LEADERSHIP IN
A CHANGED
WORLD
Purwoko Hadi ,Diding Muchidin
GAYA KEPEMIMPINAN
9 1.9 9.9
8
5 5.5
4
3
1 1.1 9.1
1 2 3 4 5 6 7 8 9
KEPEMIMPINAN SITUASIONAL
Tingkat kesiapan Kode Ciri
1. Rendah M1 Tidak mampu dan kemampuan rendah
2. Rendah ke madya M2 Tidak mampu tetapi berkemauan
3. Madya M3 Mampu tetap kemauan rendah
4. Tinggai M4 Berkemampuan dan kerkemauan tinggi
Tingkat kesiapan anggota Kode Gaya Kepemimpinan
1. Rendah M1 G1 Telling
2. Rendah ke madya M2 G2 Selling
3. Madya M3 G3 Participating
4. Tinggai M4 G4 Delegating
KEPEMIMPINAN VISIONER
Lingkungan
Eksternal
Juru
Penentu
Bicara
Arah
Masa Masa
Sekarang Depan
Pelatih Agen
Perubahan
Lingkungan
Internal
PEMIMPIN MASA DEPAN (KOSMOPOLITAN)
1. MAMPU MELIHAT JAUH KEDEPAN
menciptakan visi,menyemangati aksi dan memberdayakan orang lain.
2. MEMBANGUN ENTREPENEURSHIP
bagi para stafnya, mencari konsep baru
3. INOVATIF
4. MENJADI INTEGRATOR
mampu melihat melampaui peerbedaan antar organisasi, sektor, disiplin, fungsi dan
budaya
5. MENJADI DIPLOMAT
yang mampu memecahkan konflik
6. MAMPU MEMPENGARUHI
orang untuk bekerjasama (kemitraan)
7. MENJADI CROSS-FERTILIZER
yang dapat membawa yang terbaik dari satu tempat ke tempat lain.
ROSABETH MOSS KANTER
TUJUH PELAJARAN PENTING UNTUK MEMIMPIN
1. PEMIMPIN TIDAK MENUNGGU PERJALANAN MASA DEPAN
2. KARAKTER YANG MEMILIKI BOBOT
Jujur, melihat kedepan, menyemengati, kompeten
3. SEORANG PEMIMPIN KEPALANYA ADA DI AWAN SEDANG KAKINYA DIBUMI
4. NILAI BERSAMA
Mempromosikan tingkat kesetiaan kepada organisasi
Memudahkan konsensus, untukmenetapkan sasaran
Mendorong perilaku etis
Mempromosikan norma yang kuat mengenai kerja keras dan mengayomi
Memperkuat kerjasama tim (team work)
5. ANDA TIDAK BISA MENGERJAKANNYA SENDIRIAN
“kami” bukan “aku”
6. WARISAN YANG ANDA TINGGALKAN ADALAH KEHIDUPAN YANGANDAJALANI
Memimpin dengan keketeladanan adalah,melalui bagaimana pemimpin membuat visi
& nilai dan mewujudkannya
7. KEPEMIMPINAN ADALAH KEPENTINGAN SETIAP ORANG
JAMES M. KOUZES & BARRY Z. POSNER
Exhibit 1
SOME OF THE REQUIREMENTS FOR EFFECTIVE LEADERSHIP
IN SENIOR MANAGEMENT JOBS IN COMPLEX BUSINESS
SETTINGS
I. Industry and Organizational Knowledge
Broad knowledge of industry (market, competition, productes, technologies)
Broad knowledge of the company (the key players and what makes them tick, the
culture, the history, the systems)
II. Relationship in the Firm and Industry
Broad set of solid relationship in the firm and in the industry
III. Reputation and Track Record
Excellent reputation and a strong track record in a broad set of activities
IV. Abilities and Skills
Keen mind (moderately strong analytical ability, good judgment, capacity to think
strategically, and multi-dimensional)
Strong interpersonal (ability to develop good working relationship quickly, empathy,
ability to sell, sensitivity to people and human nature)
V. Personal Values
High integrity (broadly values all peoples and groups)
VI. Motivation
High energy level
Strong drive to lead (power and achievement needs backed by self-confidence)
Exhibit 2
ORIGINS OF CHARACTERISTICS REQUIRED TO PROVIDE EFFECTIVE
LEADERSHIP
Origins Personal Requirements
Needed for Providing
Effective Leadership
1. Inborn Capacity
1. Motivation
2. MPersonal Values
2. Early Childhood
(building on and
supplementing inborn
capacity) 3. Abilities and Skills
3. Formal Education 4. Reputation and
(building on and Track Record
supplementing attributes
from 1, 2, and 3)
5. Relationship in the
Firm and Industry
4. Career Experiences
(building on and 6. Industry and
supplementing attributes Organizational
from 1, 2, and 3) Knowledge
Note: Primary effects only (e.g., the weaker causal links [from education to personal values, for
example] are not shown in the exhibit)
COMPETENCIES
The personal characteristics that contribute to
outstanding performance in a particular job.
What an outstanding performer
- Does more often that an average performer
- Does in more situations that average performer
- Does with better results than an average performer
HAY McBER
OVERVIEW OF COMPETENCIES
Skill Ability to do something well
Necessary for performance but
not sufficient to predict Knowledge Useable knowledge that an
outstanding performance individual has in an area
Social Role How an individual views oneself
Characteristics more interacting with others - the “outer self”
predictive of outstanding
performance Individual’s view of own identity
Self Image
personality, with - “the inner self”
Trait Enduring characteristic of
individual’s behaviour
Thoughts that drive an
Motive individual’s behaviour:
achievement, affiliation, power
HAY McBER
CORE “OUTSTANDING PERFORMER”
COMPETENCIES
FIVE
FIVE COMPETENCY
COMPETENCY CLUSTERS
CLUSTERS
SELF
SELF MANAGEMENT
MANAGEMENT ACHIEVEMENT
ACHIEVEMENT INFLUENCE
INFLUENCE
Self Control Information Seeking Interpersonal Understanding
Self Confidence Achievement Drive Listening/Responding
Commitment Initiative Service Orientation
Flexibility Innovation Impact/Influence
Dealing with Failure Discretionary Effort Organizational Awareness
Concern for Order/Quality Relationship Building
COGNITIVE
COGNITIVE MANAGERIAL
MANAGERIAL
Analytical Thinking Directiveness
Conceptual Thinking Developing Others
Expertise Teamwork
Team Leadership
RELATIONSHIP BETWEEN COMPETENCIES AND JOB
COMPLEXITY
Competencies
Relative
Importance
Task skills
Job Complexity
Simple Difficult
The more complex the job,
… the more important competencies are to performance
CORE COMPETENCIES REQUIRED FOR
OUTSTANDING PRESIDENT DIRECTOR
PERFORMANCE
Strategic Orientation Company Leadership
Business Mindedness Customer Service Orientation
Achievement Motivation Impact and Influence
Initiative Relationship Building
Analytical Thinking
Company Committment
Integrity
Self Confidemce
ACHIEVEMENT MOTIVATION
A concern for working well of for competing against a standard of excellence.
The standard may be striving for improvement, an objective measure, the
performance of others or a challenging goal one has set for oneself
1. Wants to Do Well : Tries to do job well or right. May express frustration about waste
or inefficiency but does not cause specific improvements.
2. Works to Meet Other’ standards : Works to meet a standard set by management )e.g.
budget)
3. Creates Own Measures of Excellence: Uses own specific methods of measuring
outcomes against a standard of excellence not imposed by management. Sets targets
for self and/or work unit.
4. Set Challenging Goals : “Challenging” means there is about a 50-50 chance of
achieving the goal-it is a definite stretch, but no unrealistic or impossible.
5. Makes Cost-Benefit Analyses : Makes decisions, set priorities, choose goals on the
basis of inputs and outputs; makes explicit consideration of profit, ROI, cost-benefit
analysis.
6. Takes Calculated Entrepreneurial Risks : Commits significant resource to improve
performance, try something new or each a challenging goal while taking action to
minimize risks.
Figure 1. Managing Operation Theme: Strategy Map.
Shareholder value
Financial Industry Maximize Increase
customer’s New
Perspective cost existing asset revenue
leader utilization account
share sources
Customer Low Speedy,
Perspective Competitive total cost Perfect Timely Excellent
price of supply quality purchase selection
Managing operations theme
Develop supplier Produce products Distribution to Provide post-sales Manage risk
Internal relationships and services customers (ongoing) service
Process Lower cost of Lower cost of Lower cost to Respond to
ownership Financial risk
Perspective Just-in-time
production
serve customer (high credit
Continuous
delivery improvement
Enhance quality feedback rating)
High-quality supply Process cycle time Responsive Enhance post- Operating risk
Supplier Full asset delivery time sales value Technological
partnership utilization risk
Outsource mature Working-capital
service efficiency
Learning Human Organizational Information
& Growth capital capital capital
Perspective
• Skills in quality • Culture for continuous • Technology that
management process improvement facilitates process
improvement improvement
Note Managing Operations’s direct impact on productivity (Industry Cost Leader and Maximize Existing Asset Utilization) vs. its
indirect impact on revenue growth (Increase Customer’s Account Share and New Revenue Sources).
Figure 2. The Organization Change Agenda
Sustained shareholder value
Productivity strategy Revenue growth strategy
Financial
Perspective Improve cost Increase Enhance Expand Revenue
structure asset utilization Customer value opportunities
Customer Value Proposition
Customer
Perspective Price Quality Availability Selection Functionality Service Partnership Brand
Product/service attributes Relationship Image
Internal Operations management Customer management Innovation Regulatory and social
Process processes processes processes processes
Perspective Processes that produce and Processes that enhance Processes that produce and Processes that improve
delivery products and services customer value delivery products and services communication & the environment
Human capital
Information capital
ORGANIZATION CHANGE AGENDA
(Define the new behaviors required by the strategy)
Creating value Executing strategy
Creating Creating
- Customer-focused: understands the customer/solves the customer’s problems - Understands strategy: understands the mission, vision, values, and strategy
alignment readiness
- Innovative: challenges assumptions/proposes new ways - Accountable: defines direction, targets, and accountability
- Delivers results: produces results for customers and share holders - Open communications: creates clear communication and feedback
- Teamwork: work across boundaries/shares knowledge
ORGANIZATION CAPITAL
The ability of the organization to mobilize and sustain the process of change management required to support the strategy
Culture Leadership Alignment Teamwork
This change agenda – typical of the organization in our research database – shows two types of behavoir change objectives:
those needed to create customer and shareholder value, and those required
