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10 ATTRIBUTES OF GOV JOKOWI LEADERSHIP
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10 ATTRIBUTES OF GOV JOKOWI LEADERSHIP

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A critical review on Gov. Jokowi's style of leadership.

A critical review on Gov. Jokowi's style of leadership.

Published in: Education, Business, Technology

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  • 1. Awang Anwaruddin HP 081585621691 e-Mail awang@lan.go.id; awanglanri@gmail.com
  • 2. Less than a year being the Governor of Jakarta, Indonesia, Joko Widodo - or more popularly as Jokowi, has done a phenomenal range of measures, both in the field of governance and public services. Jokowi’s actions are sometimes hard to guess, but they are essentially done for the benefit of society. Such model of leadership has been coveted Indonesian society, and therefore interesting to be analyzed based on real evidence and theoretical background. June, 2013 Awang Anwaruddin 2
  • 3. 3
  • 4. 4  Listen to the advice or opinions of others may be the most prominent traits in Jokowi’s leadership.  Listen actively, not passively, is a powerful leadership skills to demonstrate the attention of public issues.  According to Robert Greenleaf (1970): "Only a true natural servant (leaders) automatically respond to any problem by listening first."
  • 5. 5  Empathy to the feelings or suffering of others is another characteristic that stands out Jokowi’s leadership.  When a big flood in Jakarta in 2012, Jokowi plunge into disaster areas to the assistance to be given and to share in the suffering of the flood victims.
  • 6. 6  Awareness is very strong in Jokowi’s leadership. When giving a speech in Batavian dialect at the Jakarta Anniversary celebration of the 64th last June, Jokowi apologize for his Javanese dialect.  His awareness to the local culture should also be appreciated when he pioneered the use of Betawi clothes during working hours.  Without awareness, said Greenleaf (1970), "We miss leadership opportunities."
  • 7. 7  Jokowi often conducts inspections and gives directions to employees on how to work professionally in carrying out government tasks and delivering public services.  As Ted Johns (2008) states: "A leader takes people where they want to go. A great leader takes people where they do not necessarily want to be, but ought to be. '
  • 8.  Effectiveness is one of Jokowi’s leadership attribute, started by building consensus, dividing tasks clearly, and then monitoring the implementation of the work to be successful as planned.  Menurut Greenleaf (1970): “Effective servant-leader builds group consensus through ‘gentle but clear and persistent persuasion, and does not exert group compliance through position power’.” 8
  • 9. 9  Choosing to be the Governor of Jakarta other than being the comfort Mayor of Solo clearly proves that Jokowi is a risk-taker. In addition to flooding and congestion, various problems have plagued Jakarta over the years such as poverty, squalor and fire indicating the lack of public services and rampant corruption.  But, as indicated by John Garner (1990): "What leaders have to remember is that somewhere under the somnolent surface is the creature that builds civilizations, the dreamer of dreams, the risk taker."
  • 10. 10  Stewardship or giving comfort to the surroundings is Jokowi’s strategy to obtain 'trust' from them. No wonder that Jokowi soon earned such various nicknames as Betawi’s citizen, Journalists’ friend, or Public Protector.  As Grenleaf (1970) once mentioned: “Organizational stewards, or ‘trustees’ are concerned not only for the individual followers within the organization, but also the organization as a whole, and its impact on and relationship with all of society.”
  • 11. 11  Healing, defined by Greenleaf (1970) as "to make whole," performed by leaders by recognizing and understanding the real needs of the community in order to match the proper service to provide.  Such strategy implemented by Jokowi resulted in pro-people policies as the Jakarta Health Card, Relocation of people living near the water reservoir, Betawi People's Party, etc.
  • 12. 12  Innovation, according to Green, Howells and Miles (2002), is "doing something new, like starting a practice or process, creating a product (goods or services), or adopt a pattern of inter-relationship or organization."  Open selection for sub-district and village heads of Jakarta conducted in June 2013 is a testament to Jokowi’s innovation to improve governance business process and to provide the best public service.
  • 13. 13  "Persuasion," said Craig Van Slyke (2013)," is a key leadership skills that can change attitudes, behaviors, and even the beliefs of others."  Jokowi’s skill of persuasion has been proven since he served as Mayor of Solo, and continued when persuading 7,000 families living in Pluit Reservoir to move to a more feasible housing. Such leadership style is also applied when Jokowi relocated street vendors at hectic areas of Pasar Minggu, Pasar Djatinegara, Glodok, and Tanah Abang.
  • 14. 10 leadership attributes that have been discussed show that Jokowi leadership model tends to lead to a 'Servant Leadership.' Proposed in 1970 by Robert Kiefner Greenleaf (1904-1990), Servant Leadership is a theoretical framework advocating service to others as primary motivation of a leader. In addition, as Larry Spears (1966) says, “Servant leadership is new kind of leadership model which puts serving others as the number one priority. Servant-leadership emphasizes increased service to others; a holistic approach to work; promoting a sense of community; and the sharing of power in decision-making.” 14
  • 15. 15 NAME Awang Anwaruddin is currently the Head of Research & Development Centre of Information System and Public Administration Automation (SIOAN), the National Institute of Public Administration (LAN), the Republic of Indonesia. Beside working as a structural official, he is also teaching in several education and training programs for civil service. Apart of his bueraucratic work, Awang writes various articles on Public Administration and presents them in several national and international seminars. Some seminars that he attended and gave a speech, among others, the Launching NAPSIPAG Conference in Kuala Lumpur, Malaysia (2004), the 2th NAPSIPAG Conference in Beijing, PR China (2005), the 3rd NAPSIPAG Conference Sidney, Australia (2006), the IIAS/IISA Int Congress, 2010, Nusa Dua, Bali (2010), the 7th NAPSIPAG Conference in Kerala, India (2010), and the A4FPM International Conference in Surabaya, Indonesia (2012). Beside being published by several journals, Awang’s articles were also published by Asian Development Bank (Manila, 2005), and Springer (New Delhi, 2013)