Academic Leadership Programme (ALP)

OVERVIEW

Academic leaders are experts who are leaders in their own fields of specialisation. They are expected to be those who have gained the most academic status and recognition, possess commandable academic quality and credibility, influence others, contribute significantly to society and make impactful decisions about discipline and affect change at large. Thus, academic leadership is normally acquired based on academic expertise and credibility, character and attitude (personal qualities), exposure and experience.

This differentiates from the general assumption that the concept of leadership in universities is equivalent to that in corporate settings where organisational hierarchy and formal positions determine who academic leaders are and who are not.

AL100 - INDIVIDUAL ACADEMIC

AL 101 - QALB-GUIDED LEADERSHIP

OVERVIEW

The Qalb-Guided Leadership module is grounded in both the Rukun Negara and National Education Philosophy that inspire a concept of "balanced and harmonious human being" who firmly believes in and devoted to God, and of service to society. It embraces the notion that the “right” traits and behaviours should emerge from God-consciousness which is the most primal instinct for human beings. As the Qalb is central to a person’s thoughts, actions, behaviours, feelings and emotions; such God-consciousness leads to the “Submissive Heart “(‎Qalb al-Salim). This embeds four Principal Virtues of Wisdom, Justice, Courage and Temperance. Nurtured in a Perfectly Balanced Way, these virtues will manifest the desired leadership traits and behaviours of a Qalb guided leader such as trustworthy and accountability, integrity and dignity and intelligent and wise. This module also emphasizes that the creation of values driven leaders should begin with the true understanding on the concept spirituality and the nature of human being. 

 

KEY BENEFITS

  • Understand the connection and the influence of National Education Philosophy in nurturing holistic and inspiring leaders;
  • Comprehend the nature and quality of the Qalb (values) as the main important component of human being;
  • Strengthen the role of spirituality and the inner aspect of religion in nurturing sustainable leaders; and
  • Actualise the influence of the Qalb (values) in establishing both the impactful academic leadership and the institutional leadership.

 

AL 103 - INTELECTUALITY & SOCIAL CONSCIENCE
AL 104 - ACADEMIC ETHICS & INTEGRITY
AL 105 - SELF-LEADERSHIP & IDENTITY CONSTRUCTION

AL200 - COMMUNITY OF ACADEMIC

AL 201 - ACADEMIC CULTURE AND PROFESSION

OVERVIEW

This module aims to introduce participants to the concepts of academic profession, rooted in a large number of disciplines and is based primarily in an academic system & culture. It will also focus on the changes in academic careers and their implications for academic scholarship, culture, roles, and the management of academic work. Participants will examine topics related to the nature and changes of Academic Profession (AP), rewards of academic career, academic leadership, and discuss on topics such as income and job satisfaction, internationalisation of the academy, motivation and behaviours of academics, professional development needs and how these impact the organisation and management of academic talent particularly in recruitment, development and promotion of young academics & the professoriate.

 

KEY BENEFITS

  1. Show understanding of the concept of AP and its roles, its diversity across all institutional types; the variances in academic functions and the impact of the wide variety of institutional types/classifications upon the profession;
  2. Evaluate the culture of academics within and across institutions; and the way academics can effectively relate with others in the institution, profession, field or wider community (industry and government agencies); and
  3. Evaluate and plan stages of the academic career and development to inform academic talent planning and development, and their impact on talent management.


WHO SHOULD ATTEND?

  • Deans and Deputy Deans
  • Directors and Deputy Directors of COE and Institutes
  • Directors and Deputy Directors of Polytechnics and Community Colleges
  • Heads of Academic Departments
  • Senior Lecturers
AL 202 - ACADEMIC MOBILITY AND NETWORKING
AL 203 - COACHING AND MENTORING FOR EXCELLENCE

AL300 - ACADEMIC AND INSTITUTION

AL 303 - COLLEGIAL MANAGEMENT

OVERVIEW

Most of the Higher Education Institutions (HEIs) especially the public university deploys Collegial Management (CM) in their operation. A collegial management describes a work environment where responsibility and authority is shared equally by colleagues or team members. A collegial leader shares power and authority equally among a group of colleagues. A collegial style is characterized by an atmosphere where you and your personnel all work together as a team to solve problems. The main objective of the module is to develop academic leadership excellence among the academicians in Malaysia. This module is designed to provide the participants necessary knowledge and skills particularly on collegial management. The participants will be introduced to various decision making processes, conceptualization of relationship management and team work that are deemed to be important in the Higher Education Institutions (HEIs). The module will be able to institute a sense of collegiality among the academicians which possibly would contribute to the academic leadership excellence aligning with AKEPT.

 

KEY BENEFITS

  • Understand the relevance of collegial management in the Higher Education Institutions (HEIs) such as in public university, poly-technique institute;
  • Make consensus based decision among colleagues;
  • Instill the sense of collaborative power sharing in HEIs; and
  • Understand the importance of shared vision in the planning and decision making process.

 

WHO SHOULD ATTEND?

  • Deans and Deputy Deans
  • Directors and Deputy Directors of COE and Institutes
  • Directors and Deputy Directors of Polytechnics and Community Colleges
  • Heads of Academic Departments
  • Senior Administrators

AL400 - ACADEMIC LEADERSHIP HIGHER EDUCATION INSTITUTION PROGRAMME (ALHEIP)

AL 401 - IDEAS & ROLES OF HIGHER EDUCATION IN MALAYSIA FOR THE 21ST CENTURY

OVERVIEW

This module will examine the essence of higher education with respect to underlying ideas, which is context-bound. It is from this context that the roles of higher education need to be developed and pursued.  Arguably, an examination of higher  education in Malaysia would show that the tradition of overarching thinking about the ideas and roles of higher education has almost vanished, effectively dominated  by a  market-oriented (neoliberal)  approach to the roles of higher education.  With this emphasis on a market (neoliberal) approach, this module will trace the changing roles of Malaysia’s higher education vis-à-vis the current and future agenda for nation-building through a critical discussion on two important documents - the National Higher Education Strategic Plan and the Malaysia Education Blueprint 2015-2025 (Higher Education).  This module will allow participants to appreciate the evolution of ideas and roles of higher education and subsequently to explore future trajectory for higher education in Malaysia beyond the market-oriented approach, and in the context of regional and global shifts.

 

KEY BENEFITS

  1. Analyze the development of higher education in terms of ideas and roles vis-à-vis national development according to various traditions;
  2. Synthesize ideas and roles of higher education in the context of Malaysia, focusing on critical influences such as state agency, neoliberalism, higher education and modernist social action, regionalist approach; and
  3. Critically apply knowledge regarding the evolution of ideas and roles of higher education to present day Malaysia with a view towards framing the future role of higher education.

 

WHO SHOULD ATTEND?

  • Deputy Vice Chancellors
  • Deans and Deputy Deans
  • Directors and Deputy Directors of COE and Institutes
  • Directors and Deputy Directors of Polytechnics and Community Colleges
  • Heads of Academic Departments
  • Senior University Administrators
  • Senior and Middle Management of Relevant Government Agencies
  • Registrars
  • Bursars
  • Relevant Stakeholders

 

AL 402 - MALAYSIAN HIGHER EDUCATION POLICIES & REFORMS
AL 403 - ACADEMIC LEADERSHIP IN COMMUNITY ENGAGEMENT AND REGIONAL DEVELOPMENT
AL 404 - QALB LEADERSHIP DECISION MAKING
AL 405 - GOVERNANCE & AUTONOMY IN HIGHER EDUCATION
AL 406 - LEADERSHIP STYLE & CHARACTERISTIC
AL 407 - LEADERSHIP IN MANAGING DIVERSITY