Share model for leaders
Sabah is well-known for its ethnic and geographical diversities, hence the potential for many of its communities to be explored and developed. Bestowed with these challenges, UMS is honouredto receive the opportunity for turning these cha I lenges into a leadership training platform for future unive...
Saved in:
| Other Authors: | |
|---|---|
| Format: | Book |
| Language: | en |
| Published: |
Penerbit UMS
2022
|
| Subjects: | |
| Online Access: | https://eprints.ums.edu.my/id/eprint/45437/1/TEXT.pdf https://eprints.ums.edu.my/id/eprint/45437/ https://books.google.com.my/books?hl=en&lr=&id=RSeuEAAAQBAJ&oi=fnd&pg=PR1&dq=universiti+malaysia+sabah+%2B2025+%2BBOOK&ots=qeGB9BDfCC&sig=TLwJ4nWTQ3_idTUkBDD6AjrGW7Y&redir_esc=y#v=onepage&q&f=false |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| Summary: | Sabah is well-known for its ethnic and geographical diversities, hence the potential for many of its communities to be explored and developed. Bestowed with these challenges, UMS is honouredto receive the opportunity for turning these cha I lenges into a leadership training platform for future university leaders in the AKEPT's National Top Talent (NTT) Pool. As a strategic partner for developing one of the signature leadership programmes under AKEPT, UMS is thrilled to bring the SHARE Model framework in SDG Leadership: University for Society programme. This leadership programme is in line with the vision of UMS striving towards being an innovative university of global standing. In common practices, developing a community is stereotyped by addressing the community-based needs through individual(s) judgement marred by perceptions and executing solutions that might be relevant but not prioritised by the community. This concept lacks the continuous engagement and impact monitoring that determines sustainability. Concurrently, the process of developing the community by the academia is inclined towards a one-way relationship, i.e., university bringing in social innovation to the community, while not missing the need for having a more comprehensive collaboration that includes other entities in the quadruple helix framework - academia, community, government agencies, industry players, and NGOs. |
|---|