TRANSFORMATIONAL LEADERSHIP
COURSE FOR CIVIL SERVANT
BACKGROUND OF
STUDY
1. In the last two decade there is a huge leap when it
comes to the advancement theoretical studies in
‘Transformational Leadership’.
2. Transformational Leadership first gained prominence
through the work of James MacGregor Burns in his
book called ‘Leadership (1978)’.
3. Burns described transformational leaders as those
who motivate followers to transcend their personal
interests
Burns, J.M (1978) Leadership. Harper & Row
RATIONALE OF INCLUSION OF
THIS MODULE TO CIVIL
SERVANTS
Challenges
1. Inspiring public trust .
- Teaching civil servant’s
Transformational leaders can foster a sense transformational leadership can
of trust and confidence in government by be challenging due to the factors
demonstrating integrity, vision, and such as resistance to change ,
commitment to public service. lack of resources or cultural
differences.
2. Global Leadership to Represent the
nation
Transformational leaders can foster a sense
of trust and confidence in government by
demonstrating integrity, vision, and Bass, B. M., & Avolio, B. J. (1993).
Transformational Leadership and Organizational
commitment to public service. Development. Sage Publications.
MODULE
DESCRIPTION
This module is especially design to explore the
theory and practise of transformational
leadership, focusing on the application within
the specific realm of the public
sector.Participants will develop a nurtured
understanding of the key principle and
characteristics of Transformational Leadership.
1. Harvard Business School
2. Masterclass Online
3. Swinburne University of Technology
COURSE CURRENTLY
4. The Open University
BEING USED AT
5. ACT Accelerated Transformation Consulting
International
· Transformational leadership acute to the current trend of
leadership among the civil servants due to different gap
of ages.
· Technological gap where leaders may be less adept with
ADDITIONAL newer technologies while subordinates might be more
proficient or vice versa—can lead to inefficiencies and
INFORMATION communication challenges
· Conflicting management styles where younger
employees might seek more collaborative and
participatory approaches, whereas older bosses might
favor hierarchical and directive management styles. This
can create friction and impact team morale and
MODULE LEARNING
OUTCOMES
1. Define and explain the core concept
transformational leadership.
2. Identify and evaluate personal emotional
intelligence competencies and their
influence on public leadership effectiveness.
3. Apply transformational leadership concept
leadership to real world situation.
4. Develop strategies to foster emotional
emotional intelligence within public
sector ;enhancing morale , collaboration
and responsiveness to public respond.
Focused Topics
-Technology Advancement in Transformational Leadership
-Emotional Intelligence in Transformational Leadership
-Empowerment and Inclusion
any other relevant information
COURSE
OBJECTIVES
1. Build Public Trust: 3. Promote Ethical Governance:
Learn how to set a high ethical standard for
Learn how to inspire and motivate teams to
government organizations, promoting
demonstrate integrity, vision, and commitment
integrity, accountability, and preventing
to public service, fostering trust and
corruption.
confidence in government.
2. Represent the Nation Effectively:
Understand the role of transformational
leaders in representing their nation on the
global stage, building relationships with other
countries, and promoting national interests.
Subtopic 1 : Technologies
Advancement in
Transformational Leadership
3 Main components of Technologies
Advancement in Transformational
Leadership
1. Hybrid Culture : Cultural "I'm interested in things that change
Integration the world or that affect the future and
wondrous, new technology where you
2. Adaptability to Change see it, and you're like, 'Wow, how did
3. Strategic Visioning that even happen? How is that
possible?"- Elon Musk
How Technologies
Advancement can transform
leaders
“Adaptability to Change
· Create an unified leadership in empowers leaders to manage
the organization transitions smoothly, drive
· Improving innovative thinking to innovation, and solve problems
create versatile working effectively, enhancing their
environment resilience and responsiveness”
· Instill future-oriented leadership
Heifetz, R. A., & Laurie, D. L. (1997). The Work of Leadership. Harvard Business
Review.
Subtopic 2 : Emotional
intelligence in
transformational leadership
4 Core components emotional
intelligence in leadership
1. Self awareness
2. Self management
3. Social awareness
4. Relationship management
How Emotional Intelligence
can transform leaders
· Enhancing communication skill
· Managing conflicts better
· Boosting employee satisfaction
and motivation
· Improving decision making and
stress management
· Strengthening leadership and
influence encouraging innovation
and change enhancing self-
leadership
SUBTOPIC 3
EMPOWERMENT AND INCLUSION Four Key Elements of
Empowerment and
Inclusion
Empowerment
Granting individuals or groups the
Fostering Inclusive
authority, confidence, and tools to
make decisions and take control of Environments
their lives. Building Self-Efficacy and
Inclusion:
Confidence
Ensuring equal opportunities and
Actionable Strategies for
access for all, embracing diversity,
and fostering a sense of belonging Inclusion
within a community or organization.
Cultural Competence and
Fostering
Inclusive
Environments
Fostering inclusive
environments means
creating spaces
where everyone feels
valued, respected,
and able to
participate fully,
regardless of their
background or
identity.
Building Self-Efficacy
and Confidence
Involve believing
in one's own ability
to affect positive
change and
actively participate
in opportunities
regardless of
barriers.
Actionable Strategies
for Inclusion
Practical methods
designed to ensure
that diverse
individuals are
actively and
meaningfully
integrated into all
aspects of a
community or
Cultural Competence
and Awareness
The ability to
understand, respect,
and effectively
interact with people
from diverse cultural
backgrounds by
recognizing and
valuing differences
in cultural practices,
Leaders who have
confidence in their teams
and give them autonomy
inspire creativity and
responsibility, resulting in
innovative ideas and
solutions.
How Empowerment
and Inclusion can Creates a culture where each
Transform Leadership person is appreciated, with
inclusive leaders
encouraging varied
viewpoints, leading to better
decision-making and
problem-solving.
Empowered and included
TEACHING MATERIALS
subtopik 1
● Workshop on leading a remote teams
https://www.coursera.org/learn/remote-team-ma
nagement
?
● Online quiz (kahoot)
subtopik 2 psikometrik, inventory, talk
subtopik 3 buku, jurnal, roleplay, seminars, forum
Educational Resources
1. Role playing activities
2. Forum with experts
3. Quizzes & Assessments
MODULE ASSESSMENT METHOD
BIL ASSESSMENT ACTIVITIES %
1 Learning Assessment 5
2 Group Projects 20
3 Tutorial 25
4 Final Assessment 50
TOTAL 100
· Tak tahu dah edit
FINAL TIPS & TAKEAWAYS ke belum
· Consistent rehearsal
Strengthen your familiarity
1. Seek feedback
· Refine delivery style
2. Reflect on performance
Pacing, tone, and emphasis
3. Explore new techniques · Timing and transitions
4. Set personal goals Aim for seamless,
5. Iterate and adapt professional delivery
· Practice audience
6. Develop Tech-Savvy Leadership
Enlist colleagues to listen &
7. Promote and Support Lifelong Learning provide feedback
REFERENCES
Khan, H., Rehmat, M., Butt, T. H., Farooqi, S., & Asim, J. (2020). Impact of transformational leadership on work
performance, burnout and social loafing: a mediation model. Future Business Journal, 6(1).
https://doi.org/10.1186/s43093-020-00043-8
Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
Heifetz, R. A., & Laurie, D. L. (1997). The Work of Leadership. Harvard Business Review.
Katzenbach, J. R., & Smith, D. K. (2005). The Wisdom of Teams: Creating the High-Performance Organization.
HarperBusiness.
Friedman, T. L. (2007). The World is Flat: A Brief History of the Twenty-First Century. Farrar, Straus, and Giroux.
Collins, J. (2001). Good to Great: Why Some Companies Make the Leap and Others Don't. HarperBusiness.
Mintzberg, H. (1994). The Rise and Fall of Strategic Planning: Reconceiving Roles for Planning, Plans, Planners. Free
Press.
Q&A SESSION
THANK YOU