BPMN 6043 Leadership – “THE

HONOURABLE PRIME MINISTER NAJIB

RAZAK; LEADERSHIP PERSPECTIVE AND
NATION PROGRESSIVE APPROACH”

LEADERSHIP OF THE NATIONAL LEADER

Leaders’ style in leading are varied. As far as the classical view of leadership style is concerned, a
leader’s style can either be (1) democratic; (2) autocratic; or perhaps (3) laissez- faire. However, it is
almost impossible to come up with a collectively agreeable conclusion of what a prime minister
leadership style really is. There are a number of reasons for such pessimistic statement.

First, leadership in general is often associated with conflict. A group or groups of people of which
that one person had, in some way or another, managed to convince, put one person’s ideas and plans
into collective action. Leadership, in this instance, is looked at how abstracts are put into concrete
actions. It displays the ability of an individual to influence, motivate, and enable others to contribute
(House, 2004:15). Therefore, in one sense, ideally, leadership is best defined by those who are
directly involved in the whole process of achieving specific tasks that has been set out by individual
or individuals on behalf of the institution or organizations. The leadership style of a leader, then, is
rests upon the followers to determine. However, this should not prevent people outside the setting
from making their own interpretations and conclusions.

Secondly, leadership is all about relationship, i.e. leader-follower relations in a specific setting, and
under various situations. It is an abstract term. In other words, leadership is a process, not a
personality (Ismail, 1999:5). Basically, the connection between the leader and his followers is
governed by a set of norms and rules, depending on the source of power that generates authority.
Position and title – whether formal or informal, official or unofficial – for instance, emphasize
authority. Thus, it all boils down to the followers’ acceptance of the individual or individual’s ability
that makes leadership seems to be meaningful enough for one to appreciate.

Thirdly, cliché may it sounds, nevertheless the traits or personality of a leader is in fact a
contributing factor in fostering leadership. Leaders are people who are able to express themselves
fully, know what they want, why they want it, and how to communicate what they want to others in
order to gain their co-operation and support (Bennis, 1989). It may not be conclusive, but studies on
leadership that emphasized on personality characteristics have nevertheless pointed out rightly that
some persons or leaders are able to take the lead in very different situations. Thus, lists of personality
traits were identified and refined which include attributes such as physical vitality, intelligence,
understanding of followers and their needs, courage and resolution, assertiveness, capacity to
motivate people, so on and so forth.

A prime minister is the leader of the whole nation. In general, there are many roles expected of him.
At all time, he is expected to guide the people by setting himself as the role model. Is he a man of his
words especially when it comes to realizing the party’s election manifesto? Is he able to initiate the
necessary drive for the people to help him achieve what he wants for the good of the country? Does
he has the ability to balance that delicate matter concerning issues, which are deemed to be seen as
highly sensitive in a multi-ethnic society like in Malaysia?
Thus, not only he must have the ability to gain acceptance and support from his cabinet ministers
and party members, but he must also be able to show his willingness to serve his followers and the
entire people. He could display his leadership style either by saying it out clearly to the people – for
example, that he is a servant leader – or simply by displaying some sort of leadership process by
showing his cabinet ministers ways of doing things.

To do so, besides having certain skills – such as the ability to communicate and convince the people
especially the cabinet ministers – he must also have goals or missions that are clearly visible and
easily understood through his words and actions. As an example, making the objectives and missions
clear and known to the people can be done effectively by consistent ‘selling’, ‘telling’ and ‘persuading’
the people about philosophies and principles that are close to their hearts, such as ‘clean, efficient &
trustworthy’ and ‘transparency & integrity’.

Since independent, Malaysia has had five prime ministers and experienced eleven general elections.
All of the general elections were held according to schedule, which is once in every four or five years.
That Malaysia has never missed a scheduled general election testifies to how much this fundamental
aspect of our democracy is cherished.

Consider the Deputy Prime Minister, Datuk Seri Najib Razak’s analysis on leadership aspects of all
prime Ministers of Malaysia. Referring Malaysia as a lucky country, Najib believes that all the prime
ministers have emerged at the right time of the country’s history to steer Malaysia on the right path.
Further he says that, “All the five Prime Ministers have ascended to the helm of the political apex at
times when it suited their presence.”

THE HONOURABLE DATO’ SRI MOHD NAJIB BIN TUN ABDUL RAZAK
(picture source:http://www.pmo.gov.my/?menu=page&page=1926)
Datuk Seri Najib Razak was born in Kuala Lipis, Pahang on July 23, 1953. He received his early
education at St. John’s Institution, Kuala Lumpur and continued his studies in Industrial Economy
at the University of Nottingham, England. Initially working at Bank Negara, Malaysia’s central bank,
in 1970, he later became Manager of Public Affairs in the National Oil and Gas Corporation
(PETRONAS) from 1974 to 1976.

He is married to Datin Sri Rosmah Mansor, an educated and career woman from Negeri Sembilan.
His national duty which always comes first for him never allows him a long leisure time at home, but
the short time he spends at home surrounded by his young children, two girls Puteri Norliza and
Noryana Najwa, and three boys Mohd. Nizar, Mohd. Nasifuddin and Nor Ashman Razak makes him
more and more a devoted family man.

Datuk Seri Najib Razak’s family background and exposure has helped shape his style and manners.
He is soft-spoken but capable of bursting into hearty laughter, when the moment so requires. He
speaks with a clipped British accent acquired during his days as an economics student
in Nottingham, England. A typical Malay man who enjoys both western-style and traditional Malay
dishes he is just as comfortable if his plate is filled with roast beef or with smoked fish wrapped
around banana leaf. His late father would not miss puffing from his pipe after a good meal with the
family, but Datuk Seri Najib Razak thought that a good cigar is more practical rather than messing
around with tobacco. With memories of his grim-faced but loving father vivid in his mind in the
living room guiding him and his brothers and adopted sisters through their growing years, Datuk
Seri Najib Razak always presents to a more gentle face to his wife and children and the house staff he
has around him at home, in spite of the very hectic time he has had the whole day.
Datuk Seri Najib Razak was appointed as Malaysia’s sixth Prime Minister on 3 April 2009. He
succeeded Dato’ Seri Abdullah Ahmad Badawi (Tun) who did not seek re-election as Umno
President.
Datuk Seri Najib Razak, the eldest son of the second Prime Minister, Tun Abdul Razak Hussein, was
born in the district of Kuala Lipis in the state of Pahang. He received his primary and secondary
education at one of the country’s leading schools, St John’s Institution. He continued his secondary
education at the Malvern Boys’ College in Worcestershire, England. Upon completion of his
secondary education, Dato’ Sri Najib enrolled at the University of Nottingham and graduated in 1974
in industrial economics.

On his return to Malaysia in the same year, Datuk Seri Najib Razak joined the national oil company,
Petronas, as an executive where he served for two years before taking the plunge into politics
following the sudden demise of his father in 1976. He was the obvious choice of the ruling National
Front coalition to contest the Pekan parliamentary seat left vacant by his late father. The national
outpouring of grief following Tun Razak’s death and the respect for his father’s tremendous
contributions to Malaysia’s development saw Dato’ Sri Najib elected unopposed as Member of
Parliament at the very young age of 23.

It was to mark the start of Datuk Seri Najib Razak’s long association with politics and government
service. Following his unopposed victory as Member of Parliament in 1976, Dato’ Sri Najib was
appointed the Deputy Minister of Energy, Telecommunications and Post. He also later served as
Deputy Minister of Education and Deputy Minister of Finance. In the 1982 general elections, he
stood in the state seat of Bandar Pekan and was subsequently appointed the Menteri Besar of Pahang
until 1986.

Following the general elections in 1986 where he re-contested and won the parliamentary seat of
Pekan, Datuk Seri Najib Razak was appointed the Minister of Culture, Youth and Sports. Under his
stewardship, Malaysia had its best ever showing in the SEA Games where the country emerged top in
the medal tally for the first time in the history of the games. He also introduced the National Sports
Policy which outlines the development of sports in the country and introduced monetary incentives
for Malaysian athletes who won medals at the Olympics.

In 1990, Datuk Seri Najib Razak was appointed Minister of Defence, a senior position within the
government by the then Prime Minister, Dato’ Seri Dr Mahathir Mohamad. He embarked on the
modernization of the armed forces, making it a leaner fighting force capable of handling any
conventional threats. This, among others, saw Malaysia’s acquisition of new assets such as the
Russian aircraft, MiG 29, Boeing F18 Super Hornet, the F-2000 frigates, the 155 m artillery gun and
the upgrading of the country’s air defence with the acquisition of a new radar system. The welfare
and well-being of armed forces personnel were given due attention including improvement to their
housing facilities and allowances.

In 1995, Datuk Seri Najib Razak was appointed to a much more prominent ministry, the Ministry of
Education. During his tenure, the country’s education system underwent a major reform with the
passing of six laws, the main one being the Education Act 1996, to facilitate a more market driven
education system.

The legal framework saw the country’s education system undergo massive reforms and sweeping
changes to the institutions of learning. It allowed them to offer a wider range of courses, different
options and approaches to learning and new teaching methods. Today, there are greater choices and
places for Malaysians to pursue their higher education locally or abroad. In addition, an increasing
number of foreign students are pursuing their studies at institutions of learning in Malaysia.

Indeed, Datuk Seri Najib Razak had a major role in this move to build a world-class education
system that is flexible and innovative in Malaysia as well as turning the country into a regional
education hub and centre of excellence. Apart from that, the well-being of teachers was given due
attention with the introduction of time-based promotion, a better starting salary for new teachers
and special housing projects for teachers.
Under his premiership, the nation has embarked on a journey of transformation within Malaysia’s
multi-racial, multi-religious context. The cornerstone is his 1Malaysia initiative, which emphasizes
national unity.

Datuk Seri Najib Razak has also launched the Government Transformation Programme to improve
the quality of public services, increase efficiency and make the government more transparent. The
programme sets key performance indicators to measure the performance of officials and agencies
and national key result areas to define goals for specific areas of public policy. He also introduced a
new cabinet position in charge of unity and performance management to implement the KPI system.
To drive the nation forward, Datuk Seri Najib Razak introduced the New Economic Model with
reforms to create a business environment conducive to economic growth, development and
investment. The goal is to make Malaysia a high-income nation and a developed country by 2020.
Transformation and further liberalisation of the economy are vital to this.

MALAYSIA PLAN
`Malaysia Plan is a five years development plan of the Malaysia’s government. As for 10th Malaysia
plan that have been presented by our current beloved Prime Minister, Datuk Seri Najib Razak bin
Tun Abdul Razak on 10th June 2010, he calls upon all Malaysians to unite in the spirit of “1Malaysia:
People First, Performance Now” and make a strong commitment to carry out the noble responsibility
to make a success of the transformation plan to become a high-income, developed, resilient and
competitive nation, in the interest of the well-being of all Malaysians.

TENTH MALAYSIA PLAN TENTH MALAYSIA PLAN (10MP) (2011 – 2015)

The Tenth Malaysia Plan (10MP) is a plan prepared by Economic Planning Unit (EPU) of the Prime
Minister’s Department and the Finance Ministry of Malaysia with approval by the Cabinet of
Malaysia to allocate the national budget to all economic sectors in Malaysia. To interpret this plan,
first we need to review the Ninth Malaysia Plan (2006 – 2010) which can be abbreviated to ‘9MP’.
Due to the global economic crisis that happens in 2009, the overall performance of the Ninth
Malaysia Plan was really affected. Even though the growth of the first three years starting with 2006
was good, the crisis that happens in 2009 and the contraction due to the crisis in 2010 lowers the
average making the Ninth Malaysia Plan has poor performance. Due to the problems that presented
themselves in the Ninth Malaysia Plan, the Tenth Malaysia Plans changes the government’s tactics.
In the Tenth Malaysia Plan, there are 10 big ideas to better our nation. One of the big ideas is being
“internally driven and externally aware”.

This idea means that the government will continue to review and modernize regulations such as
labor laws so that the country can have a good market economy. The idea also meant that priority
will be given to regulations that can materially improve the ease of doing business in Malaysia. It will
also support private sector activities through facilitating availability of funding, particularly in terms
of supporting micro-enterprises, venture capital for innovation and export-related financing. This
idea is different from the Ninth Malaysia Plan in the form that the balance between private sectors
and public sectors are formed. Before this the public sectors was given more priorities. This means
that the government shifted their tactics from everything is handled by the government to some of it
canbe handled by the private sectors.

Another big idea from 10MP is “leveraging on our diversity internationally”. This plan takes
advantage of the fact that in the Southeast Asia, Malaysia is the safest country (19th in the world).
This means that many outside countries will want to invest in our country. This idea means that the
key initiatives of our country’s business will include trade promotion, enhancing regional
connectivity and regional integration through trade agreements. The initiatives will be undertaken
while strengthening links with traditional export markets like Australia, Europe and the US. The
government will continue to support Malaysian companies to emerge as regional champions and
assist in opening new markets. “Transforming to high-income through specialization” is also one of
the big ideas of10MP.
In this idea, the government will prioritize specific national key economic areas as part of the
strategy towards greater specialization. Within each national key economic area, there will also be
specialization in terms of sub-sectors. A recurring theme across national key economic areas in the
context of specialization is the focus on quality and strengthening the value chain. This idea means
that instead of trying to master every sector of the economy, the government has decided that we
need to specialize in one field or more. Another idea in the 10MP is “unleashing productivity-led
growth and innovation”. This idea means that the government will give special emphasis to enablers
of productivity such as honing the skills of the workforce, promoting the development of
concentrated industrial clusters and increasingly targeting investment promotion for quality
investments. The government will also invest heavily in creativity including efforts such as
stimulating entrepreneurship, revamping school curriculum, focusing on research and development
and promoting availability of risk capital. Research and development is a very important thing in any
sector. Knowing this, the government has decided to feed the research and development sectors of
this country to produce something that will help the growth of the country.

The fifth big idea of 10MP is “nurturing, attracting and retaining top talent”. In this idea, the
government will give skills training a special emphasis under the 10MP to ensure Malaysia develops
the necessary human capital. This also means that developing and motivating teachers will be the
focus towards driving improvements in student outcomes and schools and principals will be made
increasingly accountable for student’s performance. This idea means that the government has finally
realized that the talents that the Malaysia has produced has gone to other more profitable countries
where they talents are being sought after and only mediocre talents are moving into Malaysia from
countries that does not even want them.

The government also proposes a new wave of privatization and a partnership to drive the
development of industrial parks and incubators and co-invest with the private sector in high-growth
and strategic sectors through government fund agencies such as Malaysian Venture Capital
Management Bhd. and Ekuiti Nasional Bhd. This idea is one of the ideas that facilitate and prioritize
the private sectors so that they will help our country. One of the big ideas of the 10MP is “Valuing our
environmental endowments”. This idea means that during the 10MP period, the energy policy will
move towards market pricing of gasby 2015 while water tariffs will be restructured towards full cost
recovery. It will also provide fiscal incentives and funding for green technology investments, promote
eligible projects for carbon credits and spur eco-tourism. This idea focuses on the fact that our most
of our country spending are squandered away on energy management and production.

5 STRATEGIC THRUSTS FOR 10MP

1. Designing Government philosophy and approach to transform Malaysia using the NKRA
methodology
2. Creating a conducive environment for unleashing economic growth
3. Moving towards inclusive social-economic development
4. Developing and retaining a first-world talent base
5. Building an environment that enhances quality of life

VISION 2020
Wawasan 2020 or Vision 2020 is a Malaysian ideal introduced by the former Prime Minister of
Malaysia, Mahathir bin Mohamad during the tabling of the Sixth Malaysia Plan in 1991. The vision
calls for the nation to achieve a self-sufficient industrialized nation by the year 2020, encompasses
all aspects of life, from economic prosperity, social well-being, educational worldclass, political
stability, as well as psychological balance. In order to achieve Vision 2020, Mahathir lamented that
the nation required an annual growth of 7% (in real terms) over the thirty-year periods (1990–2020),
so that the economy would be eightfold stronger than its 1990 GDP of RM115 billion. This would
translate to a GDP of RM920 billion (in 1990 Ringgit terms) in 2020.

1MALAYSIA CONCEPT
“Since assuming the country’s leadership on 3rd April, I had introduced the 1Malaysia concept as the
key thrust of my administration. From the time this concept was made public, it has sparked
numerous discussions and debates amongst all levels of our society.” Najib Razak.

1Malaysia is a concept to foster unity amongst the multi-ethnic rakyat of Malaysia, substantiated by
key values that every Malaysian should observe. The approach is not independent of the
Government’s policies thus far; instead it complements them to further reinforce our solidarity in
order to guarantee stability towards achieving higher growth and development for Malaysia and her
people. This means that 1Malaysia is a formula conceptualised as a precondition in ensuring the
aspirations of the country to secure a developed status by 2020 are met, if it is inculcated in the
minds of the Rakyat and practiced by the entire community. If the idea of “Bangsa Malaysia” which
was engendered through Vision 2020 becomes the final destination, then 1Malaysia is the roadmap
that guides us towards that destination. This definition is built upon the argument that in order
achieve the status of a developed nation in the predetermined time frame, the key requisite is a
strong and stable country, which can only be achieved when its people stand united.

The concept of a vision of Malaysia is not a new thought or idea. On the other hand a concept of
Malaysia ‘People first, Performance Now’ is a concept in the administration who advised government
leaders to discharge their duties more efficiently, trust and responsibility in the interest of the
people. (http://www.nrc11.com/2013/02/1malaysia-concept/)
(source: http://www.nrc11.com/2013/02/1malaysia-concept/)
Upon ascending to Malaysia’s highest public office on April 2009, the Prime Minister of Malaysia,
YAB Dato’ Sri Najib Tun Razak has made waves to all corners of the nation with the introduction of
1Malaysia concept. The concept evolves around culture of excellence, perseverance, acceptance,
education, integrity, meritocracy, humility and loyalty. It also encompasses NKRAs on six major
issues.

Since independent, national unity has been made top priority – unity in education, culture, socio-
economy, political, regional, etc. 1Malaysia seeks to improve the relations of all Malaysians,
regardless of racial, religious or cultural backgrounds.

There are certain major concerns that need to be addressed in order to seriously engage in 1Malaysia
concept. 1 Malaysia concept caters the needs of all sector of the plural society and to ensure equal
distribution of wealth between racial groups, between states and federal.

1Malaysia’s goal is to preserve and enhance this unity in diversity which has always been our
strength and remains our best hope for the future. The strategies to achieve this goals are
perseverance, acceptance, education, integrity, meritocracy, humility, loyalty and culture of
excellence.

Five Obstacles Which May Prevent The Achievement Of These Goals

1. School System. Ethnically & linguistically polarized primary school system (Chinese & Tamil ),
separated school system AT primary level; 90% (Chinese)/ 50% (Indian) – no opportunity to
interact with Malays in the same age category and quota system (MRSM/
MATRICULATION/UNIVERSITIES).
2. Religious sentiments. Ethno-centric (superior compared to other community) – weird,
inferior and immoral and differences measured by customs, family background, attitude,
 attire. Unhelpful religious sentiment which undermine the practices and institutions of other
religions.
3. Language factor. Mother tongue ( tamil / chinese ) is very strong. Can’t accept that Bahasa
Melayu as official language. It shows the differences between the races. Do not want to give up
or want to learn and apply other languages.
4. Not common and shared goal. Not ethnically integrated, Peace , living in harmony, Full & fair
partnership.
5. Special positions of Malay/ Bumiputera (Constitution). Article Rational 153 privileges;
position in public service, scholarship, education, business, special facilities. Malay reserve
land so that the reserve land is protected from the non-Malay.
In conclusion, the concept of 1Malaysia is a universal concept. As the main objective of this concept
is to unite all races in Malaysia, the 1Malaysia concept can be implemented in all aspects of lives. As
been mentioned earlier, sports in Malaysia have also implementing the concept, same goes with
music, food, education and much more.

Unity as envisioned through the 1Malaysia concept varies greatly from the assimilation concept
practiced in other countries where the ethnic identities are wiped out and replaced with one
homogeneous national identity.

On the other hand 1Malaysia values and respects the ethnic identities of each community in
Malaysia, and proudly regards them as an asset or advantage. 1Malaysia underlines the value of
“Acceptance” amongst its multi-racial people, where one race embraces the uniqueness of other races
so that we may live with mutual respect for each other as a nation.

In short, the concept of 1Malaysia has been accepted by Malaysia as it gives and underlines the value
of acceptance among all. Yet, there are still some negative feedbacks received on the concept.
Therefore the concept is still being construct for all Malaysian to accept.

GOVERNMENT TRANSFORMATION PROGRAMME (GTP)

Najib introduced the Government Transformation Programme (GTP) in 28 January 2010 with six
national key result areas (NKRA) – reducing crime, fighting corruption, improving student outcome,
raising living standards of low-income households, improving rural basic infrastructure, improving
urban public transport. In July 2011, a 7th NKRA was announced to address another pressing issue
of inflation and rising daily cost of the people.

The Economic Transformation Programme was introduced in 2010 to turn Malaysia into a high-
income economy with an increased per capita income as per its Vision 2020 of over RM48,000 in
2020 – from only RM23,700 in 2009.

The Programme was created to support the Prime Minister Dato’ Sri Mohd Najib Bin Tun Haji Abdul
Razak’s motto of People First, Performance Now and will be implemented as a foundation for the
transformation of Malaysia.
The National Key Results Areas (NKRAs) under the GTP were identified to improve the socio-
economic growth of Malaysia.The NKRAs are the priority needs of the people. It represents a
combination of short-term priorities to address urgent public demands and equally important long-
term issues affecting the people that required the Government’s attention immediately.
Each NKRA is headed by a Ministry and the Minister is subject to the Ministerial Key Result Area
(MKRA), which is a direct measurement of the targets to the outcome. The Performance
Management and Delivery Unit (PEMANDU) was initiated to oversee the progress of each Ministry.

Reducing Crime
The Reducing Crime NKRA looks at revitalising the criminal justice system to improve all operative
layers of addressing crime in Malaysia.

Since the implementation, several measurable key results were announced such as nationwide crime
reduced, violent crime cases cleared, police station ranking and more personnel mobilised to
frontline duty. Specific action plans have been laid out to achieve this goal.

Fighting Corruption
Corruption has been a long fought battle in Malaysia. The cost of corruption to the nation is
significant, potentially amounting to as much as RM10 billion a year, or 1-2% of GDP.

A key result aimed during the course of the GTP is to improve the internal perception of corruption.
Corporate bodies in the country are also encouraged to sign a pledge to battle corruption in their
business activities and operations in Malaysia known as The Corporate Integrity Pledge.

Improving Students Outcomes

Though Malaysia has achieved a 92% adult literacy rate, continuous efforts are needed to strengthen
the core of Malaysian societal layers to ensure that quality education is accessible to all Malaysians.

The GTP targets to create a holistic growth in the education sector by addressing fundamental issues
like pre-school education and basic literacy and numeracy skills through the programmes
announced.

Performance based assessment for Principals and Head Teachers with rewards and consequences
clearly drawn out. This is to emphasise the fact that a good leader can create credible results for the
whole school. Rewards will be in the form of financial and non-financial recognition while
underperformers will be sent to undergo development management and remedial programmes to
assist their performance.

To assist underperforming schools achieve the High Performing School status gradually. The efforts
under this programme will take place following the School Performance Ranking. An automated tool
will be provided to study specific needs of each school under the programme and assist the
Principals/ Head Teachers to plan better for the school. Approved plans will be provided with
support tools for implementation. The NKRA aims to reduce the number of Band 6 and 7 schools by
20% and increase the number of Band 1 and 2 schools by 8% in the course of the GTP.

Raising Living Standards of Low-Income Households

The Raising Living Standard of Low-Income Households NKRA is aimed to empower low income
households to improve their social standing and create more income opportunities.

Besides defining and identifying the poor, the NKRA also aims to create a long term system that
helps create opportunities for the underprivileged. Among the initiatives are creating job
opportunities, increasing basic wage, finding business opportunities and providing welfare
assistance.

Improving Rural Basic Infrastructure

35% of the Malaysian population live in rural areas with minimal access to proper roads, water and
electricity supply. These elements are basic human rights and should be accessible to all Malaysians
regardless of location and economic background. The availability of these facilities will also develop
the socio-economic status of the rural population.
The pace of deployment especially to East Malaysia has to be increased to ensure these basic rights
are delivered for the long run in the identified areas. The target is to build 11 times as many
kilometres of roads, 2.5 times as many houses, 5 times as many houses with electricity and connect
seven times as many houses to clean water during the activation of the GTP.
1,900 km of the planned roads will be in Sabah and Sarawak. The achievement of this will mean that
91.4% of the population will be living within a five kilometer radius to a paved road by 2010 in
Peninsular Malaysia.
Existing administrative processes will also be revamped to reduce time on paperwork- e.g. open road
tender process. Application of standard templates and parallel processes where applicable.
Collaborations amongst all state and federal government agencies have significantly improved with
better communication and effective problem solution methodologies implemented through the
years.

ENSURE ACCESS TO CLEAN OR TREATED WATER

This will mean in Sabah and Sarawak, the percentage of rural houses with access to clean or treated
water will reach approximately 60% in 2010 and 89% in 2012, a significant increase from 57%
currently. Finding least cost and fast ways to deliver through usage of alternative sources like tube
wells, gravity wells or rain water recovery for areas that are distant from reticulation networks (piped
water supplies).

Improved communications amongst government agencies, contractors and consultants speeded up

construction works on site, thus creating effective and high intensity workforces throughout the
project periods.

Improving Urban Public Transport

Despite its necessity, the quality of urban transport was not commendable with constant complaints.
The lack of an integrated system prompted the development of the Improving Urban Public
Transport NKRA. This NKRA will address the issues of efficiency, connectivity and convenience of
the urban public transport system.

As a big achievement, the GTP is looking to create a higher demand for public transport by
improving the overall availability and efficiency of the system. Furthermore, seamless connectivity is
also aimed to be achieved to ensure key urban areas are well linked.

Single point accountability through the Land Public Transport Authority (SPAD- Suruhanjaya
Pengangkutan Awam Darat)-fully operational by end 2010 to manage policy planning and regulatory
oversight. The Authority will tie in the 12 Ministries currently involved in the different aspects of
public transport.

Addressing Cost Of Living

Klinik 1Malaysia

Malaysia’s inflation rate stands at 3.4% as of September 2011.

The objective is to reduce/ subsidise these rising daily costs to ensure people have a better money
flow to manage with their expenses. These initiatives will be developed and adjusted to suit the
requirements of the people. Some initiatives provide immediate relied while the rest were
implemented to ensure that people experience an improving living condition in the long
DATO’ SRI NAJIB TUN RAZAK LEADERSHIP PERSPECTIVE AND NATION
PROGRESSIVE APPROACH
“The Tenth Malaysian Plan sets another historical milestone as our nation embarks on an
important mission towards a progressive and high-income nation, as envisioned in Vision 2020.
We have achieved great strides in economic and social development in the past 53 years of nation
building, but today we face a different dimension of new challenges. We can no longer rely on past
strategies and approaches that had previously driven our economic growth. Malaysia needs a new
approach, new enthusiasm and new determination driven by the 1Malaysia spirit, to propel
Malaysia into the next level of high growth.” (Dato’ Sri Mohd Najib Tun Abdul Razak, The Tenth
Malaysia Plan, Forward, 10 June, 2010).
“1Malaysia is a concept to foster unity amongst the multi-ethnic rakyat of Malaysia. 1Malaysia
values and respects the ethnic identities of each community in Malaysia, and proudly regards them
as an asset or advantage.” (Dato’ Sri Najib Tun Abdul Razak)
Global Nation Leadership
Acting as bridge between the east and west and to build relationship with foreign countries to
establish political, economic, sosoal and cultural relationship.

Continue with the Productive Bilateral relations with neighbouring countries such as ASEAN and
expended to the rest of ASIA countries China, Japan and South Korea.

Strengthen and focus on new partnership with United States, UK, Middle East, Asia Pacific, Africa
and Latin America.

Political Transformation a.k.a Reformer

Najib Tun Razak introduced the 1Malaysia concept, Key Performance Indicators (KPI), National Key
Result Areas (NKRA), Government Transformation Plan (GTP) and Economic Transformation
Programme (ETP), Political Transformation Programme (PTP)

Najib decision to repeal the ISA, Banishment Act 1959, and a review of the Restricted Residence Act
1933, Printing Presses and Publication Act 1984 and Section 27 of Police Act 1967 would pave the
way for Malaysia to practice a mature and respected democracy.

The acts was part of the PTP, and complemented the Government Transformation Programme (GTP)
and Economic Transportation Programme (ETP).

The seriousness of the government in carrying out the political transformation process, aspirations
towards a modern, progressive and developed Malaysia with a functional democracy.

It means being a transformational leader who actually introduces carefully planned and digestible
step-by-step reforms that do not create shock and trauma but help to truly modernize a nation with
more opportunity and with greater equity for the youth, and in fact for people of all ages, social-
economic groups, races and religions.

That is why Najib is the true reformer, meaning he is a transformational leader who delivers and
implements reforms rather than shouting slogans in a demagogic and old-fashioned manner.

True reform means measures taken to improve life in the cities and the kampung, to bring Malaysia
to the forefront of nations, to improve the relationship between the citizen and the government – but
most importantly, it means to do all of these things in a stable and lasting way so that the entire
effort does not come undone.

Thus, Najib introduced the Government Transformation Programme and the Economic
Transformation Programme early on. These are attempts to make government more transparent and
accountable.
Every government programme, Najib is arguing, should be open to the rakyat and made so that its
results can be checked. Now everything from crime to student employment to corruption to roads to
economic growth can be assigned numbers.

Najib has also worked hard to reform the government’s approach to subsidies for those in need. His
1Malaysia project is not merely good branding. It is an aspiration and a promise: that those in need,
no matter their race or religion, can expect government assistance.

Note well that these reforms are not merely unbridled change. Each reform was made to the limits of
what the nation would tolerate. Step by step.

This shows a canny understanding by Najib that reform must reflect the people’s desires, but cannot
move far in front of those desires.

Reform that seems too extreme – or worse, that leads to chaos, economic damage and social disorder
– not only does not work, it discourages further reform. Transformation, however, means guiding us
to a better future.

Clearly Najib is now seen as the true reformer. He is also the leader who has shown a stronger
commitment to the youth, many of them first-time voters. It is oddly enough, the other fellow who
now looks old-school, and Najib who has made sure he connects with the aspirations of the youth.

“Taking actions based on the needs of all ethnic groups in our country” has been implemented by the
government since the country’s independence. Things are running in the shape of its own, namely,
the leadership of the country serving the needs of each ethnic community through their
representatives.

Through a concept of Malaysia, the Prime Minister wants all MPs to act beyond the boundaries of
their people and expand their services to other communities.

CONCLUSION

The concept of a 1 Malaysia, ‘Rakyat Didahulukan. Pencapaian Diutamakan’ is the continuation of

two concepts introduced by former Prime Minister.
This concept is not something new. On the other hand “a 1 Malaysia, ‘Rakyat Didahulukan,
Pencapaian Diutamakan’, an effort that has long been practiced. Efforts to preserve and protect the
interests of the people and the country has done since the days of Tunku Abdul Rahman Putra Al-
Haj. Efforts of our people and country were linked by the Prime-Prime Minister next. Every Prime
Minister has their own ideas, but the goal remains the same for the people and country.
‘1 Malaysia’ aims to maintain and enhance the unity in diversity which has always been the strength
of Malaysia and its people, and this advantage will be maintained as our best hope for any challenge.

‘1 Malaysia’ will also establish a government that prioritizes the achievement of the priority axis is
reflected when people like the slogan YAB Dato’ Sri Najib Tun Razak called ‘Rakyat Didahukan,
Pencapain Diutamakan’.

There were eight of which are applied in concept of ‘1 Malaysia’. These values are expected to
bringing its people together with the thoughts and actions that lead to one goal, namely to the
country. Eight values are:

1. Culture of excellence
2. Fortitude
3. Humble
4. Acceptance
5. Loyalty
6. Meritocracy
7. Education
8. Integrity

MUNGKIN BOLEH