Realiti budaya kerja yang tidak sihat:

Ada ketua yang terlalu sibuk mahu kelihatan penting, sampai terlupa tujuan sebenar sebuah organisasi dibina.

Masa staf habis pada:

• meeting terlalu panjang tanpa hala tuju,
• arahan berubah-ubah ikut emosi,
• budaya “update” semata-mata untuk nampak bekerja,
• permainan imej dan politik dalaman,
• dan aktiviti yang lebih banyak membina persepsi individu berbanding membina sistem organisasi.

Tenaga manusia yang sepatutnya digunakan untuk:

• meningkatkan kualiti kerja,
• membantu pelanggan,
• membimbing staf muda,
• memperkukuh proses,
• dan menghasilkan impak sebenar,

akhirnya habis untuk menjaga ego dan imej seseorang.

Lebih menyedihkan apabila ada ketua yang gemar merendahkan orang bawahan di depan orang lain demi menunjukkan kuasa dan dominasi.

Tegas itu perlu.
Tetapi memperlekeh orang bukan tanda kekuatan.

Kepimpinan sebenar bukan tentang siapa paling kuat bercakap, paling dekat dengan orang atas, atau paling pandai mencipta persepsi.

Kepimpinan sebenar ialah apabila:

• sistem menjadi lebih baik,
• staf berkembang,
• kerja menjadi lebih tersusun,
• dan organisasi bergerak ke depan walaupun tanpa perlu terlalu banyak drama.

Jawatan boleh diberi melalui hubungan.
Tetapi penghormatan profesional hanya datang melalui kompetensi dan karakter.

Organisasi yang sihat membina manusia dan sistem.
Bukan membina kultus individu.

Profesor Madya Dr. Norpadzlihatun Manap

When Organizations Become Stages for Personal Image-Building

Unhealthy work culture:

Some leaders become so obsessed with looking important that they forget the real purpose of an organization.

Energy and time are wasted on:

• endless meetings with no clear direction,
• constantly changing instructions,
• performative “updates” just to appear productive,
• internal politics and image management,
• and activities designed more to protect personal reputation than to strengthen the organization itself.

The saddest part is when capable staff are treated harshly, publicly embarrassed, or constantly pressured — not to improve performance, but to reinforce someone else’s authority.

Firm leadership is necessary.

Humiliating people is not.

A healthy organization should focus its energy on:

• improving systems,
• developing people,
• mentoring younger staff,
• solving real problems,
• and creating meaningful impact.

Not feeding egos.

True leadership is not measured by:

• who speaks the loudest,
• who is closest to upper management,
• or who appears most powerful in meetings.

It is measured by:

• how many people grow under your leadership,
• how strong the system becomes,
• how efficiently work gets done,
• and whether the organization can move forward without unnecessary drama.

Titles can come through connections.
Promotions can come through politics.

But professional credibility will always depend on competence, integrity, and the ability to lead with substance.

People may stay silent.
But they always know who genuinely contributes —
and who merely performs leadership.

Associate Professor Dr. Norpadzlihatun Manap