LEADERSHIP DEVELOPMENT AND EMOTIONAL INTELLIGENCE IN ISLAMIC DAKWAH MOVEMENTS

Safriah Md. Adzhar (760216-08-5106)

PRESENTATION OUTLINE
Background of the Study

Research Design

Literature Review

Theoretical Framework

Research Objectives

I. Background of the Study

Huge budget goes to Human Capital Development, (PSD, 2011)- ; ie. Training and development programs 2-3% of government officials are reported to have been involved in malpractices (PSD, 2010), Increasing numbers of complaints made on public officials (BPA, 2010;) For the past 15 years Malaysia s Corruption Perception Index has not change much. (Transparency Index 2010) V2020: Establishing a fully moral and ethical society, whose citizens are strong in religious and spiritual values and imbued with the highest of ethical standards.

I. Background of the Study (continued)

Islamic Medieval: Leaders with Character (Asma 2004). Dakwah: Contents vs. Method used to communicate the message The concept of brotherhood, hikmah, akhlak, sufism- reflects the dimensions of EI; Dakwah is a social conduct, it involves reasoning using emotive means. In particular, leadership development processes is to be seen from character building perspectives

Character Building
Character Building is one of the most important components of leadership development Klann (2010) Coaching and Mentoring* are key elements that will greatly assist in the development, and the continual development of leadership character and virtue Hinns (2011) *
gaining character development wisdom from mentors, that is, experienced, admired seniors.

Theory of Emotional Intelligence

People cognitive capabilities are informed by emotions and the extent to which emotions are cognitively managed. (Mayer & Salovey, 1990)

Goleman (1998)

II. Literature Review

Character building is associated with good ethics, Noha et al (2011), Ghosal (2005); Simon & Simons (1994) Character building is central in Islamic teachings , Muhammad Awais, (2010), Nabil (2000), Salma,( 2000) Relationship is critical component in Leadership , Locke (2003), McCallum & O Connell (2009) Emotional Intelligence (EI) has been associated with effective leadership, (Kerr et al, 2006); the respectful mind (Gardner 2008) There is a research gap in terms of studies in leadership and ethical conducts based on islamic principles of employer and employee relations in MMCs, therefore there is a need to have more future research relating to Islamic leadership and Human Resource issues (Jawad & Abbas, 2010)

III. Research Questions

The research is aimed at looking on the variations of leadership development processes in terms of character building in the Islamic dakwah movements.
What are the method and strategic approaches used in inculcating leadership character in the Islamic dakwah movements?
How does mentoring, coaching and informal learning contribute to the process of developing character of leaders in the Islamic dakwah movements? How does character building practices differ from the methodology used in Islamic medieval period?

What is the EI profile of the leaders in the Islamic dakwah movements ?

To what extent does EI affect the leadership effectiveness in the Islamic dakwah movement organizations?

III. Objectives of the Study

The research is aimed at looking on the variations of leadership development processes in terms of character building in the Islamic dakwah movements. To analyze the methods and strategies used in inculcating leadership character in the Islamic dakwah movements. To examine the dynamics of mentoring, coaching and informal learning processes in leadership development in the dakwah movements To analyze the EI profile of the leaders in the Islamic dakwah movements To analyze to what extent does EI impacted the leadership effectiveness in the Islamic dakwah movements

IV. Conceptual Framework

Character Building

Mentoring

Coaching Informal Learning Emotional Intelligence

Leadership Development

Based on Salovey et al (1990, 2000); Goleman, 1998, & Path Goal- Leadership Theory

V. Methodology & Research Design

Qualitatve Data
A Case Study Interview Protocols Analysis: Pattern Model of Explanation (Johnson, 1996)

Quantitative Data

MSCEIT; Mayer et al (2000)

A CASE STUDY*
No ORGANIZATION CHARACTERISTICS 1. ABIM 2. TABLIGHI 3. IKIM 4. JAIS
NGO; Intellectuals centered, usrah circles One of Malaysia s largest dakwah institutions, Government Institutions: Media centered, (Top 10 radio Channel); Public Sector: Structured, Authoritative Body , Religious Schools in Selangor

* Based on a discussion with Dr. Siti Nabiha, GMS, USM

VI. SIGNIFICANCE OF STUDY

To introduce possible model of Leadership Development in the Training and Development Policy of the Public Service To fill in the research gap in terms of Islamic leadership in the MMCs pertaining to issues related to Human Resource Management

REFERENCES
Asma Asfaruddin (2004). Excellence and Precedence: Medieval Islamic Discourse on Legitimate Leadership. Brill: Leiden Biro Pengaduan Awam (BPA), 2010. Kenyataan Akhbar di Utusan Malaysia, 29 November, 2010. Bryan, C. et al (2009). Building Character: A Model for Reflective Practice. Academic Medicine. Vol. 84 (9). pp 1283-1288. Ghoshal, S. (2005). School of Scandal. The Economist. 374:8414, 13. In re: Enron Corp., et. al. v People for the State of California, 314 B.R. 524 (2004 Bankr.) Klann, G. (2007). Building Character: Strengthening the Heart of Good Leadership. San Fransico, CA: John Willey & Sons. Jawad, S.& Ali, A. (2010). Principles of Employment Relations in Islam: A Normative View. Employee Relations. Vol. 32. no. 5, pp 454-469 Locke, E. (2003). Foundations for a Theory of Leadership , in McCallum, S. & O Connell, D. (2009) in Social Capital and Leadership Development: Building Stronger Leadership Through Enhanced Relational Skills . Leadership & Organization Development Journal.

Locke, E. (2003). Foundations for a Theory of Leadership , in McCallum, S. & O Connell, D. (2009) in Social Capital and Leadership Development: Building Stronger Leadership Through Enhanced Relational Skills . Leadership & Organization Development Journal. Vol. 30, No. 2,pp 152-166. McCallum, S. & O Connell, D. (2009). Social Capital and Leadership Development: Building Stronger Leadership Through Enhanced Relational Skills . Leadership & Organization Development Journal. Vol. 30, No. 2,pp 152-166. Ghoshal, S. (2005). School of Scandal. The Economist. 374:8414, 13. In re: Enron Corp., et. al. v People for the State of California, 314 B.R. 524 (2004 Bankr.) Muhammad Awais Tahir. ( 2010). Emotional Intelligence from an Islamic Perspective. Extracted from http://islamandpsychology.blogspot.com/2009/02/eq-andislam.html

Mayer, J.D, Caruso, D.R, & Salovey, P. (1999) Emotional Intelligence meets traditional standard for an intelligence. Intelligence, Vol. 27, pp.26798 Nabil Nofal (2000). Al Ghazali (A.D 1058-1111; A.H 450-505) . Quarterly Review of Comparative Education. No. p. 519-542. Noha El-Bassiouny, Ahmad Taher & Ehab Abou-Aish (2011), An Empirical Assessment of the Relationship between Character/ethics Education and Consumer Behavior at the Tweens Segment: The Case of Egypt . Young Consumers, Vol. 12, No.2,pp.159-170.

Salma Yaqoob. (2000). Toward Islamic Psychology. A paper Presented at International Conference on Muslim Women in Science : A Better Future Fez, Morocco, 22-24 March 2000 ; Organised by The Royal Academy of

Path Goal Leadership Theory

http://www.afdc.org.cn/afdc/UploadFile/2009111335843449.pdf

Contingency theory Path-goal leadership theory Some findings Associates who have higher need for affiliation are likely to be more satisfied with a supportive leader Associates with higher need for security probably will be more satisfied with a directive leader who reduces uncertainty by providing clear rules and procedures Associates with higher need for growth who are working on a complex task will probably perform better with a participative or achievement-oriented leader Recent research support the value of contingency models.

 "What is wrong is wrong, even if everyone is doing it. Right is still right, even if no one else is doing it." - William Penn "Character is not reflected by what we say, or even by what we intend, it is a reflection of what we do." - Anonymous