LEADERSHIP is a collective effort and must adapt to the evolving needs of a diverse workforce, especially in light of emerging technologies.
Chief executive officer (CEO) of the Leadership Institute of the Sarawak Civil Service, Datuk Dr Azhar Ahmad, stressed the importance of embracing change and ensuring that leadership practices align with Sarawak’s aspirations.
Having retired in November last year after more than 34 years of service in the Federal public sector, Azhar’s transition to the Institute marks the beginning of a new chapter.
His focus now shifts to fostering leadership within the state civil service.
His previous roles in the Ministry of Education, including as the director of the Educational Policy Planning and Research Division, Teachers Professional Development Division, Islamic Education Division, and Sarawak State Education Department, have shaped his approach to this new responsibility.
Reporter Nura Valentiana Lorna and photographer Ghazali Bujang met with Azhar for an in-depth discussion.
He shared his vision and views on the future of LI under his leadership, aligning with the aspirations of Premier Datuk Patinggi Tan Sri Abang Johari Tun Openg.
After years of service and experience in education, how has the transition been for you?
I have been a teacher in the Federal Civil Service for more than 34 years, working closely with kids, students and teachers.
When I was offered the CEO position at the Leadership Institute, I had to constantly remind myself of this shift in perspective.
Although the Institute primarily focuses on training the State Civil Service (SCS), my role in the education fraternity also centres on nationbuilding, equipping students with knowledge and skills, and nurturing the right attitude.
The function remained the same as I transitioned to the Institute, but in a different way, as it now applies to the State Civil Service.
How do you see your experience before this contributing to leadership development within the civil service?
With my appointment as the Institute’s CEO, I have the aspiration to contribute to the betterment of Sarawak by developing leadership skills that drive the state civil service in line with the aspirations of our top leader, the Premier himself.
As I examined the functions we were implementing, we felt the need to align them more closely with leadership aspects.
This is from a more systemic perspective, specifically in the context of Sarawak.
The Sarawak Civil Service should move forward together to achieve the aspirations set by the state’s highest leadership.
In leadership, the focus is primarily on the leadership aspect rather than the numerous operational matters that take place in the education fraternity.
I now have the time to reflect on and draw from my experiences in the education sector to guide my new role at the Institute.
How do you plan to enhance leadership training for the Sarawak Civil Service?
As the CEO, I must align with the Institute’s existing vision to develop leaders for the betterment of Sarawak.
That is what I am doing now, and I will lead my team and the entire organisation toward achieving the vision and mission we have set.
At the Institute, we have developed a leadership framework with two main components: leadership competencies or leadership qualities and functional competencies.
The framework’s last review was in 2019, prior to the pandemic.
Naturally, many changes have occurred between then and now. Various developments have emerged within the state civil service and leadership, along with new visions and directions set by the state leadership.
Therefore, we must review and refine the framework to align with a new vision.
In your first month as CEO, what key observations have you made about the strengths and areas for improvement in leadership development within the civil service?
The Institute has done tremendous work in developing the State Civil Service at every level, from support staff to top professional and management leadership.
Moving forward, I believe the Institute must evolve into a true leadership training institution.
We need to develop our own internal, in-house training planners and providers.
At the Institute, we have established a Leadership Framework for our profiling process designed to assist the State human resource department in profiling officers. We have already completed the competency profiling exercise for all Resident and District Offices (RANDO), and this year, we will extend the process to all seven state ministries.
This framework is also used to design training programmes, determine training needs, assign specific implementation tasks, and evaluate all our training activities.
With the rapid changes in governance and technology, what skills do you believe civil servants must prioritise to remain effective leaders?
As we navigate the 21st century, we must stay highly aware of the changes happening around us and the new ways of conducting, delivering, and communicating.
We need to embrace constantly evolving approaches and consider how to integrate new technologies into our operations.
We are now engaging with a new generation. Our organisations include Gen X, Y, Z, and even Alpha and Beta.
Imagine that some of our newly appointed officers from the Alpha and Beta generations bring different styles and ways of thinking.
Leadership must consider these factors, adapting to and embracing these differences. In our ongoing review of the leadership framework, we are meticulously considering emerging technologies, digitalisation, and artificial intelligence (AI) to ensure they are incorporated into management and leadership practices.
What is your leadership philosophy, and how do you intend to apply it in guiding the Sarawak Civil Service to greater success?
Leadership is not the work of just one person. I firmly believe that good leadership should be collective and function within a proper ecosystem.
A good leader has a role to lead, set the direction, and influence people, helping them understand, nurturing their growth, and developing the entire team within the organisation.
For me, this is what defines good leadership.
That is why leadership cannot rely on just one person.
Any challenge or achievement we strive for ultimately comes down to the people within the organisation.
They should work together toward our shared goals.
It’s not just about having good facilities or advanced technology.
The real focus must always return to the human factor.
People are the ones who drive progress, and developing them is the primary responsibility of a good leader.
Looking at the Institute’s efforts to strengthen leadership, what are the latest initiatives being implemented or planned for the future?
We have been entrusted with managing development programmes for the civil service at various levels that will offer participants exposure to regional and international practices.
We are focused on providing these experiences that will allow them to gain insights and bring back ideas to further contribute to the state and society’s progress
