This paper presents how a Malaysian centre associated with the ministry of higher education developed a framework for assessing leadership abilities in higher education. A qualitative approach is used in this study and the primary focus was on group discussions involving human resource professionals and well-known academics from higher education. The result of this study shows that the Behavioral Event Interview (BEI) instrument is used to quantify each of the five clusters that make up the higher education leadership competencies framework. These five clusters are: impact and influence, achievement and action, leading, cognitive and personal effectiveness. The leaders are then classified into five position levels ranging from Level 1 to Level 5. Level 1 is individual contributor which is coded as ‘Reviewable’ whilst Level 5: is leading the whole organization coded as ‘Significantly Exceeds’. The study’s findings provide an instrument for determining whether the potential leaders in high education institutions are ready to take on the responsibility of leading. In order to improve a leader’s abilities as a part of succession planning, the findings could assist the center. This study provides some considerations for alternatives to the prevalent frameworks for evaluating leadership skills in the interest of sustaining a high-quality organizational culture.
Leadership has long been disputed due to its importance in organizations particularly in higher education institutions. The Malaysian ministry of higher education established Akademi Kepimpinan Pendidikan Tinggi (AKEPT) which is involved in leadership talent management for the country's higher education institutions. This paper presents the development of an AKEPT leadership competency portfolio for universities using the Behavioural Event Interview (BEI) instrument. It used the qualitative group method through a focus group discussion. The findings showed that the BEI instrument can be used to determine the competency level of academics in universities. There are five levels of leadership competency: level 1 as an individual contributor, level 2 as daily task supervision, level 3 as managing a function, level 4 as integrating diverse functions and level 5 as leading the whole organization. This study found that the committee developed five competency variances comprising significantly exceeds, exceeds, suitable, developable and reviewable. This paper provides insight into how higher education institutions in Malaysia sustain an organizational culture of excellence. In addition, it provides a model for other educational institutions in developing a leadership competency portfolio.
Over the decades, leadership has long been debated due to its importance in an organisation, particularly for higher education institutions. Realising this importance, the Malaysian Ministry of Higher Education had set up a unit, known as Akademi Kepimpinan Pendidikan Tinggi (AKEPT), to be actively involved in leadership talent management for higher education institutions in the country. This paper reports the journey that AKEPT had gone through in developing the leadership profiling system for higher education institutions in Malaysia. This study utilised the content analysis approach on the documents related to the leadership profiling system. This paper reports that AKEPT has made tremendous efforts in ensuring that an effective leadership profiling system is established. It faced several challenges in ensuring that the leadership profiling system can be successfully implemented. The findings in this study are important to ensure leadership excellence in higher education institutions to gauge the leadership competency gaps of potential talents. The profiling system is crucial to execute a more strategic leadership development plan for effective and efficient talent management.
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