1

Jamal Jamal MustofaMustofa, SE, , SE, MSiMSi

20112011

Leadership Skills for The Leadership Skills for The ManagerManager

StepsSteps

�� Assessing LeadershipAssessing Leadership

�� Developing Leaderships SkillsDeveloping Leaderships Skills

�� Leadership in ManagementLeadership in Management

�� Transformational LeadershipTransformational Leadership

�� Charismatic LeadershipCharismatic Leadership

2

Step OneStep One

Assessing Assessing LeadershipLeadership

Who are they?Who are they?

�� Definitions of leadership:Definitions of leadership:

�� Person who motivates others to perform wellPerson who motivates others to perform well

�� Directing & coordinating group activities Directing & coordinating group activities (Fiedler, ‘67)(Fiedler, ‘67)

�� Influencing others to achieve a common goal Influencing others to achieve a common goal (Northouse, 2004)(Northouse, 2004)

�� Building networked relationships to enhance cooperation Building networked relationships to enhance cooperation (Day, 2001)(Day, 2001)

3

Why we need to knowWhy we need to know

SelectionSelection

-- hire new managers (first line to mid hire new managers (first line to mid level)level)

PromotionPromotion

-- succession planning and staffingsuccession planning and staffing

DevelopmentDevelopment

-- training and coachingtraining and coaching

-- diagnose problemsdiagnose problems

DEVELOPING LEADERSHIP DEVELOPING LEADERSHIP SKILLSSKILLS

SSteptep TwoTwo

4

AgendaAgenda

�� Today’s Realities Today’s Realities

�� What is Leadership?What is Leadership?

�� What Do Leaders Do?What Do Leaders Do?

�� Key Leadership SkillsKey Leadership Skills

�� Ways to Develop Leadership SkillsWays to Develop Leadership Skills

Today’s RealitiesToday’s Realities

�� Global Competition is forcing changes in all Global Competition is forcing changes in all aspects of our societyaspects of our society

-- BusinessBusiness-- GovernmentGovernment-- EducationEducation-- Health CareHealth Care

�� Customers are demanding moreCustomers are demanding more�� We have to change how we work and We have to change how we work and

managemanage-- All aspects of our organizationsAll aspects of our organizations-- All processes we use to do our workAll processes we use to do our work

5

We Live in a New EraWe Live in a New Era

�� Old Paradigm Old Paradigm -- One JobOne Job

-- Go to work, do your job and come homeGo to work, do your job and come home

�� New Paradigm New Paradigm -- We Have TwoWe Have Two/More/More JobsJobs

-- DoDo your workyour work

-- Improve Improve on how you do your workon how you do your work

�� Key Issue Key Issue

-- How to balance theHow to balance the

“Doing” and “Improving” workloads“Doing” and “Improving” workloads

LEADERSHIP LEADERSHIP IN IN MANAGEMENTMANAGEMENT

SSteptep TThreehree

6

LLeadership vs. eadership vs. MManagementanagement

�� Lead people.Lead people.

�� Leaders do the right things.Leaders do the right things.

�� Leadership sets the Leadership sets the stylestyle and and tonetone for achieving a for achieving a visionvisionand and motivatesmotivates people to people to sacrificesacrifice for the attainment of for the attainment of the vision. the vision.

�� Leader is Leader is responsibleresponsible for for visionvision and how it and how it relatesrelates to to each personeach person. .

�� You manage things.You manage things.

�� Managers do things right.Managers do things right.

�� Management is the Management is the tacticaltacticalprocess of executing and process of executing and achieving the achieving the missionmission. .

�� Management’s concern lie Management’s concern lie with the details and the day with the details and the day to day grind without which a to day grind without which a vision can't become a reality. vision can't become a reality.

�� Manager has to be Manager has to be willingly willingly responsibleresponsible for the for the detailsdetails of of the the missionmission. .

Leader Leader vsvs Manager in Role Manager in Role Playing Playing

Membangun Misi

Organisasi

Merumuskan

Strategi

Meningkatkan

Komitmen dan

semangat kerja

anggota

Implementasi

Strategi

Organisasi

Peran Leader Peran Manajer

7

SSteptep FourFour

Transformational Leadership Transformational Leadership

Reshaping Your Reshaping Your OrganizationOrganizationthrough Relationships, Vision through Relationships, Vision

and Valuesand Values

DEFINITIONSDEFINITIONS

�� A leadership style focused on A leadership style focused on effecting revolutionary change in effecting revolutionary change in organisations through a organisations through a commitment to the organisation’s commitment to the organisation’s vision vision

(Sullivan & Decker, 2001)(Sullivan & Decker, 2001)

8

DEFINITIONS CONT…DEFINITIONS CONT…

�� Transformational leaders have the ability Transformational leaders have the ability to clearly articulate a vision of the to clearly articulate a vision of the future…future…

�� They are the mythThey are the myth--makers, the storytellersmakers, the storytellers

�� They capture our imagination with the They capture our imagination with the vivid descriptions of the wonderful future vivid descriptions of the wonderful future we will build together we will build together

(Trofino, 1992)(Trofino, 1992)

Step FiveStep Five

Charismatic LeadershipCharismatic Leadership

9

CharismaCharisma

The quality of a leader that makes The quality of a leader that makes many people want to follow.many people want to follow.

Question?Question?

Did these charismatic leaders arise because Did these charismatic leaders arise because ofof

1)1) The situation or social climate facing The situation or social climate facing the leader?the leader?

2)2) The leader’s extraordinary qualities?The leader’s extraordinary qualities?

3)3) An interaction of the situation and the An interaction of the situation and the leader’s qualities?leader’s qualities?

10

Charismatic CharacteristicsCharismatic Characteristics

�� VisionaryVisionary

�� Superb communication skillsSuperb communication skills

�� SelfSelf--confidence and moral convictionconfidence and moral conviction

�� Ability to inspireAbility to inspire

�� High risk orientationHigh risk orientation

Charismatic CharacteristicsCharismatic Characteristics

�� High energy, action orientedHigh energy, action oriented

�� Relational power baseRelational power base

�� Minimum internal conflictMinimum internal conflict

�� Empowering othersEmpowering others

�� SelfSelf--promoting personalitypromoting personality

11

Step OneStep One

Assessing Leadership : Assessing Leadership : DetailDetail

Conceptual DistinctionsConceptual Distinctions

�� Born or bred?Born or bred?

�� Leader Emergence vs. EffectivenessLeader Emergence vs. Effectiveness

�� Leadership vs. Management /Leadership vs. Management /SSupervisionupervision

12

Conceptual DistinctionsConceptual Distinctions

�� Leadership v. ManagementLeadership v. Management

�� Power sources Power sources (French & Raven, ’59)(French & Raven, ’59)

�� Position v. Personal powerPosition v. Personal power

�� Power source:Power source: Power influence:Power influence:

�� 1. Reward: 1. Reward: give rewardsgive rewards

�� 2. Coercive 2. Coercive punishpunish

�� 3. Legitimate3. Legitimate demanddemand

�� 4. Referent4. Referent identifies with supervisoridentifies with supervisor

�� 5. Expert5. Expert knowledge & expertiseknowledge & expertise

Leadership: Leadership: Factors and CompetenciesFactors and Competencies

((JeanneretJeanneret and and SilzerSilzer, 1998), 1998)

�� Thinking skillsThinking skills�� Analyzing informationAnalyzing information

�� Solving problemsSolving problems

�� Work management skillsWork management skills�� Planning and organizing workPlanning and organizing work

�� Being resourcefulBeing resourceful

�� Interpersonal and communication skillsInterpersonal and communication skills�� Building networksBuilding networks

�� Relating to othersRelating to others

�� Leadership skillsLeadership skills�� Motivating and inspiring othersMotivating and inspiring others

�� Coaching and developing othersCoaching and developing others

13

Factors Factors andand CompetenciesCompetencies

�� Motivation skillsMotivation skills�� Adapting to changeAdapting to change

�� Showing drive and taking action Showing drive and taking action

�� Personal factorsPersonal factors�� Demonstrating integrity and trustDemonstrating integrity and trust

�� Modeling cultural valuesModeling cultural values

�� Organizational skillsOrganizational skills�� Focusing on customersFocusing on customers

�� Committing to qualityCommitting to quality

�� Technical skillsTechnical skills�� Demonstrating functional expertiseDemonstrating functional expertise

�� Knowing the businessKnowing the business

Kepribadian Kepribadian (Personality)(Personality)

�� Some major forces influencing personalitySome major forces influencing personality

INDIVIDUALPERSONALITY

CULTURAL FORCES

FAMILY REL. FORCES

SOCIAL CLASS & OTHER GROUP MEMBERSHIP FORCES

HEREDITARY FORCES

14

Transformational LeadershipTransformational Leadership(Bass & Avolio, ‘2000)(Bass & Avolio, ‘2000)

�� Transformational LeadershipTransformational Leadership

�� Transactional LeadershipTransactional Leadership

�� Passive/Avoidant Passive/Avoidant

Personal traits: Personal traits: Transformational LeadershipTransformational Leadership

�� Transactional leadersTransactional leaders

�� Social exchangeSocial exchange

�� Transformational leadersTransformational leaders

�� Stimulate and Inspire Stimulate and Inspire

�� Grow and develop Grow and develop

�� Empower followersEmpower followers

�� Passive/AvoidantPassive/Avoidant

�� Lassiez FaireLassiez Faire

15

Leadership CharacteristicsLeadership Characteristics

�� HumalityHumality ((KerendahanKerendahan hatihati))

�� Humanity (Humanity (PerikemanusiaanPerikemanusiaan))

�� Sense of Humor (Rasa humor yang Sense of Humor (Rasa humor yang tinggitinggi))

Transformational Leader Transformational Leader CharacteristicsCharacteristics

�� Idealized Influence Idealized Influence �� Role model / emulationRole model / emulation

�� Inspirational MotivationInspirational Motivation�� Vision / challengingVision / challenging

�� Intellectual Stimulation Intellectual Stimulation �� Encourages creativityEncourages creativity

�� Individualized Consideration Individualized Consideration �� Coaching / mentoringCoaching / mentoring

16

Assessing LeadershipAssessing Leadership

�� Who they are (now we know)Who they are (now we know)

�� How do we know?How do we know?

�� Why do we need to know? Why do we need to know?

�� Identifying and Assessing LeadersIdentifying and Assessing Leaders

(assessment strategies)(assessment strategies)

Need to Identify ThemNeed to Identify Them

�� Recruitment Recruitment

�� SelectionSelection

�� Succession planning (promotion)Succession planning (promotion)

�� DevelopmentDevelopment

17

Assessment: Assessment: Principal TraitsPrincipal Traits

(Northouse, ’04)(Northouse, ’04)

�� IntelligenceIntelligence

�� SelfSelf--confidenceconfidence

�� DeterminationDetermination

�� IntegrityIntegrity

�� SociabilitySociability

Assessment: Assessment: Methods Methods

�� Personal History Personal History

�� Assessment center Assessment center

�� Behavioral interview / Oral boardBehavioral interview / Oral board�� handout “Candidate Leadership Ratings”handout “Candidate Leadership Ratings”

�� Written tests / inventoriesWritten tests / inventories

18

Assessment: Assessment: Personal HistoryPersonal History

�� Supplemental application blankSupplemental application blank

�� ReferencesReferences

�� Past performance reviewsPast performance reviews

�� Past accomplishmentsPast accomplishments

�� Peer assessments (promo / dev) Peer assessments (promo / dev)

�� 360 / multi360 / multi--raterrater

Assessment: Assessment: Assessment CenterAssessment Center

�� Situational interviewSituational interview

�� InIn--basket techniquebasket technique

�� Job simulationJob simulation

�� Leaderless Group DiscussionLeaderless Group Discussion

�� Leader emergenceLeader emergence

19

Assessment: Assessment: Written tests/ inventoriesWritten tests/ inventories

�� Cognitive abilityCognitive ability

�� Integrity inventoriesIntegrity inventories

�� Personality inventoriesPersonality inventories

�� Leadership ability testsLeadership ability tests

�� BiodataBiodata

Leadership Ability:Leadership Ability:MeasuresMeasures

�� Leadership Opinion Questionnaire Leadership Opinion Questionnaire (LOQ)(LOQ)�� (Self report)(Self report)

�� TheThe Supervisory Behavior DescriptionSupervisory Behavior Description ((SBDSBD))

�� (used by subordinates to rate supervisor)(used by subordinates to rate supervisor)

�� (E. Fleishman, Ohio State studies)(E. Fleishman, Ohio State studies)

�� Multifactor Leadership Questionnaire Multifactor Leadership Questionnaire (MLQ)(MLQ)�� (B. Bass, transformational Leadership)(B. Bass, transformational Leadership)

20

Leadership Ability: Leadership Ability: LOQLOQ

�� Two dimensions Two dimensions (independent constructs)(independent constructs)

�� ConsiderationConsideration

�� Concern for othersConcern for others

�� Initiating structureInitiating structure

�� Task orientedTask oriented

�� Creative Organizational Design, Inc. (COD)Creative Organizational Design, Inc. (COD)�� http://www.creativeorgdesign.com/testpages/loq.htmhttp://www.creativeorgdesign.com/testpages/loq.htm

LOQ: ConsiderationLOQ: Consideration

�� Relationships with subordinates characterized by: Relationships with subordinates characterized by:

�� Mutual trustMutual trust

�� Respect for their ideasRespect for their ideas

�� Consideration of their feelingsConsideration of their feelings

�� Warmth between manager and subordinateWarmth between manager and subordinate

�� High score: High score: Good rapport Good rapport and and twotwo--way communicationsway communications

�� Low score: More Low score: More impersonal impersonal in relations with group in relations with group

membersmembers

21

LOQ: Initiating StructureLOQ: Initiating Structure

�� Defines own and subordinates’ rolesDefines own and subordinates’ roles toward goal attainmenttoward goal attainment

�� High score: High score: Takes very Takes very activeactive role in role in directing activitiesdirecting activitiesthrough through

�� PlanningPlanning

�� Communicating informationCommunicating information

�� SchedulingScheduling

�� CriticizingCriticizing

�� Trying new ideasTrying new ideas

�� Low score: Low score: Relatively Relatively inactiveinactive in in directing activitesdirecting activites

LOQ LOQ used for:used for:

�� TrainingTraining

�� Assessment of cultureAssessment of culture

�� SelectionSelection

�� CoachingCoaching

22

MLQ MLQ Multifactor Leadership QuestionnaireMultifactor Leadership Questionnaire (Bass & Avolio)(Bass & Avolio)

�� Transformational LeadershipTransformational Leadership

�� Transactional LeadershipTransactional Leadership

�� Passive/AvoidantPassive/Avoidant

�� Mindgarden, Inc.Mindgarden, Inc. http://mindgarden.com/products/mlqr.htmhttp://mindgarden.com/products/mlqr.htm

Leadership StyleLeadership Style

Autocratic Participative Free-Rein

Manager makes decision and announces it

Manager present ideas and invites questions

Manager presents problem, get input, makes decision

Manager and group jointly make decision

Manager permits employee to function wthin limits set by manager

Use of Authority and Power by the Manager

Area of Freedom for Subordinate

(Dikutip dari Plunket and Attner, 1985,”Introduction to Management”, PWS-Kent Publishing, Boston)

23

The Leader SuccessThe Leader SuccessKarakteristik Deskripsi

Penggerak Inisiatif, energi tinggi,

ambisi dan ulet

Jujur dan Integritas Terbuka dan dapat

dipercaya

Motivasi kepemimpinan Keinginan untuk

mempengaruhi org lain

dalam pencapaian tujuan

Kepercayaan diri Percaya pada kemampuan

sendiri

Kemampuan kognitif Intelegensi, kemampuan

untuk mengintegrasikan

dan menginterpretasikan

informasi dalam jumlah

besar

The Leader The Leader SuccesSucces (cont.)(cont.)

Karakteristik Deskripsi

Pengetahuan Bisnis Pengetahuan industri dan

hal teknis yang relevan

Kreatifitas Kemampuan menghadirkan

ide yang orisinil

Fleksibilitas Kemampuan untuk

beradaptasi dengan

kebutuhan pengikut dan

lingkungan

24

Leadership TrapsLeadership Traps

�� SimilaritySimilarity

�� FamiliarityFamiliarity

�� Too close mentorToo close mentor

�� Presentation skill dominationPresentation skill domination

Some VendorsSome Vendors

�� CCLCCL Center for Creative LeadershipCenter for Creative Leadership

�� http://www.ccl.org/leadership/index.aspxhttp://www.ccl.org/leadership/index.aspx

�� PDI PDI Personnel Decisions InternationalPersonnel Decisions International

�� http://www.personneldecisions.comhttp://www.personneldecisions.com

�� DDI DDI Development Dimensions International Development Dimensions International

�� http://www.ddiworld.com/our_expertise/leadership.asphttp://www.ddiworld.com/our_expertise/leadership.asp

�� Personnel Testing Council Metropolitan WashingtonPersonnel Testing Council Metropolitan Washington

�� http://www.ptcmw.org/http://www.ptcmw.org/

(I/O consulting firms)(I/O consulting firms)

25

ConclusionConclusion

�� Because Because

�� We know who they are &We know who they are &

�� Can identify themCan identify them

�� We can We can

�� Improve Agency functioning & productivity Improve Agency functioning & productivity �� Through effectivenessThrough effectiveness

�� Reduce costsReduce costs�� Improve the bottom lineImprove the bottom line

Fast Food

McDonald’sover 95 billion served

© 1984-1994 T/Maker Co.

see you next time…

Many thanks and