact with vendors and customers as
the plan rolls out
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48. 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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