Dr. Wilman Dahlan Mansoer. M.Psy.Org

l Leader is a man who can persuadepeople to do what they don't want todo, or do what they're too lazy to doand like it.Harry S. Truman, 1884-1972, 33rd. President of theUnited States

The only definition of a leader is someone who has follower (Peter Drucker)

To lead, one must follow (Lao Tzu)

l Leadership is the ability of asuperior to influence the behaviourof a subordinate group andpersuade them to follow a particularcourse of action.

Chester Bernard

l Be gentle and you can be bold; befrugal and you can be liberal; avoidputting yourself before others andyou can become a leader amongmen.Lao Tsu (Tao Te Chin) Chinese Philosopher, 4th

century BC

Leadership

The art of mobilizing others to want to struggle for shared aspirations

(James M. Kouzes & Barry Z. Posner, The Leadership Challenge, Jossey-Bass, 1999)

MANAGEMENT VS LEADERSHIP

Management Leadership

• Planning and

budgeting

• Organizing and

staffing

• Controlling and

problem solving

• Efficiency

• Profitability

• Vision & strategy

• Communicating it and

getting buy-in

• Motivating

• Growing, evolving and

adapting to change

Basic management functions Planning

Organizing

Manning (employment and dismissal)

Controlling

Reporting (centre of information flow)

Budgeting

Achieveing organization goals

75-80% Leadership

20-25% Management

Not the other way around

Leader rolesInterpersonal role:

Make speeches at ceremonies, jubilees etc.

Be connection to outside world

Appraisal

Information role:

Gathering information about competitors, conflicts etc.

Spokesman

Distributor of information

Decision maker role:

Be entrepreneur

Conflict solver

Resource allocator

Negotiator

PERILAKU KEPEMIMPINAN EFEKTIF

(Effective leadership )

The Five Practices of Exemplary Leadership

Challenging the Process

Inspiring a Shared Vision

Enabling Others to Act

Modeling the Way

Encouraging the Heart

1. Challenging the Process

Pemimpin adalah orang yang selalu mencoba mencaripeluang / kemungkinan-kemungkinan yang baru

Bereksperimen dan mengambil risiko

Mencoba hal-hal yang baru

Merupakan pioner.

Siap dan menyukai perubahan.

2. Inspiring a Shared Vision Memberikan gambaran yang jelas tentang masa

datang, memberi inspirasi

Mewujudkan pandangannya dalam bentuk yang positif dan penuh harapan.

Mengungkapkan isi fikirannya secara menarik danmudah dimengerti sehingga sehingga anak buah maumengikutinya.

Menghimpun dukungan dari berbagai pihak.

3. Enabling Others to Act

Memompa semangat pada anak buahnya.

Membangun hubungan kerja yang berazaskan saling percaya.

Menekankan pentingnya pencapaiansasaran bersama yang sudah disepakati.

Melibatkan anak buah dalam perencanaan.

Memperkokoh kolaborasi atau kerjasama.

Membuah menjadi mampu (kompeten)

4. Modeling the Way

Mempunyai gambaran yang jelas tentang 'business value & beliefs'.

Berusaha agar orang maupun pekerjaan berjalansesuai dengan nilai dan keyakinan yang diyakininya.

Selalu memberi contoh.

'Planning small wins'

5. Encouraging the Heart

Mengkaitkan antara penghargaan denganpencapaian hasil atau keberhasilan.

Mendorong anak buahnya untuk tekun dalammencapai sasaran.

Menunjukkan bahwa ia bangga atas hal-hal yang telah berhasil dicapai tim atau unit kerja.

Merayakan 'kemenangan dan keberhasilan' yang dicapai oleh anak buahnya.

Mengakui dan menghargai kontribusi nyatayang telah dilakukan anak buahnya

Merayakan keberhasilan mencapai suatu sasaran.

Pedoman MempraktekkanKepemimpinan Efektif

1. Challenging the Process

Anggaplah setiap pekerjaan sebagai sebuah petualangan.

Berikan penugasan yang menantang.

Selalu mempertanyakan.

Temukan sesuatu yang salah, kemudian perbaiki !!!

Coba untuk 'break the daily routine'.

Bakukan suatu proses untuk menghimpun ataumemunculkan gagasan baru.

Coba untuk membuat suatu eksperimen kecil.

2. Inspiring a Shared Vision Manfaatkan pengalaman, belajarlah dari pengalaman.

Coba bertindak 'berdasarkan intuisi’.

Ujilah asumsi yang ada.

Kenalilah anak buah anda secara 'lengkap'

Berkomunikasi secara ekspresif.

Jika 'berpidato' buatlah sesuatu yang membekas.

Percayai hal-hal yang anda katakan.

Ingatkan tentang tujuan bersama yang telah disepakati.

3. Enabling Others to Act Selalu gunakan kata 'kita', bukan 'saya'.

Ciptakan interaksi antar anggota tim kerja .

Delegasikan.

Pusatkan perhatian kepada ‘kemenangan' bukan pada 'kekalahan'.

Libatkan anak buah dalam perencanaan maupun dalam pemecahan masalah.

Informasi kepada anak buah harus selalu lengkap dan mutakhir.

Buat diri anda mudah untuk dihubungi.

Ciptakan peluang pada anak buah untuk dapat mandiri.

4. Modeling the Way Selalu sesuai antara ucapan dan tindakan.

Tunjukkan siapa anda, jangan 'bersembunyi'.

Nyatakan apa yang menjadi patokan anda dalam bekerja.

Obrolkan dengan sebanyak mungkin orang tentang 'values & beliefs' anda.

Luangkan waktu lebih banyak terhadap hal-hal yang menurut anda paling penting.

Selalu melangkah, jangan 'NATO'.

5. Encouraging the Heart Tumbuhkan harapan yang menantang.

Berikan penghargaan secara kreatif.

Selalu ucapkan 'terima kasih'.

Selalu kaitkan pemberian penghargaan dengan kinerja.

Selalu berikan umpan balik terhadap pencapaian sasaranmaupun kinerja secara umum.

Libatkan diri dalam 'pesta' kemenangan atau pemberianpenghargaan.

Ciptakan jaringan sosial yang dapat mendukung.

Ten Commitments of Leadership

1. Search out challenging opportunities to change, grow, innovate, and improve.

2. Experiment, take risks, and learn from the accompanying mistakes.

3. Envision an uplifting and ennobling future.

4. Enlist others in a common vision by appealing to their values, interests, hopes and dreams.

5. Foster collaboration by promoting cooperative goals and building trust.

Ten Commitments of Leadership

6. Strengthen people by giving power away, providing choice, developing competence, assigning critical tasks, and offering visible support.

7. Set an example by behaving in ways that are consistent with shared values.

8. Achieve small wins that promote consistent progress and build commitment.

9. Recognize individual contributions to the success of every project.

10.Celebrate team accomplishments regularly.

FOLLOWERSHIP

The only definition of a leader is someone who has follower (Peter Drucker)

To lead, one must follow (Lao Tzu)

Kesediaan bekerjasama untuk mencapai tujuan bersama, memperlihatkan kemampuan bekerjasama dalam kelompok

dan membangun suasana saling mendukung dalam kelompok

LEADERSHIP

Followership

LEADER FOLLOWER

Effective Leadership Effective Followership

Without his armies, after all, Napoleon was just a man with grandiose ambitions

REFERRENT

EXPERT

LEGITIMATE

REWARD

SELF MANAGEMENT

COMMITMENT

COMPETENCE AND FOCUS

COURAGE

The Courages Follower

Courage to assume responsibility

Courage to serve

Courage to challenge

Courage to participate in transformation

Courage to leave

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Followers Make Good leaders good Untuk menjadi seorang leader yang baik harus diawali terlebih dahulu

menjadi seorang followers yang baik.

Bila seseorang mampu menempatkan diri sebagai bawahan yang baik,

maka ketika menjadi seorang pemimpin, ia akan menjadi pemimpin yangbaik. Karena dia sudah pernah merasakan bagaimana menjadi seorangbawahan.

Karakteristik untuk menjadi seorang followers (bawahan) yang baik adalah:1. Ketekunan2. Loyalitas3. Kesetiaan4. Komunikasi yang baik5. Bertanggung jawab6. Perspektif7. Kejujuran

Meilinger’s Ten Rules of Followership

Don’t blame your boss for an unpopular decision or policy;your job is to support, not undermine.

Fight with your boss if necessary; but do it in private, avoidembarrassing situations, and never reveal to others whatwas discussed.

Make the decision, then run it past the boss; use yourinitiative.

Accept responsibility whenever it is offered. Tell the truth and don’t quibble; your boss will be giving

advice up the chain of command based on what you said. Do your homework; give your boss all the information

needed to make a decision; anticipate possible questions.

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What people expect of leadersHonesty in leader

(Kejujuran dalam memimpin)

Competency rank high(Memiliki kompetensi yang tinggi)

A forward looking vision(Memiliki visi ke depan)

The inspirational quotient(sumber inspirasi)

BAD LEADER Leading Badly

Ethical followers

Types of Bad Leadership

• Incompetent (Tidak kompeten)

• Rigid (Kaku)

• Intemperate (tidak dapat mengontrol diri)

• Callous (Kejam)

• Corrupt (Korup)

• Insular (Picik)

• Evil (Jahat)

Corrupt kepemimpinan yang korup - pemimpin dan setidaknya para pengikut berbohong, menipu,

mencuri. Untuk sesuatu yang melebihi batas norma, mereka menempatkan kepentingan pribadi

dibandingkan kepentingan publik.

corrupt pemimpin korup biasanya dimotivasi oleh kekuasaan atau

keserakahan oleh keinginan, dalam hal apapun, untuk

memperoleh lebih banyak sumber daya .

dalam contoh ini, william aramony, adalah kepala yang

sangat dihormati di kalangan Serikat. Dia kepala sebuah

organisasi besar yang ketahuan berbohong, menipu, dan

mencuri.

INSULAR Pemimpin dan pengikut yang meminimalkan atau

mengabaikan keselamatan ataupun kesejahteraan orang-orang di luar kelompok atau organisasi nya

MENTAL ATTRIBUTES

• The mental attributes of a leader include:

Will

Self-discipline

Initiative

Judgment

Self-confidence

Intelligence

Cultural awareness

EMOTIONAL ATTRIBUTES

Anyone can become angry—that is easy. But to be angry with the right person, to the right degree, at the

right time, for the right purpose, and in the right way—that is not easy.

Aristotle

Greek philosopher and tutor to Alexander the Great

• As an leader, your emotional attributes Self-control

Balance

Stability

• Contribute to how you feel and therefore to how you interact with others.

• Your people are human beings with hopes, fears, concerns, and dreams.

• When you understand that will and endurance come from emotional energy, you possess a powerful leadership tool.

• Leader must KNOW:

Interpersonal skills affect how you deal with people They include:

coaching

teaching

counseling

motivating

and empowering.

Conceptual skills enable you to handle ideas. They require sound judgment as well as the ability to think

creatively and reason analytically, critically, and ethically

Technical skills are job-related abilities.

They include basic scout skills.

As an leader, you must possess the expertise necessary to accomplish all tasks and functions you’re assigned.

Tactical skills apply to solving tactical problems, that is, problems concerning employment of units in

combat.

You enhance tactical skills when you combine them with interpersonal, conceptual, and technical skills to accomplish

a mission.

LEADERSHIP: WHAT A LEADER MUST DO

He gets his men to go along with him because they want to do it for him and they believe in him.

General of the Army Dwight D. Eisenhower

• Leaders act.

• They bring together everything:

they are

everything they believe

everything they know how to do

to provide purpose, direction, and motivation.

• Leaders work to:

influence people

operate to accomplish the mission

act to improve their organization.

• Developing the right values, attributes, and skills is only preparation to lead.

• Leadership doesn’t begin until you act.

• INFLUENCING

• OPERATING

• IMPROVING

• INFLUENCING –• Leaders most often influence subordinates face to

face - such as when a team leader gives instructions, recognizes achievement, and encourages hard work.

• INFLUENCING -

Communicating involves displaying good oral, written, and listening skills for individuals and groups

Decision making involves selecting the line of action intended to be followed as the one most favorable to

the successful accomplishment of the mission. This involves using sound judgment, reasoning logically, and

managing resources wisely

Motivating involves inspiring and guiding others toward mission accomplishment

• OPERATING - Operating is what you do to accomplish the immediate mission;

to get the job done on time

to standard

• Operating actions fall into these categories:Planning and preparing involve developing detailed, executable

plans that are feasible, acceptable, and suitable; arranging unit support for the exercise or operation; and conducting rehearsals

Executing involves meeting mission standards, taking care of people, and efficiently managing resources

Assessing involves evaluating the efficiency and effectiveness of any system or plan in terms of its purpose and mission

• IMPROVING - Good leaders strive to leave an organization better than they found it

Developing involves investing adequate time and effort to develop individual subordinates as leaders. It

includes mentoring.

Building involves spending time and resources to improve patrols, troops, and units and to foster an

ethical climate.

Learning involves seeking self-improvement and organizational growth.

It includes envisioning, adapting, and leading change.

• As a leader:

Leadership is your primary and most important challenge

• It requires you to accept a set of values that contributes to a core of motivation and will.

• What must you, as an leader, BE, KNOW, and DO?

• You must have character, that combination of values and attributes that underlie your ability to see what needs to be done, decide to do it, and influence others to follow you

• You must be competent, that is, possess the knowledge and skills required to do your job right

• And you must lead, take the proper actions to accomplish the scout mission based on what your character tells you is ethically right and appropriate for the situation

What expected from a Leader

Scandinavian and Dutch Leaders who single out individuals with public praise are likely to embarrass, not energize, those individuals.

Effective Leaders in Malaysia are expected to show compassion while using more of an autocratic than an participative style.

Effective German Leaders are characterized by high performance orientation, low compassion, low self protection, low team orientation, high autonomy, high participation

What expected from a Leader Korean leader are expected to be paternalistic toward

employees

Arab leaders who show kindness or generosity without being asked to do so, are seen by other Arabs as weak leader.

Japanese leader are expected to be humble and speak frequently

No C I R I - C I R I PEMIMPIN %

1 TANGGUNG JAWAB 98

2 DISIPLIN 96

3 TAAT BERAGAMA 94

4 MENYELESAIKAN MASALAH 92

5 KEBERANIAN 90

6 SEMANGAT 90

7 KOMPETENSI 89

8 SIKAP POSITIF 89

9 MAMPU MERENCANA 87

10 MAMPU ANALISA MASALAH 87

11 MENDENGARKAN 86

12 MAU BELAJAR 86

13 MURAH HATI 85

14 MEMILIKI VISI 84

No C I R I - C I R I PEMIMPIN

%

15 KARAKTER KEPRIBADIAN YANG KUAT 82

16 INISIATIF 82

17 MAMPU MENJALIN HUBUNGAN 82

18 KOMUNIKATIF 81

19 MELAYANI 81

20 MEMILIKI FOKUS PERHATIAN 79

21 MEMILIKI KOMITMEN 77

22 MEMILIKI KHARISMA 62

23 MERASA AMAN DENGAN DIRINYA SENDIRI 36

24 JUJUR 24

25 ADIL 11

26 BIJAKSANA 10SUMBER KOMPAS, 6 April 2001

Responden usia 9 – 12 tahun, N= 1034, Jakarta, Bandung, Surabaya, Medan, Makasar,