Frankly, it is very unfair to judge Dr. Shamsuri's ability to lead the country, as a person with many shortcomings, even when listening to the comments of a few professors, with knowledge of national politics. These Professors ... who commented on his authority as if there was a weighing of values that sometimes brought laughter - why so Jurassic your mentality? Shame on you...an uncalled form of comments, ever heard, to look down upon Dr. Sam is a profound display of "under the shell mentality - "katak bawah tempurung". So with the subtle labelling of PAS as a fanatic, religiously political entity. Enough of stereotyping PAS for not being progressive and religiously conservative. Do explore the facts and get out, Mr. Professors, from your cave mentality. Just to ponder: take time to read the yearly indicator of 500 Muslims leaders, and many more are from an Islamist background. The most notable among them is the Islamic leader, Umar ibn Abd al-Aziz (c. 680–720), or Umar II, who was the eighth Umayyad caliph (717–720) known for his extreme piety, justice, and swift, sweeping reforms that brought unprecedented stability and prosperity to the empire. Often called the "fifth rightly guided caliph," he reversed Umayyad excesses by living simply, reforming taxation, and fostering religious tolerance
For me, Dr. Sam is the best choice for the future of Malaysia. Honestly, among the political leaders in Malaysia. From what I see, Dr. Sam has the most rounded personality to lead the nation. Apart from his own leadership characteristics, Terengganu also ranks 5th in GNP among the states in Malaysia. Frankly, his leadership authority and dedication are something that comes "naturally" with his decades in the aerospace engineering sector. If you want to compare with KJ and RR, DR. Sam is far ahead in all aspects of leadership. Dr. Sam's leadership decorum is far superior to that of almost all Malaysian politicians. No way on any forms of comparative personality, RR and KJ both do not have the genuine acumen of a good, wise, and premier decorum. Maybe in the next 2 decades. Dr. Sam is much preferred. His full biography is as follows:
Ahmad Samsuri bin Mokhtar (Jawi: احمد سمسوري بن مختر; born 16 November 1970) is a Malaysian politician, aerospace engineer, and lecturer who has served as the 15th Menteri Besar of Terengganu, Member of the Terengganu State Legislative Assembly (MLA) for Ru Rendang since May 2018, Member of Parliament (MP) for Kemaman since December 2023, and Group Chairman for Terengganu Incorporated (TI Group).[2] He held a brief stint as the 18th Leader of the Opposition from May to June 2026 before being succeeded by Hamzah Zainudin during the RESET Malaysia Convention.[3] He is a member of the Malaysian Islamic Party (PAS), a component party of the Perikatan Nasional (PN) coalition. He has served as the 2nd Chairman of PN since February 2026 and the Vice President of PAS since June 2019
Ahmad Samsuri was born in Jerteh, Besut, Terengganu, Malaysia, on 16 November 1970. He went to Sekolah Menengah Sains Sultan Mahmud, Kuala Terengganu from 1983 until 1988.[8] He received a BEng (Hons) in Mechanical and Materials Engineering from Universiti Kebangsaan Malaysia in 1993,[8] a Master of Science in Combustion and Energy from the Center for Combustion Studies, University of Leeds in 1996,[9] and Doctor of Philosophy (PhD) in Aeroengine Ignition and Combustion, High Altitude Engine Failure from the School of Mechanical Engineering, University of Leeds in 2001
Ahmad Samsuri is an aerospace engineer by profession. Prior to his involvement in politics, he previously worked as a Quality Assurance (QA) engineer for Hitachi Consumer Products in 1993-1994, as a research officer in the Faculty of Engineering, USM in 1994-1995, as the head of department (HOD) of the Department of Aerospace Engineering, Faculty of Engineering, UPM in 2003-2008, where he also served as a lecturer (2001–2006) and an associate professor (2003–2008) for UNISEL.
Political analysis writers talk about the "Leadership Issue" being increasingly defined by influence, impact, and capability rather than by hierarchy or formal tenure. While traditional organizational structures rely on top-down authority, modern leadership often operates as a network where individuals at any level—regardless of age—can lead by connecting with others, fostering collaboration, and driving change. Is the existing leadership really that great? I don't even feel like commenting.
Open-minded in the analysis of how effective leadership goes beyond hierarchy and why young leaders can be so effective, the equity of Influence vs. Authority. Effective leaders generate impact through personal credibility, communication, and trust, rather than relying solely on the power vested in a position. As is the case today, there is power - I love it!!
Modern organizations are increasingly seen as “lattices” rather than “ladders,” allowing leadership to flow horizontally and across functions, rather than just up and down. Shared responsibilities and leadership roles are fluid, changing according to projects or specific expertise required, which encourages faster decision-making and innovation.
Young leaders, in particular, often bring attributes that challenge conventional approaches and bring significant value to an organization. Young leaders often bring fresh perspectives and are quicker to adopt new technologies, methodologies, and trends. Younger generations are often highly motivated by a sense of purpose and “making an impact,” which can enhance employee engagement and organizational culture.
Active Collaboration: Rather than working in isolation, young leaders often prioritize transparent communication and, in many cases, are more accessible to their teams than their traditional predecessors, often exhibiting high energy and a willingness to challenge the status quo.
Leadership effectiveness often goes beyond conventional expectations by focusing on: Servant Leadership. Shifting from “what can you do to help me” to “what can I do to help you” builds trust and empowers teams.
The best leaders don’t just create followers; they nurture and empower their team members to take ownership and lead themselves. While effective, young leaders face different challenges that organizations must address: The pressure to prove themselves can cause young leaders to choose to commit.
Dr. Sam, at an energetic age, may face skepticism from older colleagues, requiring them to build credibility through demonstrated results.
Effective leadership is a behavioral competency that can be developed, not just a career stage. As organizations face rapid change, the ability to nurture, empower, and support other leaders—regardless of their age or position—is essential to the long-term success of nation-building. Dr. Sam - Preferred.
Joe Boyle.
