More Related Content Similar to Keynote 2: Nurturing Local Leadership Towards Sustainable Development, Tan Sri Dato' Dzulkifli Abdul Razak (20) More from ESD UNU-IAS (20) 1. ©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
2. ©DAR 2016
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
15. ©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”?
19. ©DAR 2016
Hierarchical, Rigid, Me,
Competition, Red Ocean,
Unsustainable, Dead
Fewer levels, Cooperation,
Teams, Knowledge Sharing,
Caring, Equity, Just
21. ©DAR 2016
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
24. ©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
©DAR 2016
25. ©DAR 2016
• 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/
26. ©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
27. ©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
29. ©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
30. ©DAR 2016
…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)
31. ©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,…
38. ©DAR 2016
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)
40. ©DAR 2016
…every one is individually responsible for exercising
the agencies of their "free will" that is supported through
their seat(s) of intellect
?
43. ©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
46. ©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.”
47. ©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
48. ©DAR 2016
University of Bologna (1088) - probably
the first “university” in the western world
….trustee of European humanist
tradition…
Today’s standards
53. ©DAR 2016
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
54. ©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; …
55. ©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.
56. ©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
JC
Al-Ghazali’s Balance of Character Traits
57. ©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
62. ©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
63. ©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
64. ©DAR 2016
Asia
Populous – China, India, ASEAN Community
Diverse – beliefs, cultures, systems, ecology
Dynamic – economy, HE, young & mobile
Volatile – disparities, aggression, tensions
world
65. ©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
66. ©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
67. ©DAR 2016
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
69. ©DAR 2016
Increasing populations stress existing
educational systems
ADB 2011
Over-enrollment leads to increased
under-employment post-graduation
Carlson 2012
googleasiapacific.blogspot.com
divide
70. ©DAR 2016
14 Aug 2013
http://www.ibtimes.com/international-students-higher-education-really-inexpensive-germany-not-us-charts-1383641
71. ©DAR 2016
14 Aug 2013
http://www.ibtimes.com/international-students-higher-education-really-inexpensive-germany-not-us-charts-1383641
73. ©DAR 2016
This list ranks colleges
and universities based on
educational performance
and the cost attributed
to studying there (2015)
Source: Aperian Global.
74. ©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
77. ©DAR 2016
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
78. ©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
79. ©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…
80. ©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
82. ©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
