The document emphasizes the critical role of effective leadership in driving organizational success, stating that employees often leave managers rather than companies. It distinguishes between leaders and managers, highlighting that true leaders inspire and influence beyond their positional authority, while managers focus on task-oriented work under formal constraints. Various leadership theories and models are presented, advocating that leadership development should connect personal and collective goals with emotional intelligence as a key component for effective leadership.

1. Leadership :
"Everyone is a leader."
www.humanikaconsulting.com
Seta A. Wicaksana, M.Psi., Psikolog

2. The Importance of Leadership
• Leadership will make or break your
company. Research shows time and time
again that employees quit managers, not
companies. Leadership is the major factor
that makes everything work together
seamlessly; without leadership, all other
business resources are ineffective.
• This is the age of the knowledge worker.
Attracting talented people and enabling
them to work effectively to fulfill the
organization's goals is the single most
important activity of today's company.
• Switched-on business leaders are aware of
the concerns of their employees, and are on
top of new developments in leadership
theory and practice to create more effective
working environments.
• According to The Twenty First Century
Corporation, "Attracting, cultivating, and
retaining [talented people] will be the
indispensable ingredient that will drive the
ideas, products, and growth of all companies
like never before." Bobby Woolf (2000)

3. Leadership
"Leadership is a function of knowing yourself,
having a vision that is well communicated,
building trust among colleagues, and taking
effective action to realize your own leadership
potential."
Prof. Warren Bennis

4. 5 Indicators Great Leader :
• Move The Business
Forward
• Help Motivate And
Grow Employees
• Create Passionate
Brand Ambassadors
• Create Loyal
Customers
• Inspire Other
Leaders To Be Great

5. Leader and Leadership
• Bolden (2004), suggests that styles based on
characteristics, traits or behaviours of leaders are less
useful than models based on leadership attributes.
• Additionally, leadership needs to be flexible to suit varying
situations (situational leadership) and not restricted by the
characteristics of a leader’s style.
• Leadership skills therefore need to be drawn from a range
of abilities rather than characteristics.

6. Leader and Leadership
Leader Leadership
Driven by characteristics/traits Driven by abilities
•Strong drive for responsibility
•Task orientated
•Vigorous and energetic
•Able to influence others
•Self confident
•Strong sense of ‘self’
•Faces problems full on
•Vision
•Provides direction
•Resolves problems
•Good people manager
•Effective decision maker
•Good communicator
•Information
gathering/processing
•Project management skills
•Proven business acumen
•Builds partnerships
Static Adaptable and flexible
Bolden, R. (2004) What is Leadership? Leadership South West Research Report, Centre for
Leadership Studies, July. (Republished in conjunction with the Windsor Leadership Trust, December
2004.)

8. “So,” You Ask,
“How Do I Become
A Leader?”
“Leaders are developed
through learning and
practicing leadership
behaviors. But behaviors
alone are not enough.
We need to connect
those leadership
practices to our mindset,
attitudes, and values.”

9. Some Individual
Determinants of Behavior
FIGURE 11–1
G.Dessler, 2003

10. • In contrast, leadership development is driven by collective goals, requires shared
meaning with others, uses a wide range of methods, and generates collective outcomes
and results.
• Both practices use different processes and require different sets of practitioner’s
knowledge and skills.
(Salicru, S. (2015) Leader vs Leadership Development: Does it really matter?, Leadership & Management)
Leader and Leadership
• Leader and leadership development are
different, yet they complement each other.
• Leader development is only the foundation
for leadership development.
• Leader development is driven by personal
goals, uses coaching as the main method
and yields individual outcomes and results.
This practice does not necessarily build
leadership capacity in organisations.

11. “Not all leaders are managers, nor
are all managers leaders”
• Managers
– Persons whose influence on others
is limited to the appointed
managerial authority of their
positions
• Leaders
– Persons with managerial and
personal power who can influence
others to perform actions beyond
those that could be dictated by
those persons’ formal (position)
authority alone
Prentice Hall, 2002
Managers and Leaders

13. Managers and Leaders
Managers have
subordinates
By definition, managers have subordinates - unless their
title is honorary and given as a mark of seniority, in
which case the title is a misnomer and their power over
others is other than formal authority.
• Authoritarian & transactional style
Managers have a position of authority vested in them by the
company, and their subordinates work for them and largely do as
they are told. Management style is transactional, in that the
manager tells the subordinate what to do, and the subordinate
does this not because they are a blind robot, but because they
have been promised a reward (at minimum their salary) for doing
so.
• Work focus
Managers are paid to get things done (they are subordinates too),
often within tight constraints of time and money. They thus
naturally pass on this work focus to their subordinates.
• Seek comfort
An interesting research finding about managers is that they tend
to come from stable home backgrounds and led relatively normal
and comfortable lives. This leads them to be relatively risk-averse
and they will seek to avoid conflict where possible. In terms of
people, they generally like to run a 'happy ship'.
Leaders have followers
at least not when they are leading. Many organizational
leaders do have subordinates, but only because they are
also managers. But when they want to lead, they have to
give up formal authoritarian control, because to lead is to
have followers, and following is always a voluntary
activity.
• Charismatic, transformational style
Telling people what to do does not inspire them to follow you. You have
to appeal to them, showing how following you will lead them to their
hearts' desire. They must want to follow you enough to stop what they
are doing and perhaps walk into danger and situations that they would
not normally consider risking.
Leaders with a stronger charisma find it easier to attract people to their
cause. As a part of their persuasion they typically promise
transformational benefits, such that their followers will not just receive
extrinsic rewards but will somehow become better people.
• People focus
Although many leaders have a charismatic style to some extent, this
does not require a loud personality. They are always good with people,
and quiet styles that give credit to others (and takes blame on
themselves) are very effective at creating the loyalty that great leaders
engender.
• Seek risk
In the same study that showed managers as risk-averse, leaders
appeared as risk-seeking, although they are not blind thrill-seekers.
When pursuing their vision, they consider it natural to encounter
problems and hurdles that must be overcome along the way. They are
thus comfortable with risk and will see routes that others avoid as
potential opportunities for advantage and will happily break rules in
order to get things done.

14. ManagersandLeaders
Subject Leader Manager
Essence Change Stability
Focus Leading people Managing work
Have Followers Subordinates
Horizon Long-term Short-term
Seeks Vision Objectives
Approach Sets direction Plans detail
Decision Facilitates Makes
Power Personal charisma Formal authority
Appeal to Heart Head
Energy Passion Control
Culture Shapes Enacts
Dynamic Proactive Reactive
Persuasion Sell Tell
Style Transformational Transactional
Exchange Excitement for work Money for work
Likes Striving Action
Wants Achievement Results
Risk Takes Minimizes
Rules Breaks Makes
Conflict Uses Avoids
Direction New roads Existing roads
Truth Seeks Establishes
Concern What is right Being right
Credit Gives Takes
Blame Takes
Blames
http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

15. Ineffective
LEADER
ΜANAGER
YES NO
Ideal
Visionary
ManagerYES
NO
Manager and Leadership

16. Leadership start from Self
“If you want to be a leader who attracts quality people, the key is to
become a person of quality yourself. Leadership is the ability to attract
someone to the gifts, skills and opportunities you offer as an owner, as
a manager, as a parent. I call leadership the great challenge of life.”
– Jim Rohn

17. Leadership Theories
 Trait (who the leader is)
 Charismatic leadership
 The big 5 model of personality
 Behavioural approach (what the
leader does)
 Managerial Grid (Blake and
Mouton 1975)
 Leadership styles (Job
centered - Employee centered)
 Situational/Contingency approach
(when and how)
 Leadership continuium
(Tannebaum & Schmidt 1958)
 Path – Goal theory (House
1996)
• Situational leadership
 The Least - Preferred Coworker
(Fiedler 1967)
 Transformational leadership (Why?
Change agents)
 Bass (1985)
 Recent leadership approaches
 The Behavioral Complexity
Model (Denison et al. 1995)
 Malik Standard Model of
Managerial Effectiveness
 Emotional Intelligent
Leadership

18. Trait/ Competency approach
Limitations
1. It assumes that all effective leaders have the same personal
characteristics that are important in all situations. Leadership is too
complex to have a universal list of traits that apply to every condition
2. Alternative combinations of competencies may be equally successful
3. This perspective views leadership as something within a person,
whereas critics point out that leadership is relational
4. The competency perspective does not imply that leaders are born, not
developed. On the contrary, competencies only indicate leadership
potential, not leadership performance
(McShane & Van Glinow 2009)

19. The Five - Factor model of personality- “Big
Five”
C onscientiousness
A greeableness
N euroticism
O penness to experience
E xtroversion

20. Managerial Grid (Blake & Mutton 1975)

21. Leadership as A Personality MBTI
Approach
The Sensing
Judgment
Type
(SJ)
The Sensing
Perceiving
Type (SP)
The Intuitive
Thinking
Type (NT)
The Intuitive
Feeling
Type (NF)
Leadership
Style:
Traditionalist,
stabilizer,
consolidator
Has a sense
of duty,
responsibility,
loyalty and
industry
Trouble-
shooter,
negotiator, fire-
fighter
Seeks to act
with
cleverness
seeking short
cuts to save
time or effort
where
possible
Visionary,
Architect,
Systems builder
Seeks to add
ingenuity and
logic to ideas
and actions
Catalyst, spokes-
person, energizer
Likes to
persuade people
about values and
personal
inspirations
Tends to be
noticed for:
Being
hardworking, r
eliable and
dependable
Being
resourceful,
risk taking and
spontaneous
Being
competent,
expert and
logical
Being open,
authentic and
inclusive

22. This table suggests the following:
• The “Sensing-Judging” combination (where the person prefers to inform themselves via
tangible, concrete, “five-senses” approaches, and likes order, closure, schedules and
decisiveness) suggests a “traditional” or “instructional” approach to work. A summary term
for this style is “Safely persistent”.
• The “Sensing-Perceiving” combination (where the person prefers to inform themselves
via tangible, concrete, “five-senses” approaches, and likes options, flexibility, opportunity,
and freedom to adapt) suggests a “troubleshooter” or “pragmatic” approach to work. A
summary term for this style is “Resourceful pragmatism”.
• The “Intuitive-Thinking” combination (where the person prefers to inform themselves via
the abstract, big picture, conceptual “intangible” approach, and makes decisions based on
argument, logic and objective criteria), suggests a “visionary” or “rational” approach to
work. A summary term for this style is “Conceptually Flexible”.
• The “Intuitive-Feeling” combination (where the person prefers to inform themselves via
the abstract, big picture, conceptual “intangible” approach, and makes decisions based on
values, beliefs and “what’s best for those involved” suggests a “catalyst” or “idealist”
approach to work. A summary term for this style is “Optimistic collaboration”.
• Source : Why Leadership is Important : SEPTEMBER 28, 2012 by DR. JON WARNER in LEADERSHIP
AND MANAGEMENT

23. Situational/Contingency perspective
• It is based on the idea that the most
appropriate leadership style depends on the
situation.

25. Path–Goal theory (House1996)
Effective leaders strengthen the performance to
outcome expectancy by providing the information,
support and other resources to help employees
complete their tasks.

27. (Fiedler 1967)

28. Situational Leadership
• Situational leadership theory (SLT)
– Leaders should adjust their leadership styles—telling,
selling, participating, and delegating—in accordance with
the readiness of their followers
• Acceptance: Leader effectiveness reflects the reality that it is the
followers who accept or reject the leader
• Readiness: A follower’s ability and willingness to perform
• At higher levels of readiness, leaders respond by reducing control
over and involvement with employees

29. FIGURE 10–7
Summary of the Situational Leadership
Model
Source: Jerald Greenberg, Managing Behaviour in Organizations: Science in Service
(Upper Saddle River, NJ: Prentice-Hall, 1996). Reprinted by permission. G.Dessler, 2003

30. FIGURE 10–8
Applying the Situational Leadership Model
Source: Adapted from Paul Hersey,
Situational Selling (Escondido, CA:
Center for Leadership Studies,
1985), p. 19. Reprinted with
permission. G.Dessler, 2003

31. Limitations of the behavioural
approach
• The two categories are broad generalizations
that mask specific behaviours within each
category which have different effects on
employee well-being and performance.
• This approach assumes that high levels of
both styles are best in all situations whereas
research suggests that the situation
determines the most appropriate leadership
style.

32. Managerial Grid

33. Transformational leadership
Transformational leaders are change agents who
energize and direct employees to a new set of
corporate values and behaviours
4 elements of TL:
– Creating a Strategic Vision
– Communicating the Vision
– Modeling the Vision
– Building Commitment towards the Vision

34. Transformational leadership model
(Bass 1985)

35. Behavioural Complexity Model
(Denison, Hooljberg & Quinn 1995)

36. The Malik Standard Model of
Managerial Effectiveness

37. Emotional Intelligence and leadership
I have found, however, that the most effective leaders are
alike in one crucial way: They all have a high degree of
what has come to be known as emotional intelligence.
It’s not that IQ and technical skills are irrelevant. They do
matter, but mainly as “threshold capabilities”; that is, they
are the entry-level requirements for executive positions.
But my research, along with other recent studies, clearly
shows that emotional intelligence is the sine qua non of
leadership. Without it, a person can have the best training
in the world, an incisive, analytical mind, and an endless
supply of smart ideas, but he still won’t make a great
leader.

38. Emotional intelligence model

39. 3E: Six Leadership Styles
(Goleman, Boyatzis, McKee 2004)

40. Belajar dan Berbagi untuk
Indonesia Lebih Baik