06 Leadership 1

Certified Human Capital & Compensation Professional Unika Atma Jaya - Jakarta

1

Leadership Development Leadership is important, without Leadership the important is nothing.

By Pungki Purnadi


Leadership is Managing change and moving groups to new targets. Getting exceptional result through others. Working w ith and through teams. Having a vision & being able to develop strategies.


A Leadership Story: A group of workers and their leaders are set a task of clearing a road

through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port.

The leaders organise the labour into efficient units and monitor the distribution and use of capital assets progress is excellent. The leaders continue to monitor and evaluate progress making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible.

Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree.

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Leadership is Respecting other people but being demanding of them. Being open to ideas and listening. Communicating effectively and persuasively. Know ing how to inspire others yet also how to empower them to complete the task.


requires a different set of actions and indeed a completely different mind-set * CREATING A SENSE OF DIRECTION It is challenged. Out of these challenge a vision for something different is born. * COMMUNICATING THE VISION The vision must meet the realized or unconscious needs of other people & the leader must work to give it credibility. The leader must ENERGIZE, INSPIRE & MOTIVATE.


Jack Welch LEADERSHIP Energy, pemimpin dengan energi pribadi yang luar biasa Energize, mereka yang menyulut semangat tim dan tidak

mengintimidasi mereka

Edge, orang yang mempunyai semangat bersaing dan tekad untuk menang

Execution, pemimpin yang mempunyai reputasi dalam perolehan hasil


There is a difference between leadership and management. Leadership is of the spirit, compounded of personality and vision; it s practices is an art. Management is of the mind, a matter of accurate calculation . I ts practices is a science. MANAGERS ARE NECESSARY; LEADERS ARE ESSENTIAL


Involve the follow ing & predominantly activity based : * PLANNING & BUDGETING This involves target-setting. Establishing procedures for reaching target * ORGANIZING & STAFFING Setting the organization structure & hiring the right people * CONTROLLING & PROBLEM SOLVING Monitoring the results against the plan. Identifying problem & working out how to solve.


LEADER Concerned w ith doing right thing. Takes the long-term view . Concentrates on what & why. Thinks in term of innovation, development, and the future. Sets the vision ; the tone. Hopes others w ill respond & follow . Appeals to hopes and dream. Expect others to help realize a vision. Inspires innovation.

MANAGER Concerned w ith doing things right. Takes the short-term view . Concentrates on how . Thinks in term of administration, maintenance, and the present. Sets the plan ; the pace. Hopes others w ill complete their tasks. Monitors boundaries, define limits. Expect others to fulfill their mission or purpose. Inspires stability.


ABLE TO BUILD EFFECTIVE TEAMS. KNOWS HOW TO LISTEN. CAPABLE OF MAKING DECISION ON THEIR OWN. ENERGETIC & INNOVATIVE. VISIONARY.


HAVE HIGH ETHICAL STANDARDS. A STRONG PRESENCE & STRONG WILLED. MATURE. A GOOD PRESENTER. KNOWS HOW TO MANAGE COMMITTEES & INTERNATIONAL IN OUTLOOK.


UNDERSTAND NEW TECHNOLOGIES. CHARISMATIC & ADMIRED BY EMPLOYEES AT ALL LEVELS. DEMOCRATIC. LITERATE. MOTIVATED. COMPASSIONATE.


Behavior is a vital criteria in leadership. There is no good or bad behavior, only appropriate or inappropriate behavior. The only norms which exist are the perceptions of a Leader as perceived by the relevant organization & the profiles of star performers fulfill ing the relevant function. Strengths of a passive profile can be effectively harnessed by the strengths of an active profile and vice versa, thereby transferring inappropriate behavior into appropriate behavior is important.


LEADERSHIP Development

ESSENTIAL QUALITY OF EFFECTIVE LEADERSHIP

By Pungki Purnadi


KENAPA ADA PEMIMPIN

Seorang pemimpin diadakan dalam organisasi karena tanggung jawabnya sangat besar untuk dapat dikerjakan

sendiri

Dalam membantu pemimpin menyelesaikan tugas maka diangkat beberapa orang pekerja untuk membantu

menyelesaikan pekerjaan yang sangat besar tersebut


TUGAS DAN TANGGUNG JAWAB

Seorang pemimpin dalam organisasi adalah melaksanakan proses mempengaruhi

Bekerja dengan dan melalui

orang lain untuk menyelesaikan masalah

organisasi yang ada sekarang maupun yang akan datang


KETERGANTUNGAN PEMIMPIN Seorang pemimpin dalam organisasi menjadi sangat tergantung pada pekerja begitu pula pekerja menjadi

tergantung pada pimpinan

Kinerja pimpinan tergantung atas

hasil pekerja dan kinerja pekerja tergantung atas hasil pemimpin

jadi pimpinan dan pekerja adalah satu kesatuan


Ing Ngarso Sung Tulodo Leader menjadi contoh

dari pengikutnya Ing Madya Mangun Karso

Leader selalu ditengah pengikutnya untuk memotivasi mereka mencapai tujuan grupnya

Tut Wuri Handayani Leader selalu dibelakang

pengikutnya untuk konsultasi dan petunjuk

Ki Hajar Dewantoro


Mengatur & mengelola disiplin kerja

Seorang pemimpin dalam organisasi menjadi sangat tergantung pada pekerja begitu pula pekerja menjadi tergantung pada pimpinan

Untuk keseimbangan tugas ini maka salah satu fungsi pemimpin adalah mengatur dan mengelola disiplin kerja

Untuk pelaksanaan disiplin kerja ini manfaatkanlah prinsip kepemimpinan situasional; Directing, Coaching, Supporting, dan Delegating


Being autocratic or democratic is the usual way of thinking about leadership.

An alternative to being autocratic or democratic leader is to be a

situational leader.


Leadership Variables

Follower Boss Associates/Peers Organization Job Demands Time


Why Situational Leadership?

Because todays world nothing is so fixed and cast in stone.

Employees development level may

vary from time to time.

And basically, there is no one single leadership style that fits all.


Subordinates Development Level Competence: Task, Knowledge and

Skills Commitment: Motivation and

Confidence


Leadership Behavior

Directing Leaders define the roles and tasks of the follower and supervise them

closely.

Decisions are made by the leader and announced, so communication is largely

one-way.

High Directive, Low Supportive Leader Defines Roles of Followers Problem Solving & Decision Making Initiated by the Leader One-way Communication


Leadership Behavior

Coaching Leaders still define roles and Tasks, but seeks ideas and suggestions

from the follower.

Decisions remain the leaders prerogative, but communication is much more two-way.

High Directive, High Supportive Leader Now Attempts to Hear Followers Suggestions, Ideas, and Opinions Two-way Communication Control Over Decision Making Remains with the Leader


Leadership Behavior

Supporting Leaders pass day-to-day decisions, such as task allocation and

process, to the follower.

The leader facilitates and takes part in decisions, but control is with the follower.

High Supportive, Low Directive Focus of Control Shifts to Follower Leader Actively Listens Follower Has Ability and Knowledge to Do the Task


Leadership Behavior

Delegating Leaders are still involved in decisions and problem solving, but control

is with the follower.

The follower decides when and how the leader will be involved.

Low Supportive, Low Directive Leader Discusses Problems With Followers Seeks Joint Agreement on Problem Definitions Decision Making Is Handled by the Subordinate They Run Their Own Show


Levels of Development D1 Low Competence, High Commitment

Enthusiastic Beginner

Leading employees of development level - 1 : new recruits, fresh graduates, the ones with abundant of motivation & energy but limited knowledge, skills, abilities and exposure. Give a lot of directions, clear assignments with detail targets.


Levels of Development D2 Some Competence, Low Commitment

Disillusioned Learner

Leading employees of development level - 2 : Little bit of experience, knowledge and skills but finding themselves disillusioned that the real world may pose them different realities than of their expectations and their motivating starts declining. Require coaching approach to keep them moving forward.


Levels of Development D3 Moderate to High Competence, Variable Commitment

Reluctant Contributor

Leading employees of development level - 3 : more experience, somewhat high skills and deeper knowledge but lack of motivation. Supporting will provide them with guidance to excel.


Levels of Development D4 High Competence, High Commitment

Peak Performer

Leading employees of development level - 4 : top knowledge and experience as well as high motivation. Give goals & targets, delegate everything with their own and will excel.


SITUATIONAL LEADERSHIP

Leadership Style (S1 S4) of the leader must correspond to the Development Level (D1 D4) of the follower and its the leader who

adapts.


KEN BLANCHARDS SITUATIONAL LEADERSHIP

DEVELOPMENT LEVEL OF FOLLOWER(S)

HIGH SUPPORTIVE AND LOW DIRECTIVE BEHAVIOR

S3

HIGH SUPPORTIVE AND

HIGH DIRECTIVE BEHAVIOR

S2 LOW SUPPORTIVE AND LOW DIRECTIVE BEHAVIOR

S4

LOW SUPPORTIVE AND

HIGH DIRECTIVE BEHAVIOR

S1

THE FOUR LEADERSHIP STYLES

DIRECTIVE BEHAVIOR (HIGH) (LOW)

SUPP

ORTI

VE B

EHAV

IOR

(HIG

H)

(LOW

)

D4 D3 D2 D1 MODERATE HIGH LOW

DEVELOPING DEVELOPED


The Leaders Goal

Build Your Followers Development Level So You Can Start Using Less Time-consuming Styles

(S3 and S4) and Still Get High Quality Results.

Situational Leadership is not something you do TO people but something you do WITH people.


Mengidentifikasi Calon Pemimpin Watak : kejujuran, integritas, disiplin pribadi, bisa diajar, bisa diandalkan,

kegigihan, kebijaksanaan, etika kerja. Pengaruh, setinggi apa, siapa yang mempengaruhi, siapa yang

dipengaruhi. Sikap Positif Keahlian berkomunikasi, menyukai orang lain adalah awal

kemampuan berkomunikasi. Bakat Catatan Prestasi, pemimpin yang terbukti keunggulanya punya catatan

prestasi yang terbukti pula keunggulannya. Keyakinan, seorang pemimpin mempunyai kemampuan untuk

menanamkan pada diri anak buahnya keyakinan dalam diri mereka sendiri. Tidak Puas dengan Status Quo, seorang pemimpin yang menyukai

status quo akan segera menjadi pengikut.


BEST - maintain the Leader candidates

Believe in them. Encourage them. Share with them. Trust them.

Melakukan hal yang benar, itu bagus sekali. Mengajar orang lain melakukan hal yang benar, bahkan lebih bagus


TRUST maintain the Leader candidates

Time, for listening & feedback. Respect Unconditional Positive Regard, on

acceptance. Sensitivity Touch, support with shake hand, etc.

Kepemimpinan hanya bisa berfungsi berdasarkan kepercayaan


IDEA - developing Leader candidates

Instruction Demonstration Exposure Accountability


Empat Gaya Dasar Kepemimpinan

MENGARAHKAN, pemimpin memberikan instruksi spesifik dan dari dekat mengawasi penyelesaian tugas



MELATIH, pemimpin terus memberikan pengarahan, dan dari dekat mengawasi penyelesaian tugas, tetapi juga menjelaskan keputusan, menawarkan saran dan mendukung kemajuan



MENDUKUNG, pemimpin memudahkan dan mendukung upaya bawahan menuju penyelesaian tugas serta berbagi tanggung jawab untuk pembuatan keputusan dengan mereka



MENDELEGASIKAN, pemimpin menyerahkan tanggung jawab untuk pembuatan keputusan dan pemecahan masalah kepada bawahan


Gaya & Perilaku Dasar Kepemimpinan

Gaya Kepemimpinan adalah bagaimana anda berperilaku ketika anda berusaha mempengaruhi unjuk kerja seseorang.

Gaya Kepemimpinan adalah perpaduan antara perilaku Direktif & Supportif.


Perilaku Dasar Kepemimpinan

DIREKTIF : Struktur, Pengendalian dan Pengawasan.

SUPPORTIF : Pujian, Mendengarkan dan Memudahkan.



DIREKTIF : Melibatkan dengan jelas, memberitahu orang lain apa yang harus dilakukan, dimana melakukannya, bilamana melakukannya, dan kemudian mengawasi dari dekat unjuk kerja mereka.



SUPPORTIF : Melibatkan, mendengarkan orang lain, memberikan dukungan dan dorongan untuk upaya mereka, kemudian memudahkan keterlibatan mereka dalam pemecahan masalah dan pembuatan keputusan.



Perilaku banyak memberikan dukungan dan kurang memberikan pengarahan. SUPPORTIF G3

Perilaku banyak memberikan pengarahan & banyak memberikan dukungan. MELATIH G2

Perilaku kurang memberikan dukungan & kurang memberikan pengarahan. DELEGASI G4

Perilaku banyak memberikan pengarahan & kurang memberikan dukungan. DIREKTIF G1

rendah DIREKTIF

tinggi

SUPPORTIF

tinggi


4 Tingkat Perkembangan Manusia

Kecakapan Tinggi, Komitmen Tinggi

Kecakapan Tinggi, Komitmen Bervariasi

Kecakapan Sedikit, Komitmen Rendah

Kecakapan rendah, Komitmen Tinggi

Sedang Berkembang

Sudah Berkembang


Gaya Kepemimpinan & Perkembangan Manusia

Kecakapan Tinggi, Komitmen Tinggi

Kecakapan Tinggi, Komitmen Bervariasi

Kecakapan Sedikit, Komitmen Rendah

Kecakapan rendah, Komitmen rendah

Mendelegasikan

Mendukung

Melatih

Memberikan Pengarahan Struktur, Kontrol & Pengawasan

Menyerahkan Tanggung Jawab Untuk Pembuatan Keputusan Sehari-hari

Memuji, Mendengarkan & Memudahkan

Mengarahkan dengan contoh


good luck & success! If you need further assistance, please contact me at 08121055000 Or sending e-mail to : [email protected]

Leadership DevelopmentLeadership is important, without Leadership the important is nothing.Slide Number 2A Leadership Story:Slide Number 4Slide Number 5Jack Welch LEADERSHIPSlide Number 7Slide Number 8Slide Number 9Slide Number 10Slide Number 11Slide Number 12Slide Number 13LEADERSHIP Development KENAPA ADA PEMIMPINTUGAS DAN TANGGUNG JAWABKETERGANTUNGAN PEMIMPINKi Hajar DewantoroMengatur & mengelola disiplin kerja Slide Number 20Leadership VariablesWhy Situational Leadership?Subordinates Development LevelSlide Number 24Slide Number 25Slide Number 26Slide Number 27Levels of DevelopmentD1Low Competence, High Commitment Levels of DevelopmentD2Some Competence, Low Commitment Levels of DevelopmentD3Moderate to High Competence, Variable CommitmentLevels of DevelopmentD4High Competence, High Commitment Slide Number 32KEN BLANCHARDS SITUATIONAL LEADERSHIPSlide Number 34Mengidentifikasi Calon PemimpinBEST - maintain the Leader candidatesTRUST maintain the Leader candidatesIDEA - developing Leader candidatesEmpat Gaya Dasar KepemimpinanEmpat Gaya Dasar KepemimpinanEmpat Gaya Dasar KepemimpinanEmpat Gaya Dasar KepemimpinanGaya & Perilaku Dasar KepemimpinanPerilaku Dasar KepemimpinanPerilaku Dasar KepemimpinanPerilaku Dasar KepemimpinanEmpat Gaya Dasar Kepemimpinan4 Tingkat Perkembangan ManusiaGaya Kepemimpinan & Perkembangan ManusiaSlide Number 50

06 Leadership 1

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