Kanaidi, SE., M.Si., cSAP HP. 0812 2353 284 – 0878 2298 4716 Telp/Fax : 022-4267749 e-mail : kanaidi963@gmail.com atau kanaidi@yahoo.com

1. Kanaidi, SE., M.Si., cSAP (sebagai Pemateri) Photo Bersama para Peserta
“Pelatihan Effective SERVICE LEADERSHIP”
bagi karyawan PT Bank Nagari - Padang
di Hotel CROWNE Plaza-Bandung, 11 – 12 November 2015
BANDUNG
http://www.slideshare.net/KenKanaidi/pelatihan-effective-service-
leadership-bagi-karyawan-pt-bank-nagari-padang-di-hotel-crowne-
plazabandung-11-12-november-2015-kanaidi-se-msi-csap-sebagai-pemateri

2. Suasana Belajar - Para Peserta
“Pelatihan Effective SERVICE LEADERSHIP”
bagi karyawan PT Bank Nagari - Padang
Hotel CROWNE Plaza-Bandung, 11 – 12 November 2015
BANDUNG

3. Suasana Belajar - Para Peserta
“Pelatihan Professional Development and Leadership for Secretaries”
PetroChina Int’l Companies- Jakarta
di Hotel SENSA-Bandung, 21 – 23 Oktober 2015
Suasana Belajar - Para Peserta
“Pelatihan Effective SERVICE LEADERSHIP For BANKERs”
bagi karyawan PT Bank Nagari - Padang
Hotel CROWNE Plaza-Bandung, 11 – 12 November 2015
BANDUNG
Ny. Fera Ramali
Ny. Prima Maigusti

4. Para Peserta serius mengikuti Materi Pelatihan
“Pelatihan SERVICE LEADERSHIP for BANKERs” dari Bank NAGARI
di Hotel CROWNE Plaza-Bandung, 11-12 November 2015

5. Penyerahan Sertifikat (Simbolis) kepada Ny. Prima Maigusti, Peserta
“Pelatihan SERVICE LEADERSHIP for BANKERs” dari PT. Bank NAGARI
di Hotel CROWNE Plaza-Bandung, 12 November 2015
BANDUNG

7. Apa itu LEADERSHIP ?
• Leadership (Kepemimpinan) adalah seni atau proses
mempengaruhi orang-orang, sehingga mereka akan
berusaha mencapai tujuan kelompok dengan
kemampuan dan antusias.
• Kepemimpinan adalah proses mengarahkan dan
mempengaruhi kegiatan yang berhubungan dengan
tugas dari anggota kelompok.
• Kepemimpinan adalah proses mengarahkan orang
dan mempengaruhi aktivitas-aktivitas yang
berhubungan dengan tugas dari anggota-anggota
kelompok.

8. Memimpin orang atau mengarahkan
orang atau mengatur orang dapat
dikatakan “gampang-gampang susah”
(bawahan sering mempunyai pendapat,
pengalaman, kematangan jiwa, kemauan,
dan kemampuan yang berbeda bahkan di
atas pemimpin)

9. Memimpin vs Mengelola
Pemimpin (Leader) Manager
 Melakukan Inovasi
 Mengembangkan
 Memberikan Inspirasi
 Memiliki pandangan jangka
panjang
 Menanyakan apa dan
mengapa
 Memunculkan
 Menantang status quo
 Melakukan Sesuatu yang
benar
 Mengurus
 Mempertahankan
 Mengendalikan
 Memiliki pandangan jangka
pendek
 Menanyakan bagaimana dan
kapan
 Mengawali
 Menerima status quo
 Melakukan sesuatu dengan
benar

10. Gaya Kepemimpinan
• Pimpinan Bebas/laissez-faire
• Pimpinan Akomodatif/kekeluargaan
• Pimpinan Otoriter/diktator/kompetitif
• Pimpinan Kompromis/jalan tengah
• Pimpinan Demokratis/partisipatif/
kolaboratif
(Blake dan Mouton)

11. 11
Gaya KEPEMIMPINAN & PEMECAHAN Masalah
KOMPETISI
HINDAR
KOMPROMI
KOLABORASI
AKOMODASI
K
U
R
A
N
G
T
E
G
A
S
S
A
N
G
A
T
T
E
G
A
S
T
I
N
G
K
A
T
K
E
T
E
G
A
S
A
N
TIDAK ADA KERJASAMA KERJASAMA SANGAT ERAT
TINGKATAN KERJASAMA

12. Effective
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..08122353284

13. The Service-Profit Chain
Target Market
Service
Concept
Operating strategy and
service delivery system
Employees
Loyalty
Satisfaction
Capability
Service
Quality
Productivity
and
Output
Quality
Customers
Satisfaction Loyalty
Revenue
growth
Profitability
• Workplace design
• Job design
• Selection and development
• Rewards and recognition
• Information and communication
• Tools for serving customers
Quality and
productivity
Improvements
yield higher
service quality
and lower costs
• Lifetime value
• Retention
• Repeat business
• Referral
Service
Value
• Attractive value
• Service designed
and delivered to
meet targeted
customers’ needs
2 13
4 - 7
Internal External

14. Links in the Service-Profit Chain
1. Customer loyalty drives profitability and growth
2. Customer satisfaction drives customer loyalty
3. Value drives customer satisfaction
4. Employee productivity and retention drive value
5. Employee loyalty drives productivity
6. Employee satisfaction drives loyalty and productivity
7. Internal quality drives employee satisfaction
8. Top management leadership underlies chain’s success

16. Leadership, Culture, and Climate (2)
• Organizational climate
– The tangible surface layer on top of the
organization’s underlying culture
– Factors of influence:
• Flexibility, responsibility, standards that people
set, perceived aptness of rewards, clarity people
have about mission and values, level of
commitment to a common purpose
• Creating a new climate for service, based
on understanding of what is needed for
market success, may require
– Radical rethinking of HRM activities,
operational procedures, and the firm’s
reward and recognition policies

17. Top
Mgnt
Middle
Management
Front-liner
Customers
Top
Mgnt
Middle
Management
Front-liner
Customers
(b) Modern Customer-oriented Organization Charta) Traditional Organization Chart
Bagan organisasi Modern Berorientasi Pelanggan

18. Introduction > Background > Characteristics > Paradoxes > Practice > Examples > More
†
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..08122353284
Effective
10 Characteristics
Service Leadership

19. Ten Characteristics
1. Listening
2. Empathy
3. Healing
4. Awareness
5. Persuasion
6. Conceptualization
7. Foresight
8. Stewardship
9. Commitment to the Growth of People
10. Building Community
Service Leadership
Introduction > Background > Characteristics > Paradoxes > Practice > Examples > More
†

20. Characteristic Breakout
Servant Leader
Awareness
Persuasion
Conceptualization
Foresight
Listening
Empathy
Healing
Stewardship
Commitment to People
Building Community
into 3 dimensions…
SERVANT-LEADER
Introduction > Background > Characteristics > Paradoxes > Practice > Examples > More
†

21. Paradoxes
Servant-Leadership, itself a paradox, requires a constant balance…
Strong Be Open To Change
Busy Listen
Admit You Don’t KnowWise
Serious Laugh
Right Say, “I’m Wrong”
Compassionate Discipline
Planned Be Spontaneous
Great Be Without Pride
Leading Serve
Introduction > Background > Characteristics > Paradoxes > Practice > Examples > More
Enough To
†

22. Leadership Training
for
Area Agency on Aging
of North Florida, Inc.
D. M. Gabrielle, Ph.D.
“Gabrielle”
By : Kanaidi, SE., M.Si , cSAP
kanaidi@yahoo.com ..08122353284
Effective

23. Leadership
• Leadership and learning are
indispensable to each other.
– John F. Kennedy

24. Management vs. Leadership
• Management is doing things right;
leadership is doing the right things.
- Peter F. Drucker
• You manage things; you lead people.
- Grace Murray Hopper

25. Leadership
• What are some characteristics of a good
leader?

26. Leadership
• If your actions inspire others to dream
more, learn more, do more and become
more, you are a leader.
– John Quincy Adams

27. Servant Leadership
• What is servant leadership?
• What do the critics say about it?
• What kinds of jobs do servant leaders
hold?
• What kind of authority do they have?
• What does it take to be a servant
leader?

28. Robert Greenleaf Definition, 1970
• Wanting to serve others
• Non-materialistic
• Not focused on power and control
• Focused on growing people
• Desire to give the underprivileged a voice and
help them succeed

29. Larry Spears Definition, 1995
• Non-hierarchical
• Non-autocratic
• Focused on growing people
• Focused quality and caring
• Teamwork-oriented
• Community-oriented
• Ethical behavior

30. Gabrielle Definition
Servant leaders:
• believe they have a higher calling
• devote themselves to serving the needs of others
• focus on meeting the needs of those they lead
• inspire personal growth in themselves and others
• listen and build a sense of community
• treat others as they would like to be treated.

31. Gabrielle Definition
• Servant leadership encourages collaboration,
trust, foresight, listening, ethics, and
influence.