Leadership

CHEMICAL ENGINEERING
UiTM 19 Mac 2014
PRESENTED BY: IR. KASIM BIN AHMAD

Part A
1.0 Foundations of Engineering Leadership
Definition of leadership
Characteristics of great engineering leaders
Overview of leadership theory: Concepts of
situational leadership and strategic
leadership;
Leadership vs. management: Vision and
mission statements, delivering on the vision
through effective oral and written
communication and presentation skills.

At the end of the topic, students

should be able to...
1. Understand the definition of leadership
2. Able to identify how to develop the
effectiveness of a good leadership

DEFINITION
Lead-er-ship..noun
the action of leading a group of people or an
organization
an act a decision to take a stand, or step, in
order to encourage, inspire or motivate others to
move with you.
A
good
leadership
is
the
ability
to
inspire motivation in others to move toward a
desirable vision.
While management is focused
leadership is focused on the person

on

tasks,

Distinguishing Leadership from Management

Leadership

Management

Influence relationship

Authority relationship

Leaders and follower

Managers and
subordinates
Produce and sell goods
and/or services

Intent real changes

Intent changes reflect
mutual purposes

Goods/services result
from coordinated
activities

Source: Leading organization: Perspective for a new era Gill Robinson Hickman

Leadership is the ability to take an

average team of individuals and
transform them into superstars. The
best leader is the one who inspires
his workers to achieve greatness
each and every day
..

Jonas Falk, a chef and the CEO of Organic

Life, a start up that provides nutritious school
lunches

DIFFERENCE BETWEEN
BOSS
Drives employees
Depends on authority
Inspires fear
Says, I
Places blame for the
breakdown
Knows how it is done
Uses people
Take credit
Commands
Says, Go

LEADER
Coaches them
On goodwill
Generates enthusiasm
Says, We
Fixes the breakdown
Shows how it is done
Develops people
Gives credit
Asks
Says, Lets go

LEADER VS MANAGER

Berikut ini beberapa pendapat yang dikemukakan oleh

para ahli mengenai definisi kepemimpinan:
1. George R. Terry (yang dikutip dari Sutarto, 1998: 17)

Kepemimpinan adalah hubungan yang ada dalam diri

seseorang atau pemimpin, mempengaruhi orang lain
untuk bekerja secara sedar dalam hubungan tugas untuk
mencapai tujuan yang diinginkan.
2. Ordway Tead (1929)

Kepemimpinan sebagai perpaduan perangai yang

memungkinkan seseorang mampu mendorong pihak lain
menyelesaikan tugasnya.
3. Rauch & Behling (1984)

Kepemimpinan adalah proses mempengaruhi aktifitasaktifitas sebuah kelompok yang diorganisasi ke arah pencapaian
tujuan.

3. James M. Black (1961)

Kepemimpinan adalah kemampuan yang sanggup meyakinkan
orang lain supaya bekerjasama dibawah pimpinannya sebagai
suatu tim untuk mencapai tujuan tertentu.
4. G.L.Feman & E.K.aylor (1950)
Kepemimpinan adalah kemampuan untuk menciptakan
kegiatan kelompok mencapai tujuan organisasi dengan efektif
maksimum dan kerjasama dari tiap-tiap individu.
5. G. U. Cleeton dan C.W Mason (1934)
Kepemimpinan menunjukan kemampuan mempengaruhi
orang-orang dan mencapai hasil melalui himbauan emosional
dan ini lebih baik dibandingkan dengan penggunaan
kekuasaan.
6. W.G. Bennis Leadership Theory and Administration
Behavior
Kepemimpinan sebagai proses dengan mana pemimpin
mendorong, mempengaruhi bawahan untuk berprilaku seperti
yang dikehendaki.

Character is key to great leadership

Used his power with words to weaken his opponents
- Lincoln.
Empathy and a willingness to suffer for followers'
ideals seem to mark out great leaders - Mahatma
Gandhi and Martin Luther King.
Former South African president and anti-apartheid
campaigner Nelson Mandela languished for 27 years
in jail, sacrificing his health and family life for a
cause he cared passionately about.
Mandela himself said: "It is better to lead from
behind and to put others in front, especially when
you celebrate victory when nice things occur," he
said.

"You take the front line when there is danger. Then people
will appreciate your leadership.
A few of Mandela's strengths - encouraging racial
harmony, forgiveness without forgetting, power-sharing
and a strong focus on the future.
Attributes of great leaders are ambition, patience,
humility, humour, vision, compliance, tolerance,
courage, accountability and gratitude Author Kevin
Daum
They boldly drive forward, clearing a path for those
who follow.

"Great leaders never take anything too seriously,

especially themselves, knowing full well that
people need a congenial environment to
succeed.
"All of the great leaders have had one
characteristic in common: it was the willingness
to confront unequivocally the major anxiety of
their people in their time. This, and not much
else, is the essence of leadership."

Walk the talk

As a leader, integrity means practicing what
you preach. Leaders who talk good game
but do not lead by example will not be
respected.
Anytime there is a gap between what a leader says and
what the leader does, the credibility of that individual will
suffer, and sometimes the cost will be too much for the
leader (and the organization) to bear. How do you walk
the talk? Consider these three ideas:
Practice empathy and selflessness: Understand the
hardships and sacrifices of those under youand be
prepared to share these hardships yourself.

 Curiosity* is a key leadership ingredient: The best

leaders arouse curiosity. They are interesting and are
able you inspire others to act. Boring people stifle
curiosity and drive away potential followers.
Use influence, not authority: people will always be
more inclined to follow a leader whose mantra is do as
I do rather do as I say. Influence accomplishes as
much as if not more than authorityand it leaves as
a better residue
You

can issue all the memos and give all the

motivational speeches you want, but if the rest of
the people in your organization dont see you
putting forth your best effort every single day,
they won't either.
* A strong desire to know or learn something:

MENJADI PEMIMPIN DI TEMPAT KERJA

PANDUAN & ASAS
1. MILIKI VISI YANG BERPANDANGAN JAUH
Merangkumi visi bagi diri sendiri, pasukan dan organisasi. Pakejkan dan
kongsi bersama visi dengan anggota kerja.
2. SANGGUP AMBIL RISIKO
Berani ambil risiko untuk mencuba idea idea baru yang berpotensi.
Sahut cabaran bermakna bersedia mengambil risiko. Mereka yang gaggal
menyahut cabaran biasanya tidak melakukan perubahan dan tidak
dipandang orang.
3. BERIKAN DORONGAN KEPADA ORANG YANG LAIN KREATIF DAN
BERINOVATIF
Bersedia dan relakan diri menerima idea idea baru.
4. JANGAN TAKUT MEMBUAT KESILAPAN
Belajar dari kesilapan dan elakkan daripada mengulangi kesilapan yang
sama.

5. LIBATKAN SEMUA ORANG

6. JADILAH SEORANG YANG FLEKSIBEL DAN ADAPTIF

7. LEBIH BAIK JIKA ANDA SERBA BOLEH

8. BERILAH LATIHAN DAN PENINGKATAN DIRI
9. GALAKKAN KERJA BERPASUKAN
10. BERIKAN GANJARAN KEPADA MEREKA YANG MELAKUKANNYA DENGAN BAIK
Ada banyak jenis gambaran termasuk pujian, sanjungan, bonus, kenaikan
pangkat, anugerah dan banyak lagi.

A good leader is able to make decision to hire, place and

promote talented individual with the following qualities:

Intelligent and judgment

Capability to anticipate
Loyalty
Integrity
A high energy drive
A balanced ego
Drive to get thing done

Here are three techniques you can use to pick up the right people:
Hire talent and values, not just resumes: Resume s, by definition,
describe past performance. They dont begin to indicate how someone
will fare in your organization
Seek value alignment: Dont hire or promote anyone who does not share
the same values that drive
your organization. Even a
talented
individual will find it hard to contribute to your mission if their values are
not in synch with your own.
Hire people who compensate for your own weakness: Dont let your ego
get in the way. Hire people you consider good enough to succeed you,
should the situation warrant it. Strong leaders are not afraid to surround
themselves with people better than themselves.

CHARACTERISTICS OF GREAT ENGINEERING LEADERS

1. Integrity: Always do the right thing regardless of sentiment and
never compromise your core values. If you cannot build trust and
engender confidence with your stakeholders you cannot succeed.
No amount of talent can overcome illegal, immoral or otherwise
ill-advised actions. A leader void of integrity will not survive over
the long-haul.
2. Excellent Decision Making Skills: As a leader you will live or die by
the quality of the decisions you make. When youre the leader
good decisioning is expected, poor decisioning wont be tolerated,
and great decisioning will set you apart from the masses.
3. Ability to Focus: If you cannot focus, you cannot perform at the
level necessary to remain in leadership for very long. The ability to
do nothing more than understand and lock-onto priorities will
place you in the top 10% of all leaders.

4. Leveraging Experience: Inexperience, a lack of

maturity, needing to be the centre of attention, not
recognizing limitations, a lack of judgment, an inferior
knowledge base, or any number of other common
mistakes made by rookie leaders can cause your
house of cards to fall. If you dont have the
experience personally, hire it, contract it, but by all
means acquire it. Great leaders surround themselves
with tier-one talent and the best advisers money can
buy. They dont make uniformed or ill-advised
decisions in a vacuum.
5. Command Presence: Great leaders possess a
strong presence and bearing. They are unflappable
individuals that never let you see them sweat (unless
of course it serves a purpose). Everything from how
they carry themselves to how they speak and dress,
messages that they are in charge.

6. Embracing Change: Great leaders have a strong bias to action.

They dont rest upon past accomplishments, and are always
seeking to improve through change and innovation. In todays
fast paced and competitive environment those leaders who
dont openly embrace change will often be shown the
door prior to the expiration of their initial employment
contract.
7. Brand Champions: Great leaders understand branding at every
level. They seek to build not only a dominant corporate brand,
but also a strong personal brand. leaders that are not well
branded on a personal basis, or who let their corporate brand
fall into decline will not survive.
8. Boundless Energy: Great leaders have a boundless amount of
energy. They are positive in their outlook and their attitude is
contagious. A low energy leader is not motivating, convincing,
or credible.

9. Subject Matter Expertise: Great leaders have a deep

understanding of their subject matter, and a strong orientation
toward achievement. Great leaders possess what often appears
to be a sixth sense or an almost instinctive feel for what
the needs to occur leverage their knowledge into a competitive
advantage.
10.People Acumen: Great leaders have a nose for talentThey
understand how to recruit, develop and deploy talent focusing on
applying the best talent to the best opportunities. They also know
when its time to make changes and cut losses as needed.

11. Organizational Acumen: Great leaders know how to engender

trust, when and how to share information, and are expert
listeners. They develop strong and positive team/organizational
cultures driven to performance by aligned motivations. They can
quickly diagnose whether the team/organization is performing
at full potential, delivering on commitments, and whether
the team is changing and growing versus just operating.
12.Curiosity: Great leaders possess a powerful motivation to
increase their knowledge base and to convert their learning into
actionable initiatives. They question, challenge, confront and are
never accepting of the status quo.
13.Intellectual Capacity: Great leaders are also great thinkersboth
at the strategic and tactical levels. They are quick on their feet
and know how to get to the root of an issue faster than anyone
else. Ive never met a great leader who wasnt extremely
discerning.

14.Big Thinkers: Regardless of the physical or geographical

boundaries of their current role, great leaders think big and
add a zero. Limited thinking results in limited results. Whether
global thinking is applied to capital formation, supply-chain
issues, business development, strategic partnering, distribution
or any number of other areas, those leaders who dont grasp
the importance of thinking globally will not endure. Great
leaders are externally oriented, hungry for knowledge of the
world, and adept at connecting developments and spotting
patterns.
15.Never Quit: Great leaders refuse to loseThey have an
insatiable appetite for accomplishment and results. While they
may reengineer or change direction, they will never lose sight
of the end game.

What is the definition of "situational leadership"?

A theory of leadership that proposes that leaders
change their leadership styles based on who they are
leading.
Those who serve in leadership positions develop an
individual philosophy on how to lead their
organization. Personal approaches to leadership are
constantly challenged by unforeseen situations and
issues that arise each business day. Situational
leadership is the change in approach that a manager
must take in response to the day-to-day challenges of
business.

Strategic leadership provides the vision and direction

for the growth and success of an organization. To
successfully deal with change, all executives need the
skills and tools for both strategy formulation and
implementation. Managing change and ambiguity
requires strategic leaders who not only provide a sense
of direction, but who can also build ownership and
alignment within their workgroups to implement
change.

How to Compare Organizational

(Situational)Leadership to Strategic Leadership
Identify the characteristics of each function
Select the relevant tools and techniques
necessary to perform your job and achieve your
goals
Organizational leadership focuses on setting up
businesses or large groups to run effectively
Strategic leadership tasks involve problem solving,
establishing strategies and communicating your
vision to subordinates

Misi
bermaksud
tugas
khusus
yg
dipertanggungjawabkan kpd atau yg akan
dilakukan oleh seseorang atau sesuatu kumpulan,
seperti Misi organisasi saya ialah mengadakan
kemudahan
pengangkutan
udara
dan
perhubungan yg paling akrab dgn keperluan
negara.
Visi bermaksud tanggapan dan pandangan yg jauh
dan mendalam, terutamanya yg berkaitan dgn
perkembangan masa depan dsb, atau disebut juga
sebagai wawasan, contohnya Pemimpin yang
mempunyai keperibadian yg utuh serta visi dalam
kepimpinan.

Definition
VISION:

Clear, comprehensive photograph of an organization at

some point in the future. It provides direction because it
describes what the organization need to be like, to be
successful within the future. (Organization wants to become)

MISSION: A mission is statement of purpose. The purpose is a clear

and succinct statement of the reason the organization or
project exists. It brings clarity of the purpose to members
of the organization, and broad direction as to what
members of the organization should be aiming for. It
includes:
The purpose
The core function (s)
The main methods used to reach those purposes
The general thrust of future operations
The major direction of change

Goals: Expected or desired outcome of a planning

process. Goals are usually broad, general
expressions of the guiding principles and
aspirations of a community
Objectives: Precise targets that are necessary to
achieve goals. Objectives are detailed
statements of quantitatively or
qualitatively measurable results the
plan hopes to accomplish

Value: Traits or qualities that are considered

worthwhile;
they
represent
an
individuals highest priorities and deeply
held driving forces.
Value statements: Grounded in values and
define how people want to
behave with each other in
the organization. Describe
actions that are the living
enactment
of
the
fundamental values held
by most individuals within
the organization

Goal-Setting
Goals are desired result, purpose, or objective
that one strives to attain
Goals are:
Specific
Measurable
Attainable
Relevant/Realistic
Time-Oriented
Tangible

Types of Goals
Short-term:
A goal that can be achieved in a
relative short period of time
E.g.: To complete the course
Long-term
A goal that takes a long period of time
to achieve
E.g.: Great success in career

Goal setting and analysis

Identify the goal List all your dreams

Prepare a goal statement Read one hour per
day
Check your goals harms the interest of
anybody
Goal is personal, positive, practical, flexible,
time bound and measurable
Identify anybody has already achieved
success
Focus on your most successful moments in life
Identify the internal and external obstacles in
achieving each goal

 Focus on your most successful moments

in life
Identify the qualities and behavior
required to reach each goal
Identify the resources, people, materials
and institutions help you in achieving
goal
Prepare a step plan to reach goal
Start implementing the plan of action
Review the progress
Analyse the reasons
Start behaving and acting as if you have
already achieved your goals

Steps to achieving your goals

Your self in OK state

Really tapping into what really you want
Goal does not depend anyone to achieve it
Stand in accomplishment - step into time
If anything would make this more make it
now
Think the significant people in your life
Realization of this goal to a higher goal
Imagine yourself having achieved the goal
Imagine what you want it to be
Willing to commit & to do.

Motto
Endeavour, Religious, Dignified
Vision
To establish UiTM as a premier university of outstanding
scholarship and academic excellence capable of providing
leadership to Bumiputerass dynamic involvement in all
professional fields of world-class standards in order to
produce globally competitive graduates of sound ethical
standing.
Mission
To enhance the knowledge and expertise of Bumiputeras
in all fields of study through professional programmes,
research work and community service based on moral
values and professional ethics.

Philosophy
Every individual has the ability to attain excellence through the
transfer of knowledge and assimilation of moral values so as to
become professional graduates capable of developing
knowledge, self, society and nation.
Objectives

To provide maximum opportunities for bumiputeras to pursue

professionally-recognised programmes of study in science,
technology, industry, business, arts and humanities.
To provide quality and innovative programmes of study relevant to
current market needs and customer demands, and in line with
policies of national development.
To establish a human resource development programme as a tool for
the assimilation of a value system within the university community.
To ensure that UiTM graduates are adequately prepared to join the
local as well as the global workforce.
To establish UiTM as a centre of excellence that is accountable for
the effective and efficient management of its human resources,
finances and assets in order to achieve its educational objectives,
while playing its role as a catalyst in community development.

VISI
Intelligent SmartCom Sdn. Bhd
MENJADI SALAH SATU BLOK UTAMA YANG SERING
DILAWATI BAGI TOPIK PERNIAGAAN INTERNET

MISI

Menulis artikel yang berkualiti secara konsisten

Mengutamakan artikel yang berkaitan keusahawan
dan pemasaran
Mencadangkan produk yang berkualiti dan patuhi
syariah
Menyebarkan ilmu perniagaan dan pemasaran
internet yang betul

SIRIM Berhad
VISION
A Premier Total Solution Provider in Quality and Technology
Innovation
MISSION
As a Leader in Quality and Technology Development, we:
Efficiently deliver customized technology and quality
solutions to industry and government, and support
inclusive growth through innovation
Enhance customers business competitiveness and growth
through applied industrial research and technology
Facilitate trade, and enhance health, safety, environment
and customer confidence through quality, standards and
conformity assessment

PERODUA
Corporate Mission
To be a world class automobile company renowned for
excellent quality and reliability through:
Professionalism in all our operations
Efficiency in utilising technologies and available resources
Resilience in meeting our challenges
Optimising benefits to customers and stakeholders
Dedication towards social responsibility to community, the
environment and development of competent workforce
Uniqueness in our products
Aspiration to glorify the name of PERODUA

VISI
SMK (P) BUKIT KUDA KLANG
SEKOLAH UNGGUL PENJANA
GENERASI TERBILANG

MISI
MEMBANGUNKAN POTENSI
INDIVIDU MELALUI PENDIDIKAN
BERKUALITI.

SUMMARY
VISION

Dream or a Created by consensus. Forms mental

picture to be image of future to which people can
achieved
align. Describes something possible,
ultimately.
not necessarily predictable. Provides
direction and focus. Pulls people, who
hold it, towards it.

MISSION Statement
business.

of States the business reason for the

organization's existence. Does not
state an outcome. Contains no time
limit or measurement. Provides basis
for decisions on resource allocation
and appropriate objectives. Defines
current and future business in terms of
product, score, customer, reason, and
market price.

GOALS

Results to
achieved.

Describes ideal states to be achieved

at some unidentified future time.
Defined consistent with and related
be
directly to vision and mission. Guide
everyday decisions and actions. Do not
necessarily deal with measurable
results.

Focuses on critical organization issues

and milestones. Describe activities to
How - Actions
be accomplished to achieve goals.
and Results - to
Identify dates when specific results are
OBJECTIVES plan to achieve
to be accomplished. Measurable in
the
desired
terms of whether or not they are
results.
achieved. They may be changed when
necessary for progress towards goals.

Effectively in developing the vision, mission, goals

and objectives depends to the interdependence of
the seven variables:
Structure: The organizational map/chart (Line of
authority and responsibility)
Strategy: The plan leading to the allocation of
resources (Project selection)
Staff: The people employed (Teamwork,
empowerment, participation)
Style: The management style of the organization
(management commitment)

 Systems: Procedures, guidelines and control

mechanisms (management of
activities)
Shared Values: The goals shared by all
employees (Everyone involved)
Skills: The strengths and capabilities of all
employees (knowledge, tools, techniques
available)
The structure and strategy have been classified as
hardware variables and the remaining five (Staff,
Style, Systems, Shared values, and Skills) have been
classified as software variables.
Source: The McKinsey Model (7ss Model)

kasim@sirim.my
Tel: 03-5544 6541
HP: 012-3858 707