Strategic Patience

Dr. Najumnissa Jamal on Leadership and Legacy

Dr. Najumnissa Jamal settles into her chair with the calm confidence of someone who has seen it all. As Professor and Head of Electronics and Instrumentation Engineering at Crescent Institute, she's spent over three decades navigating the challenges of academic leadership, and she has learnt a thing or two about what really works.

"As time passes, everything goes well, that is my patience," she says, and you can tell this isn't just a platitude, it's a hard-won philosophy that has guided her through four separate tenures as department head, countless administrative challenges, and the complex dance of balancing work and family life.

Dr. Jamal joined Crescent Institute in 1992 with a B.E. in Electrical and Electronics Engineering, later earning her M.E. in Control and Instrumentation and eventually completing her Ph.D. in Medical Electronics in 2012. But it's not just her academic credentials that make her story compelling, it's how she's used each step of her journey to fundamentally reshape how she approaches leadership and life.

The Ph.D. That Changed Everything

If you ask Dr. Jamal to pinpoint when everything shifted for her, she'll point to her Ph.D journey. Before that, she admits with refreshing honesty, "I was very, how to say, I believe in everything." The doctoral program didn't just deepen her technical knowledge; it taught her strategic thinking that would prove invaluable in leadership roles. "After I finished my Ph.D., I learnt some strategy that is to be followed and I changed myself," she explains. The strategy sounds simple but is surprisingly sophisticated: she stopped taking everything at face value. "I don't believe everybody at once. I wait until I get a clear idea about them and only then I believe them."

She's quick to acknowledge this approach might seem negative to some, but it's served her well in academic administration. It also changed how she communicates. "I don't talk much. But whatever I talk about, there will be some sense in it." In a world full of noise, she's chosen to make her words count.

The Art of Leaving Work at Work

One thing that strikes you about Dr. Jamal is her unwavering commitment to work-life balance, not as a trendy concept, but as a practical necessity. "Whatever work we have in the office should be completed in the office. You should not take it home," she states firmly. "That is what I follow. That is my strength actually."

This might sound straightforward, but she's noticed how many of her colleagues struggle with this basic principle. "Many women are not able to balance life and work. So many of them are not able to complete their work within the 8 hours they are working here," she observes. The problem often stems from family interruptions during work hours and the inability to compartmentalize responsibilities.

Her solution is refreshingly practical: establish clear boundaries and stick to them. She's even noticed how students face similar challenges. "When I’m taking classes, they often say their family is calling from their hometown — their grandmother, their mother, and so on. They need to understand when it’s appropriate to take those calls and when it’s not.’’

Learning to Lead Through Relationships

Being appointed as head of department four different times has given Dr. Jamal a unique perspective on leadership evolution. The early days weren't easy. "Every time we do something, I don't get close with my colleagues," she recalls. But something shifted during her third tenure. "They came closer to me and now we are all like a family."

This transformation didn't happen by accident. It was the result of consistent leadership and building trust over time. Today, her approach is collaborative but clear about accountability. “Now, we discuss everything before making any decision. I don’t claim that I did everything on my own — we decide things together. But when a mistake happens, I take responsibility for it.”

When administrative changes required her to step down from her position, she showed the kind of grace that defines true leadership. “I didn’t have that feeling of ‘this is my place.’ I simply vacated my position and made way for others.” No drama, no resistance — just quiet, professional dignity.

The Alumni Network That Changed Everything

Ask Dr. Jamal about her proudest professional achievement, and she'll tell you about student placement. But the story isn't what you'd expect, it's about patience, persistence, and sometimes getting help from unexpected places.

Her vision was clear from the start: "My idea was to place the students abroad with an alumni." The problem was that Electronics and Instrumentation Engineering wasn't well-known. "EIE is not known among the parents or among the societies. So I wanted to do something," she explains.

During her 2013-2016 tenure as head, despite trying multiple approaches, success remained elusive. But something remarkable happened during her current tenure that began in 2021. "I don't know by God's grace these 3 years... many of the alumni, they came on their own and they observed our students and now many of our students are working in the Middle East."

The transformation has been dramatic. Alumni now actively reach out seeking students from her department. "Now people are asking for students from there, they contact me. Even other department students have also been absorbed abroad by our own students." The network has become self-sustaining, with social media amplifying the connections. "Simply on LinkedIn, if I ask students for help immediately they are providing support for student fees, for placement, for internships, for industrial visits, in everything they are ready to help."

Her motivation is deeply personal: “I am also a student here. Whatever benefits I received from my faculty, I now pass on to my students.” It’s this pay-it-forward mentality that has created lasting impact.

Advice for the Next Generation

When it comes to professional growth, Dr. Jamal is direct about what she sees lacking in younger women. "In their professional career, they have to learn more. That is lacking in them, the hunger to learn or the need to learn." Her prescription is practical: use personal time, especially weekends, for skill development rather than purely social activities.

"When they use that time for learning, that confidence will automatically come," she explains. It's a simple equation in her mind: competence builds confidence, which opens opportunities.

For personal life, her advice centers on genuine family engagement. "They must have family time. Keep time for your family as much as you can. Cooking and paying fees for their children is not enough. They have to sit with the children, talk with them, and enjoy themselves."

She's genuinely concerned about what she sees as a growing disconnect between parents and children. "Many parents, they don't spend their time with their children because they ask them to study, they pay their fees and they take them out. But that personal touch is not there." The consequence, she believes, is visible in changing social dynamics. "That's why children are not respecting elders nowadays."

Personal Growth and Professional Boundaries

Dr. Jamal’s journey taught her the importance of stepping back and setting appropriate boundaries. “Until I was 36, I acted like a student — going out, enjoying with them. But after that, I started setting limits. I learned how to maintain a proper distance between myself and others.” This wasn’t about becoming cold or unapproachable; it was about professional effectiveness. “Once I maintained my distance, everything fell into place,” she reflects. Sometimes, the best way to support others is by keeping the professional space that allows for clear thinking and sound decision-making.

The Power of Strategic Patience

As our conversation winds down, it's clear that Dr. Jamal's approach to life and leadership isn't about quick fixes or dramatic gestures. It's about the steady application of strategic thinking, patience, and genuine care for others. Her alumni network didn't materialize overnight, it took years of relationship-building and consistent effort. Her leadership style evolved through multiple tenures and countless interactions with colleagues.

Her transformation from someone who "believed everything" to a strategic leader who carefully evaluates situations demonstrates the kind of growth that comes from embracing continuous learning, even later in one's career. The Ph.D. she completed at age 50+ wasn't just about adding credentials, it was about developing the analytical skills that would make her a more effective leader.

"My best wishes to all the women," she concludes simply, but there's weight behind those words. They come from someone who has navigated the complexities of being a woman in engineering education for over three decades, who has figured out how to balance multiple demanding roles, and who has created systems that continue to benefit students long after her direct involvement.

In a world that often celebrates flash and immediate results, Dr. Najumnissa Jamal's story is a reminder that some of the most meaningful achievements come from patience, strategic thinking, and the quiet work of building relationships and systems that last. Her students working across the Middle East, her department functioning like a family, and her own balanced approach to life and work, these are the real measures of leadership success.

Interviewee: Dr. Najumnissa Jamal

Interviewee: Rasheeqa Sheriff

Edited By Niha Fathima