Leadership Development and Emotional Intelligence in Islamic Dakwah

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LEADERSHIP DEVELOPMENT AND EMOTIONAL

INTELLIGENCE IN ISLAMIC DAKWAH

MOVEMENTS

Safriah Md. Adzhar

(760216-08-5106)



PRESENTATION OUTLINE

Background of

the Study

Literature

Review

Research

Objectives

Theoretical

Framework

Research

Design



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 publicofficials (BPA, 2010;)

For the past 15 years Malaysias 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

Kl ann (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 & OConnell (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 inculcatingleadership 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 doescharacter building practices differ from the methodology used in Islamic medievalperiod?

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 inculcatingleadership 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 Islamicdakwah movements

To analyze to what extent does EI impacted the leadership

effectiveness in the Islamic dakwah movements



IV. Conceptual Framework

Character Building

Mentoring

LeadershipDevelopment

Emotional

Intelligence

Coaching

Informal

Learning

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



V. Methodology & Research Design

A Case Study

Interview Protocols

Analysis: Pattern Model of Explanation (Johnson, 1996)

Qualitatve

Data

MSCEIT; Mayer et al (2000)Quantitative

Data



A CASE STUDY*

No ORGANIZATION CHARACTERISTICS

1. ABIM NGO; Intellectuals centered,

usrah circles

2. TABLIGHI One of Malaysias largest

dakwah institutions,

3. IKIM Government Institutions:

Media centered, (Top 10

radio Channel);

4. JAIS 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 Islamicleadership in the MMCs pertaining to issues related

to Human Resource Management



REFERENCESAsma 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.

& OConnell, D. (2009) in Social Capital and Leadership

Development: Building Stronger Leadership Through EnhancedRelational Skills. Leadershi & Or anization Develo ment Journal .



Locke, E. (2003). Foundations for a Theory of Leadership, in McCallum, S.

& OConnell, D. (2009) in Social Capital and Leadership

Development: Building Stronger Leadership Through EnhancedRelational Skills. Leadership & Organization Development Journal .

Vol. 30, No. 2,pp 152-166.

McCallum, S. & OConnell, 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 AwaisTahir. ( 2010). Emotional Intelligence from an IslamicPerspective. Extracted from

http://islamandpsychology.blogspot.com/2009/02/eq-and-

islam.html



Mayer, J.D, Caruso, D.R, & Salovey, P. (1999) Emotional Intelligence meetstraditional standard for an intelligence. Intelligence, Vol. 27, pp.267-

98

Nabil Nofal (2000). Al Ghazali (A.D 1058-1111; A.H 450-505). Quarterly

Review of Comparative Education. No. ¾ p. 519-542.

Noha El-Bassiouny, Ahmad Taher & Ehab Abou-Aish (2011), An EmpiricalAssessment 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



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.



"W hat is wrong is wrong, even if everyone is

doing it. Right is sti ll right, even if no one

el se is doing it." - W i ll iam Penn

" Character is not ref l ected by what we say,

or even by what we intend, it is a ref l ection

of what we do." - Anonymous

Leadership Development and Emotional Intelligence in Islamic Dakwah

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