This document discusses the essential leadership qualities required by academicians to establish world-class universities and the importance of creating a positive environment to foster these qualities. It identifies three key characteristics of top-tier universities: talented individuals, substantial resources, and effective leadership, while emphasizing the role of both intellectual and emotional intelligence in academic leadership. The paper also outlines strategies for developing and nurturing academic leaders to ensure sustainability in higher education.

1. CENTRE FOR CORPORATE
PLANNING AND LEADERSHIP
The National University of Malaysia
by:
Adlin Masood
Prof. Dr. Wan Kamal Mujani
Mahyudin Omar

2. This paper seeks to study leadership qualities
required by academicians to build world-class
universities and how to create and nurture a
positive environment to enhance these
leadership qualities thereby ensuring
sustainability of the higher institution of
learning.
CENTRE FOR CORPORATE
PLANNING AND LEADERSHIP
The National University of Malaysia

3. MASSIFICATION OF
HIGHER INSTITUTE OF
EDUCATION
SOPHISTICATED
INNOVATION &
KNOWLEDGE
CREATE GROWTH &
WEALTH OF NATIONS
EFFECTS OF
GLOBALIZATION

4. 3 common characteristics of top tier world-class universities:
1.Talented academicians and students,
2.Substantial budgets and strategic vision
3.Leadership
Altbach, P.G. and Salmi, J. (2011) “The Past, Present and Future of the Research University (pp. 11-32), The
Road to Academic Excellence: The Making of World-Class Universities – World Bank Report

5. CENTRE FOR CORPORATE
PLANNING AND LEADERSHIP
The National University of Malaysia

6. CENTRE FOR CORPORATE
PLANNING AND LEADERSHIP
The National University of Malaysia
Rowley, J. (1997)
Peter Senge (1999)

7. Moore, R. M. & Diamond, M.A. (2000)
Salmi, J. (2009), the establishment of a world-
class research university requires

8. CENTRE FOR CORPORATE
PLANNING AND LEADERSHIP
The National University of Malaysia

9. • Tutorship
• Graduate
Research
Assistant
• Research
Officer
• Research
Assistant
11
22
33
77
66
Research Leadership
• Dean, Faculty
• Chair, School
• Head, Department
Public Leadership
• Director, Research Institute
• Chair, Research Centre
• Head, Research Program/Project
Management Leadership
• President, Int. Scientific Assoc.
• President, Nat. Scientific Assoc.
• Advisor, Nat. Committee
• Vice Chancellor
• Deputy Vice Chancellor
• Director, Management Centre
Komoo, I. (2012) Enhancing Quality Higher Education : Academic Integrity & Excellence, AKEPT
44
55

10. Salmi, J. & Liu, N.C. ( 2009 ) Paths to a World-Class University. The Challenge of
Establishing World-Class Universities: World Bank

11. 1. Alden, J., & Lin, G. (2004) Benchmarking the characteristics of a world-class
university: Developing an international strategy at university level
2. Altbach, P. G. (2004) The costs and benefits of world-class universities. Academe
90(1)
3. Khoon et.al, (2005) Hallmark of a world-class university. College Student Journal
4. Niland, J. (2007). The challenge of building world-class universities

12. To summarise, a world-class university should have:
•an avant-garde world-view,
•revolutionary research,
•lead scholar
•drive & high aspiration
•commendable strategy
•it should nurture and uphold a learning culture and a
spirit of cohesiveness and scholasticism among its
campus community.
•Exploring opportunities for synergistic alliances with
other leading institutions is equally important to avoid
becoming insular
(Khoon, Shukor, Hassan, Saleh, Hamzah & Ismail, 2005)

13. Orstendorf , M et al., (2012) Mentoring for academic leadership
Sharifah Hapsah (2008) Towards Excellence as a Research University
Gill, S.K. (2009) Academia, Industry and Community Collaboration in Malaysia: Strategies and Opportunities
for the Future
Watt, W. M (2009) 10 Recommendations towards effective academic leadership Academic Leadership
Gonzales (2004) Qualities for Meeting Today’s Higher Education Challenges Academic Leader (pg 6 – 9)
Magna Publication

14. 4 FOCUS AREAS
(leaders need to maintain momentum in order to sustain RU transformation plan)

15. • Leadership when translated to Bahasa Malaysia reads
‘pimpin’ which means ‘to guide’
• Pimpin takes into account emotions and thus more holistic as it’s
main component is EMOTIONAL INTELLIGENCE (EQ)
• Intellectual capability (IQ), knowledge and technical expertise is
important to be an outstanding leader
• EQ is the differentiating factor in success and twice as
important than IQ

16. To realize it’s own transformation plan The National University of Malaysia (UKM) stated it’s
employees must have 5 leadership values:
transparency, collegiality, innovativeness, accountability and merit
Current study by UKM, to list, enhance and define the leadership qualities, it
requires of it’s current and future leaders:

17. • Academic leaders are caught between 2 worlds have to
balance the demands between
 ‘academe’: advancement of scholarship and knowledge
 ‘business’: administrative and reporting requirements
• Academics leaders needs to be better supported in
their leadership roles as their general expectation upon
entering the profession is to excel in their field of expertise
through research, publication and/or teaching
• Counterpart in the corporate sector where the natural
progression from the role of an individual contributor to that of
a leader

18. 1. Hill, L, (2005) Leadership Development: A Strategic Imperative for Higher Education
2. Palus, C.J. & Horth, D.M. (2004). “Exploration for Development.” In C.D. McCauley & E. Van
Velsor (eds.), The Center for Creative Leadership Handbook of Leadership Development (2nd
ed.)
3. Hernez-Broome, G. & Hughes, R. L. (2004) Leadership Development: Past, Present, and Future
Human Resource Planning, Vol. 27 l
4. Ting, S., & Hart, E. (2004). Formal coaching. In C. D. McCauley & E. V.Velsor (Eds.), The Center

19. Leadership Model
Leadership Competency Framework
Foundation for the design and delivery
of its leadership and management
development programmes

20. 1. Identifying & nurturing leaders can make the difference between success & failure.
Thus there is need to review the selection and promotion process plus examine the
IQ, EQ, PQ and SQ of the recruits.
2. Wondra (2009) recommends developing a systematic approach to talent and
succession management
3. Drew, G. (2005) Leader’s attitude must include 3 core beliefs
a. the institution is more important than any single individual, it is a
b. leader’s job to help other succeed
c. decision must consider the organization’s future and sustainability
4. Malaysia National Transformational Strategic Plan for Higher Education:
1. Academic leadership development as a means to build world-class
university
2. Autonomy to public universities
3. Implementation of talent management and succession planning at all
levels of the higher education institutions
5. Ultimately, universities leaders have to:
a. be held accountable for development and nurturing of existing and
emerging leaders
b. promote an environment that is agile, conducive and encourages their
faculty to be strategically visionary, innovative, and flexible thereby able to
address the social, technological, and political challenges in the highly complex
and shifting global landscape