Slaid pembentangan YBhg Prof. Dr. Mohamad Kamal Haji Harun, Pengarah, Akademi Kepimpinan Pendidikan Tinggi (AKEPT) semasa Konvensyen Pentadbir Universiti Awam 2016 di AKEPT pada 20 Ogos 2016.

1. Keserakanan Dalam Pendidikan Tinggi
Professor Dr Mohamad Kamal Harun, FASc
AKEPT
The National Park, Kuala Tahan, Pahang, Malaysia

2. Misi Melahirkan Insan Yang
Meneraju Industri Perladangan
Negara
UiTM : Plantation Management Program
o Diploma
o Degree
1970 an

3. Ahli Akademik
Mencari/Mem
bentuk/
Menerbitkan
ilmu
Menyampaikan
ilmu
Mengupayakan masyarakat
melalui Ilmu
Kepimpinan Akademik
1. Tidak mempunyai
jawatan yang
memberikan kuasa.
2. Dihormati atas kehebatan
ilmunya
3. Dipandang tinggi atas
kredibiliti
pengetahuannya
4. Diidengari atas
kebijaksanaannya
5. Mampu menjadi rujukan
kepada masyarakat

4. Soil Fertility
Plant Diseases
Management Operation
Mechanization of Estate
Operation
Postharvest Handling and
ProcessingAgricultural Marketing
Plantation Crops
Labor Resource
General Field Maintenance
Pest and Disease
Management
Ethical, Social and Legal
Issues
Economics
Melahirkan Insan Yang Meneraju
Industri Perladangan Negara

5. ©AKEPT2016
Cerita Misi Melahirkan Insan Yang
Meneraju Industri Perladangan
Negara
KESERAKANAN

6. KESERAKANAN DIDALAM
ORGANISASI
Pengurus/Pe
ntadbir
Universiti
Pusat Peperiksaan Pej Perhubungan Industri Selenggaraan

7. ©AKEPT2016
A Story

8. Tugas Pemimpin Akademik
Mencari/Membentuk Ilmu dan
Mengukuhkan Universiti
Menguji/Menyelidik/Menerbit
Mengkaji
Dikongsikan dan
dibahaskan dalam
pasukan bidang;
KESERAKANAN
Dikongsikan: Merentas bidang;
Pengajaran/Penerbitan
KESERAKANAN
Universiti
Tersohor

9. KESOHORAN UNIVERSITI
Kesohoran Universiti

10. 1. Kerakanan membina pasukan yang bekerjasama secara kukuh dan menyokong
(secara profesional) antara satu sama lain bagi mencapai matlamat organisasi.
2. Kerekananan bererti mendengar dan menggalakkan perbedaan pandangan dan
pendapat serta menyokong perbedaan ini, jika ia boleh menjayakan misi
menghasilkan insan berguna.
3. Keserakanan menekankan kepada tanggungjawab secara berpasukan dalam
mencapai misi dan matlamat.
4. Keserakanan mencetuskan interaksi kerap antara satu sama lain bagi memastikan
keputusan bersama dibuat dalam menjayakan misi dan menelakkan konflik.
1. Keserakanan membentuk tenaga kerja yang bersemangat tinggi disamping
menyediakan suasana dan ekosistem pekerjaan yang memberansangkan.
Lesson Learnt

11. • Keserakanan
1. Menampakkan kecenderungan
kepada mengambil berat terhadap
rakan sekerja dan kejayaan
mereka.
2. Antara ahli fakulti bertumpu
kepada perkembangan pespektif
dan juga kemajuan antara ahli.
3. Meningkatkan kreativiti dan
keupayaan organisasi
4. Memantapkan kolaborasi,
5. Membulatkan usaha melalui
kerjasama
6. Lebih bersifat “humanistic”dan
tidak “mechanical"
7. Sentiasa melihat kehadapan.
Lesson Learned
• Kesan Keserakanan
1. Meningkatkan produktiviti
dan kecekapan individu
serta organisasi
2. Peningkatan semangat
berkomuniti
3. Satu budaya yang positif
4. Menjadikan tempat kerja
seronok didiami.

12. • Kesan ketiadaan Semangat
Keserakanan
1. Kecekapan dan keberkesanan
organisasi menurun,
2. Mengasingkan diri dari orang
lain
3. Kehilangan peluang untuk lebih
cepat maju
4. Mengekang potensi bakat
individu dalam organisasi, dan
menyebabkan kerugian kepada
organisasi
The collegial effect: An exploratory study of how faculty members perceive collegiality and its effects on individuals and departments
Robinson, Raymond D.. Michigan State University,
Lesson Learned
• Ketiadaan Semangat Keserakanan
1. Terlalu mementingkan diri sendiri,
2. Tidak mempunyai timbang rasa dan
kesedaran tentang keadaan
sekeliling.
3. Menpunyai sifat dan perangai yang
negatif.
4. Sentiasa menyangka diri lebih
handal dari yang lain dan
menggunakan kedudukan dan
pangkat untuk menunjukkan kuasa.
5. Dalam keadaan tertentu bersifat
diskriminasi.

13. Lesson Learned

14. Empathy: Fair and Recognized
Potentials of others
ACKNOWLEDGED THAT POWER AND
AUTHORITY ARE EQUAL AMONG
COLLEAGUES.
Lesson Learned

15. Lesson Learned

16. Be Knowledgeable
Lesson Learned

18. Voices of the Malaysian
Community
(community survey 2014)
1. Lead Knowledge to Empowering the Community
2. Education for All: Inclusive and Equitable Opportunities for
Quality Higher Education.
3. Strengthen National Cohesion through Higher Education;
4. Malaysian Higher Education: Strength through Diversity
5. Foster Collaboration for Excellence;
6. Nurture Talent: Learning Experience for Continued Excellence
7. Internationalization: Progressive International Impact;
8. IHL Governance: Empowered and Transparent
9. Higher Education that Leads Economic Revitalization;
10. Higher Education for Inclusive and Sustainable Development
11. Research and Innovation for humanity and inclusive growth;
12. HE as an instrument for soft power in conflict resolution.

19. ©AKEPT20
AKEPT PILLARS
Higher
Education Thought & Action Leaders
Training & Talent
Development
Research
Administration, Financial, Infrastructure &
Partnership
THRUST
FUNCTION
VISION & MISSION
SUPPORT
SYSTEM
Academic
Leadership
Institutional
Leadership
Strategic
Research on
Leadership

20. FOCUS AREAS FOR ACADEMIC LEADERSHIP, GOVERNANCE & LEADERSHIP
TALENT DEVELOPMENT
©AKEPT2016
ACADEMIC LEADERSHIP IN
HIGHER EDUCATION (AL 400)
Strategic Leadership & Decision Making
Academic & The Community (Nation-
Civilisation)
The Malaysian Higher Education (Autonomy
& Governance)
Leadership Style, Traits and Characteristic
The Idea & role of Higher Education in
Malaysia
Leadership in Managing Diversity
Malaysian Higher Education Blueprint & Act
INSTITUTIONAL LEADERSHIP
ADVANCED LEADERSHIP PROGRAMME (IL 700)
Leadership Mobility
Sustainable Leadership
Coaching & Mentoring Leaders in HEIs
Global Discoveries: Future University
Autonomy & Accountability in 21st Century HEIs
MID-LEVEL LEADERSHIP PROGRAMME II (IL 600)
Leading Successful Change in HEIs
Strategic Financial Management in HE Towards High-
Income Nation
Strategic Management for High-Performance
Universities II
Building Inner Strengths of Leaders in Higher Education
Crisis Leadership in HEIs
MID-LEVEL LEADERSHIP PROGRAMME I (IL 500)
Strategic Management for High-Performance
Universities I
Strategic Communication & Media for HEIs Leaders
Fostering Creative Problem Solving in HEIs: Crisis &
Conflict Management
Unlocking Potential Through Performance Management
ACADEMIC LEADERSHIP
ACADEMICS AND THE INSTITUTION (AL 300)
Academic Governance & Leadership
Corporate Strategy in University
Administration
Academic Leadership in Community
University Engagement
Collegial Management
Knowledge Management & Academic
Credibility
Managing Scarcity & Solidarity
COMMUNITY OF ACADEMICS (AL 200)
Academic Profession (Scholarship-Culture)
Academic Networking
Coaching & Mentoring for Excellence
THE INDIVIDUAL ACADEMIC (AL 100)
Qalb-Based Leadership
Human Governance
Intellectuality & Social Conscience
Academic Ethics & Integrity
Self Leadership & Identity Construction
35 programs x 3 courses/program = 105 courses

21. ©AKEPT2016
STRATEGIC LEADERSHIP FOCUS
AREAS
MODULE
Human Capital Development for
Technology Transfer Centre
Grants Assessor Programme
The Digital Education Leadership Action
Training (DELAT) Programme
CONFERENCES/PUBLICATIONS
AKEPT Leadership Talk Series
World Islamic Countries University Leaders
Summit (WICULS 2016)
Conference on Governance in Higher
Education Institutions 2016
ASEAN Emerging Administrative Leaders
Convention 2016
2nd Forum on Qalb-Based Leadership in
Higher Education Institutions
South East Asia Higher Education Summit
(SEAHES 2016)
HE Governance for Malaysian University
Boards Chairs and Vice
Chancellors/Presidents
LEADER Magazine
Conference for Higher Education
Department Heads
YOUNG LEADER DEVELOPMENT
Malaysian Young Scholar Leadership
ASEAN Future Leaders (AFLES)
STRATEGIC LEADERSHIP RESEARCH
University Good Governance Practice
The nature and Functions of Qalb in
Leadership from the Islamic Perspective:
ASEAN Community Leadership Engagement:
Reviving The Soul of Higher Education
University Corporate Governance: RU’s,
Comprehensive and MTUN

22. TERIMA KASIH