The document discusses strategic leadership concepts including:
1. The objectives of the session are to understand strategic leadership concepts, identify characteristics of strategic leaders, understand strategic thinking concepts, identify behaviors of strategic thinkers, and understand how to translate ideas into operations.
2. Strategic leadership is defined as the ability to envision the future, maintain flexibility, think strategically, and work with others to initiate changes that will create an advanced future for the organization.
3. Strategic thinking skills that effective leaders use include systems thinking, reframing, and reflection to generate new insights, switch perspectives, and make judgments based on experience.
Becoming a strategic leader. kepimpinan strategik.
Di akhir kursus ini, peserta akan:
1. memahami tentang konsep kepimpinan strategik dan keperluannya untuk meningkatkan prestasi kepimpinan kendiri dan organisasi.
2. meningkatkan kompetensi kepemimpian strategik: berfikir strategik (strategic thinking), bertindak strategik (strategic acting) dan pengaruh strategik (strategic influence).
Becoming a strategic leader. kepimpinan strategik.
Di akhir kursus ini, peserta akan:
1. memahami tentang konsep kepimpinan strategik dan keperluannya untuk meningkatkan prestasi kepimpinan kendiri dan organisasi.
2. meningkatkan kompetensi kepemimpian strategik: berfikir strategik (strategic thinking), bertindak strategik (strategic acting) dan pengaruh strategik (strategic influence).
Bab 2 ini membincangkan mengenai interaksi yang digunakan dalam pembelajaran di dalam bilik darjah serta imteraksi yang berkesan untuk dilaksanakan dalam pengurusan pembelajaran di sekolah.
Urutan Instructional Design dari Robert Gagne dalam pelaksanaan Training. Urutan ini membantu Trainer merancang susunan aktivitas trainingnya mulai dari awal hingga akhir.
Ilmu Kepemimpinan by Hafizd Aprianto, ST (Cara Menjadi Pemimpin Sukses)Hafizdaprianto
Mau menjadi seorang pemimpin yang efektif, serta Luar Biasa?
Mau menjadi pemimpin yang berkarakter dan disukai oleh para bawahan kita?
Menghilangkan hambatan-hambatan dalam hubungan antara Atasan dan Bawahan??
Silahkan Lihat Presentasi ini :
Ilmu Kepemimpinan Efektif - By Hafizd Aprianto, ST.
If you want to 2x your SaaS business, you can't rely on A/B testing (and we tell you why). Copy Hackers presents 19 well-researched techniques for doubling your revenue.
Go Long: How to write uncomfortably long and stunningly high-converting copyJoanna Wiebe
In this talk at Learn Inbound (Oct 2016), Joanna Wiebe talks through case studies for ecommerce and SaaS emails. The common theme among the studies? The winning copy was 2 to 3x longer than the control. Watch and download - and get your team on board with using more words to create high-converting websites and emails.
Bab 2 ini membincangkan mengenai interaksi yang digunakan dalam pembelajaran di dalam bilik darjah serta imteraksi yang berkesan untuk dilaksanakan dalam pengurusan pembelajaran di sekolah.
Urutan Instructional Design dari Robert Gagne dalam pelaksanaan Training. Urutan ini membantu Trainer merancang susunan aktivitas trainingnya mulai dari awal hingga akhir.
Ilmu Kepemimpinan by Hafizd Aprianto, ST (Cara Menjadi Pemimpin Sukses)Hafizdaprianto
Mau menjadi seorang pemimpin yang efektif, serta Luar Biasa?
Mau menjadi pemimpin yang berkarakter dan disukai oleh para bawahan kita?
Menghilangkan hambatan-hambatan dalam hubungan antara Atasan dan Bawahan??
Silahkan Lihat Presentasi ini :
Ilmu Kepemimpinan Efektif - By Hafizd Aprianto, ST.
If you want to 2x your SaaS business, you can't rely on A/B testing (and we tell you why). Copy Hackers presents 19 well-researched techniques for doubling your revenue.
Go Long: How to write uncomfortably long and stunningly high-converting copyJoanna Wiebe
In this talk at Learn Inbound (Oct 2016), Joanna Wiebe talks through case studies for ecommerce and SaaS emails. The common theme among the studies? The winning copy was 2 to 3x longer than the control. Watch and download - and get your team on board with using more words to create high-converting websites and emails.
Started Facebook marketing... but ready to get a lot more out of it? In this deck, see the 7 advanced tactics online marketers are using to get even more out of Facebook. As originally seen on Copy Hackers.
A presentation looking at trends, drivers, actions, strategy and business ethics, why they matter, who does them well and what the business case is today
Business is an engine that creates value. So, what does that have to do with CSR?
Business creates value: So should CSR
Business is an engine that creates value. So, what does that have to do with CSR?
Slides from a Presentation to the Canadian Business Council in Dubai and Northern Emirates / Swiss Business Council in United Arab Emirates joint meeting in Dubai.
Traditional, philanthropic and charity-centric approaches to CSR focus on allocating some of that value to society and the rest to shareholders. A zero-sum game where for one party to get more the other party must get less.
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
CFOs and the Corporate Performance event presentation is now available for download!!
Don't miss out the chance to discover KMS Financial Dashboard and gain a 360 degree view of the profitability, risk and cash flow metrics of your organization. Get in touch with us and learn how to perform Dynamic Analysis, Simulation of Profits, Sensitivity Analysis and uncover key value drivers.
This presentation gives a very high-level explanation of what a dashboard should be used for, what type of content it should consider and how it should look to be most effective.
Didalam ebook ini membahas mengenai manajemen, manajemen sumber daya manusia, perencanaan sumber daya manusia, analisis pekerjaan dan jabatan, rekrutmen calon karyawan, seleksi calon karyawan, pelatihan dan pengembangan, kompensasi karyawan, motivasi kerja, kepuasan kerja, dan mengelola sumber daya manusia di era global. silahkan download untuk dipelajari.
strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions
Definition of management
Definition of leadership
State the major styles of leadership
State the factors that may affect leadership styles
Nursing leadership role
Managers - Understanding Management (Theory and Approaches)Seta Wicaksana
Average managers play checkers, while great managers play chess. The difference? In checkers, all the pieces are uniform and move in the same way; they are interchangeable. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths. In chess, each type of piece moves in a different way, and you can’t play if you don’t know how each piece moves. More important, you won’t win if you don’t think carefully about how you move the pieces.
Workshop ii vl teachers(presentation deck)mmcdowell13
The slide deck showcases the actual slides used in the presentation. The outcomes for the presentation included:
- Understand the system-wide distributed leadership approach to embed the VL mindframes and associated VL research in and across a school system.
- Understand the implementation pathway (introduction, initiation, application, and capacity-building) for the relational and tactical aspects of leadership development.
- Review implementation milestones and challenges associated with leadership work
- Relate current system-wide efforts in embedding the VL Mindframes and VL research with the work of the Tamalpais Union High School District.
Community of Practice Webinar - What makes a good (or great) change manager? Prosci ANZ
As Change Management develops as a profession, we are building a better understanding of what makes a good (or great) Change Manager. Certification or university qualifications are important but not enough!
- Topics we will cover:
- Recap on the role of the Change Manager
- Qualifications vs experience - what matters most?
- Snapshot of Prosci Best Practices research
- Top 5 insights from our consulting team
- Q & A
Similar to Strategic Leadership For School Leaders (20)
1Memahami apa itu stres/ tekanan dan kesannya kepada kehidupan seseorang itu (minda dan badan fizikal)
2 Mengenali simptom-simptom stres.
Memahami jenis stres yang positif atau negatif.
Memahami strategi-strategi untuk mengawal stres.
Panduan asas bagi implementasi SPK MS ISO 9001:2015
Guidelines how to implement quality management system ISO 9001:2015.
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Ethnobotany and Ethnopharmacology:
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Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
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Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
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Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
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
4Mbustaman IAB KPM
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)
MBustaman-IAB KPM 15 8
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)
Mbustaman IAB KPM 9
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)
Mbustaman IAB KPM 10
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?
Mbustaman IAB KPM 11
14. Analisis Kendiri Tentang
Perlakuan Pemimpin Strategik
Gunakan inventori PS menilai perlakuan
dan tindakan kepimpinan strategik
anda berasaskan di tempat kerja
semasa anda
Mbustaman IAB KPM 14
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;
Mbustaman IAB KPM 15
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.
Mbustaman IAB KPM 16
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
Mbustaman IAB KPM 17
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.
Mbustaman IAB KPM 19
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
MBustaman-IAB KPM 15
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.
Mbustaman IAB KPM 26
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 28Mbustaman IAB KPM
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.
3131Mbustaman IAB KPM
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
32Mbustaman IAB KPM
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. 33Mbustaman IAB KPM
34. Directions: With 4 strokes of your pen connect all the dots.
Do not lift your Pen from the Page
Mbustaman IAB KPM 34
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
36Mbustaman IAB KPM
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
Mbustaman IAB KPM 37
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?
40Mbustaman IAB KPM
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
FIDUCIARYLEARNINGINTERNALCUSTOMER
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
42Mbustaman IAB KPM
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
43Mbustaman IAB KPM
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
47MBustaman-IAB KPM 15
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
Mbustaman IAB KPM 48