PROFESSOR, SCHOOL OF HEALTHCARE MANAGEMENT

- Serve as the principal executive adviser to KPJU and KPJ leadership on enterpriseleadership capability, leadership risk, talent development and future-leader requirements.

- Translate AMANAH’s six domains and controlled behaviour dictionary into observable,role-specific expectations for clinical, nursing, allied-health, operational, corporate,academic, executive and Board leadership.

- Maintain an enterprise directory of material leadership roles, accountabilities, transitionpoints and capability requirements from first-line supervision to Board governance.

- Define differentiated leadership standards for T1 Frontline, T2 Emerging Leader, T3 Fellows, T4 Advanced Fellows and T5 Boardroom rather than reusing one genericcurriculum at different seniorities.

- Ensure that leadership standards reflect real authority, risk and consequence— for example,team supervision, clinical governance, hospital economics, capital allocation, AIgovernance, system transformation and fiduciary oversight.

- Align the leadership architecture to KPJ strategy, workforce plans, hospital and Centre ofExcellence requirements, KPJU academic priorities and approved JCorp interfaces.

- Conduct an annual enterprise leadership-capability review identifying current strengths,capability deficits, critical-role exposure and future demand.

- Preserve AMANAH as the single cultural and leadership anchor, while using inclusiveMalaysian healthcare cases, narratives and pedagogies.-

- Ensure that senior leaders go first and visibly model the framework through theirbehaviour, participation, coaching and sponsorship.

- Recommend changes to leadership standards when strategy, evidence or operatingconditions change, while preserving document control, academic governance and Board-approved doctrine.

- Lead the design, commissioning, delivery and review of the T1–T5 programme architecture approved in AMANAH-007.

- Ensure that each tier has explicit entry criteria, learning outcomes, behaviouralexpectations, assessment methods, workplace application and follow-up requirements.

- Build differentiated clinical, nursing/allied-health, operational/corporate and academicpathways within the common AMANAH standard.

- Use blended learning to protect scarce clinical time and improve access acrossgeographically dispersed hospitals.

- Develop modular, stackable learning and micro-credentials where academic andregulatory approvals permit.

- Integrate coaching, mentoring, peer learning, action-learning sets, reflection, simulation,feedback, case-based learning and applied projects.

- Require workplace application at every tier: micro-improvement at T1, unit-level project atT2, institutional capstone at T3, system transformation at T4 and governance/actioninquiry at T5.

- Establish programmes for first-time managers, difficult conversations, psychologicalsafety, clinical governance, financial literacy, improvement science, strategy execution,collaboration, workforce leadership and Board governance.

- Ensure leaders learn how to develop others, conduct meaningful developmentconversations and create psychologically safe learning environments.

- Build a formal alumni and continuing-development model so leadership formationcontinues after programme completion.

- Design and operate an enterprise leadership and talent census using controlled workforce,role and organisational data.

- Establish a centrally governed AMANAH Potential Pool with defined categories, evidencerequirements, review dates and data-access controls.

- Combine manager nomination with self-nomination, open application, structuredevidence, career aspirations, mobility, learning agility, observed behaviour, performancehistory and calibrated assessment.

- Prevent reliance on personal sponsorship, professional prestige, tenure or isolatedperformance ratings as substitutes for leadership potential.

- Convene cross-hospital and cross-professional talent-calibration forums to testconsistency, identify bias and compare evidence.

- Analyse talent access and progression by profession, geography, organisational level andrelevant demographic characteristics, subject to lawful data handling.

- Identify employees with leadership potential who may be remote from senior visibility,concentrated in underserved functions, returning from career interruptions or lackingconventional sponsorship.

- Establish ethical use rules for psychometrics, assessment centres, 360-degree feedback,digital behaviour evidence and AI-assisted talent analytics.

- Ensure that AI supports—not replaces—human review and accountable judgement;algorithmic outputs must never become unchallengeable labels.

- Establish participant rights covering informed use, confidentiality, correction of inaccurate data, appeal, retention periods and appropriate disclosure.

- Establish a Leadership Innovation and Simulation Lab using an asset-light model duringthe current stage.

- Develop realistic simulations for clinical-operational crises, patient-safety events, cyberincidents, AI failures, workforce conflict, financial shocks, media scrutiny, ethicaldilemmas and Board decisions.

- Use simulation to observe behaviour under pressure, practise difficult decisions, test teamcoordination and generate structured feedback.

- Develop digital simulations, scenario engines and virtual learning where these improveaccess and learning quality.

- Create rapid curriculum-development sprints in response to emerging strategic needs.

- Commission leadership experiments and pilots with clear hypotheses, safeguards,evaluation plans and stop/scale criteria.

- Operate an annual innovation challenge in which multidisciplinary teams address live KPJpriorities.

- Build a repository of de-identified KPJ leadership cases, critical incidents, successfultransformations and lessons from failure.

- Develop an ethical sandbox for testing AI-supported coaching, adaptive learning, skillsinference and decision simulations before any enterprise deployment.

- Establish an innovation review panel comprising healthcare, academic, digital, ethics,data, workforce and operational expertise.

- Ensure that innovation does not bypass academic, patient-safety, privacy, procurement,cybersecurity, legal or claims controls.