strategic leadership for school leaders

Sesi IIKepimpinan Strategik

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ObjektifDiakhir 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

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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)

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Set Kemahiran Yang di Perlukan

Eksekutif

Pengursan Pertengahan

Penyelia

Teknikal Interpersonal Konseptual

Katz, 66

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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

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Kepemimpinan StrategikKeupayaan seseorang untukmenjangka, membayangkan,mengekalkan fleksibiliti, berfikirsecara strategik dan bekerjadengan orang lain untukmemulakan perubahan yang akanmencipta masa depan yang berdayamaju untuk organisasi

(Ireland dan Hitt,1999)


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)

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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)

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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)

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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?


Apakah Hubungan Kepimpinan Strategik dengan pengurusan

strategik?


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MODEL PENGURUSAN STRATEGIK

Analisis Kendiri Tentang Perlakuan Pemimpin Strategik

Gunakan inventori PS menilai perlakuan dan tindakan kepimpinan strategik anda berasaskan di tempat kerja semasa anda


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;


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; and7. 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.


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


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.


Apakah Kesan Berfikir Strategik?

Future focusOpenness

Breadth: very widePositive outlook/

proactiveCuriosityFlexibility


Definisi Berfikir Strategik:Mengintegrasi masa hadapan dalam

proses membuat keputusan

1. BIG

3. LONG2. DEEP

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1. Pemikiran StrategikPenjanaan idea

Apakah yang mungkin berlaku?

2. Membuat Keputusan StrategikMembuat Pilihan

What will we do?

3. Perancangan StrategikMengambil Tindakan

Bagaimanakah cara untuk melakukannya?

Idea strategik

Pilihan Keputusan

Strategi & Taktik

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Hubungan di antara pemikiran strategik dengan dengan Perancangan Strategik

The Strategic Thinking Skills

Systems Thinking

Reflection

Reframing

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Penilaian kendiri berkaitan perlakuan individu yang

berfikiran strategik


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.


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Assessment – Systems Thinking SkillsGood 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 doneBad HabitsView relationships individually as opposed to being part of an interwoven networkBreak the problem into parts before defining the entire problem

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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.

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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

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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.

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Directions: With 4 strokes of your pen connect all the dots. Do not lift your Pen from the Page


The Final Exam

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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.

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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

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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


Pindah Idea Kepada Tindakan


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Perkembangan Dasar/Hala tuju kepada operasiMandat & Mis

iVisi

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?

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Apakah maklumat tentang Persekitaran organisasi?

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

FID

UC

IAR

YLE

AR

NIN

GIN

TER

NA

LC

US

TOM

ER

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 fieldsOur students enjoy a

safe, welcoming, efficient, comfortable and family oriented

environment

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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

Peningkatkan prestasi Peperiksaan 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

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Pelan Tindakan Strategi: Memupuk semangat kekeluargaan staf

Program (Tindakan)

Tanggungjawab

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 kekeluargaan di- perkukuhkan

Fleksibiliti dan Simplisiti

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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

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


PEMANTAUAN DAN PENAMBAHBAIKAN BERTERUSAN PELAKSANAAN STRATEGI

(Ukur dan Nilai Prestasi Strategi)

SEKIAN

strategic leadership for school leaders

Education