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This article first appeared in Forum, The Edge Malaysia Weekly on January 15, 2018 - January 21, 2018

“It is better to go down on the great seas which human hearts were made to sail than to rot at the wharves in ignoble anchorage.” — Hamilton Wright Mabie (1846-1916), American essayist

 

Business evolves. It shifts, it shrinks, it grows and it changes. It adjusts to economic cycles, consumer tastes, advances in technology and developments in world politics.

But regardless of where a business goes or what it must become, its leadership must draw strength from a few clear and enduring traits.

Enter the universities and the business schools — the axiomatic temples of knowledge that guide business leaders. Leadership is as simple as the components of the human body and as complex as the spirit of the human condition.

So, how can leadership in our Malaysian universities and business schools help create effective business leaders of today and tomorrow? By being dynamic and in tune with the needs of the market.

Leadership skills and styles change. More so with the tectonic shifts brought forth by emerging technologies, current serious politico/business scandals and the near universal globalisation of all business. Again and again, our local media asks if we need new paradigms or models for business leaders today and in the future.

The answer is a resounding NO! We have all manners of leadership in our institutions of higher learning that if practised well, can be effective templates for our new generation of business leaders.

Leading a university or a school within the university is no mean task. Academics who are chosen to lead these venerable organisations must not only be able to lead well (the added challenge is they are leading equally qualified colleagues) but must also be an example to the students who watch their every move.

Leaders come with varied styles and backgrounds. Some lead by force of presence, others by a quiet confidence that earns unconditional trust. Some lead by motivation, others by behaviours that set higher standards for all around them. One leader may gain followers through wisdom, another through exceptional credibility learnt by hard experience.

Yet, there are some similarities among them. Most successful leaders carry within them an unwavering commitment to make a difference — a commitment shaped by a clear conviction or vision. Their personal traits — such as an exceptional communication skill, remarkable work ethic, keen insight and awareness of others, or the fortitude to withstand disappointment — contribute to the essence of leadership, which is to inspire and lead others to achieve remarkable things.

I see these characteristics in our educational leaders — the current crop of vice-chancellors and faculty deans, especially those who effectively lead their business schools. However, traits alone do not make a leader.

Seeing opportunity and seizing that opportunity at the right time and in the right manner are the variables that determine when greatness is realised. Business is never static. Economies ebb and flow, creativity and ingenuity produce new markets almost overnight, and an incident in one country ignites reactions around the world. Having real vision — being able to see around the corners — enables these leaders to create a new reality that comes as no surprise to them.

The vice-chancellor of my alma mater, for example, is a man driven by a mission. He not only wants to make his university excellent in all manner of education and training. His aim of making the university primus inter pares (first among equals) has rejuvenated not just the academics but also the supporting administration. Leading people where they want to go is a rare talent indeed.

If there is one trait that all effective leaders share, it is an unshakeable conviction to lead a life that matters. This conviction gives them the courage to challenge the status quo and the determination to keep ploughing on no matter what obstacles they may encounter.

Such admirable strength is contagious and often motivates others to follow suit and contribute their own best efforts.

Cut to the university’s graduate business school. This beacon of business education and leadership had fallen into a slow decay until recently. Rejuvenated by a new, idealistic dean, this venerable school is now revived. Enhancements such as a modular approach to the MBA programme and a holistic DBA curriculum have seen a hike in enrolment and a focus on communal leadership. The dean has read his market well and the market is responding. All these bode well for students who are studying management, finance and all sorts of modern business knowledge there. These emerging leaders are being provided with the tools and space to learn effective leadership.

I believe the first critical trait of effective leaders — demonstrated repeatedly throughout human history — is the absolute commitment to lead others and institutions to a better place. This commitment to lead a life that matters — a life that counts, rather than a “little life” — is what separates those who merely enjoy authority from those others trust, even encourage, to shoulder responsibility.

In almost every case of effective leadership, we find people who believe in a cause or goal with passionate, relentless dedication and are able to rally others to believe in it as well. This commitment is the first step towards enduring leadership — leadership that takes other people and organisations to a better place. I see this first hand at my university.

“Leadership is a journey,” many say, “not a destination.” It requires giving rather than taking, and calls for an incredible amount of self-awareness. Look at any gathering of people — at work, at school, in legislative sessions or community meetings — and it soon becomes apparent who wants to be in charge, and who is worthy of leading.

As a leader, we are in a position to inspire others to use their lives well. If we can help them reach the point where they make a true commitment not to lead a “little life”, then most other things will fall into place.

It may be a cliché but if we can find a spark inside another human being, it is well worth our time to tend to this flame and help it burn brighter.


Zakie Shariff is a member of the board of directors at Universiti Malaysia Pahang. He is also a director of FA Securities, a boutique stockbroking firm in Kuala Lumpur.

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