This is a power point material from Global events Indonesian Network, held on 4 April 2013. The theme of this event is: Servant Leadership-Leading with heart, performed by Dr. Hana Panggabean with Mr. Erwin Tenggono, advisor Pt. Anugrah Argon Medica.

1. THE$SERVANT$LEADERSHIP:
Leading(with(Heart(
Dr.$Hana$Panggabean,$April$2013
A Global Indonesian Network Series

2. Agenda
1 The Concept of Servant Leadership
2 The Role of Servant Leadership
3 Research & Best Practices
4 Transform into a Servant Leader
Global Indonesian Network / 2013, April 2

3. The Servant Leadership
The concept has been existing four decades,
yet did not received full attention until
almost a decade ago
“The servant-leader is servant first… It begins with the
natural feeling that one wants to serve, to serve first. Then
conscious choice brings one to aspire to lead. “
Robert K. Greenleaf
Global Indonesian Network / 2013, April 3

4. Are You One?
“Do those served grow as persons; do
they, while being served, become healthier,
wiser, freer, more autonomous (self-reliant),
more likely themselves to become servants?
And, what is the effect on the least privileged in society; will
they benefit, or, at least, will they not be further deprived?”
–Robert K. Greenleaf
Go to the People
Learn from them
Live with them
Start with what they know
Build with what they have.
But of the best leaders,
When the job is done,
When the task is
accomplished,
The people will all say,
“We have done it ourselves.”
Lao Tzu, 604 B.C.
Global Indonesian Network / 2013, April 4

5. Are You One? (ii)
“Rather than controlling or wielding power, the servant-
leader works to build a solid foundation or shared goals
by :
“You’ve got to produce more for less, and with greater speed than (1) listening deeply to understand the needs and concerns
you’ve ever done before. The only way you can do that in a of others;
sustained way is through the empowerment of people. And the
(2) working thoughtfully to help build a creative
only way you get empowerment is through high-trust cultures
consensus; and
and through the empowerment philosophy that turns bosses
(3) honoring the paradox of polarized parties and working
into servants and coaches…”
to create ‘third right answers’ that rise above the
Stephen Covey
compromise of ‘we/they’ negotiations” .
Ann McGee-Cooper and Duane Trammell
“Servant leadership is ethical, practical, and meaningful. It is ethical because it is about serving people, not using people. It is
practical because it is about identifying and meeting the needs of colleagues and customers. It is meaningful because servant-
leaders help their colleagues and organizations to grow, enhancing their service to others and contributing to the creation of a
more just, caring, prosperous, and sustainable world.”
Kent Keith -
CEO of the Greenleaf Centre for Servant Leadership (Asia)
Global Indonesian Network / 2013, April 5

6. Listening
• Active Listening
Building • Support their decision Empathy
Communities
• Understand
• Build strong community in • Respect
his/ her organization • Appreciation
Commitment to the
Healing
Growth of people
• Help solve problems & Conflicts
Characteristics
• Nurture the personal and • Encourage & support
growth of employees
Stewardship
of
• Obligation to help and serve
Servant Leadership Awareness
• Self awareness
others • Integrated vies to gain better
understanding about values
Foresight
Persuasion
• Identify outcome or Conceptualization
consequences of the future • Convince
• Think beyond the limits of • Does not take advantage of
operating business their powers
• Longterm goals
• Vision
Global Indonesian Network / 2013, April 6

7. Agenda
1 The Concept of Servant Leadership
2 The Role of Servant Leadership
3 Research & Best Practices
4 Transform into a Servant Leader
Global Indonesian Network / 2013, April 7

8. Why Servant Leadership?
Leadership$Credibility$Expected
People$Focused
(Kouzes$&$Posner,$2011)
• Ambition
• Social Artist • Broad Minded
• Spiritual Visionair • Considerate
• Cultural Innovator • Competent
Servant
Leadership • Co-operative
• Courageous
• Reliable
• Agile
Suitable for dramatic globalization of
economy & technology • Just
Global Indonesian Network / 2013, April 8

9. ...also for Indonesian context
What makes people happy
in workplaces?
Faktor utama yang membuat responden bahagia di
lingkungan kerja, SWA 2012. (n=207)
Global Indonesian Network / 2013, April 9

10. Agenda
1 The Concept of Servant Leadership
2 The Role of Servant Leadership
3 Research & Best Practices
4 Transform into a Servant Leader
Global Indonesian Network / 2013, April 10

11. Works on Servant Leadership
Increasing:
• Organizational citizenship behavior
(Ertharts, 2004).
• Enhancing self-efficacy (people’s self confidence in their ability to perform
a specific tasks well), creating a service climate at work, and establishing a
fair workplace Individual$Level
(Walumbwa, Hartnell, and Oke, 2010).
• Encourage employee creativity
(Neubert, Kacmar, Carlson, Chonko, & Roberts, 2008).
• Positively related to follower job satisfaction
(Mayer, Bardes, & Piccolo,2008).
• Provide psychological safety to team members leading to
willingness to take risks associated with being creative, willingness
to challenge the status quo and are motivated to perform well as a
way of reciprocating for fair treatment by the leader
(Schaubroeck et. All, 2008). Team$Level
• Positively related to team potency (team confidence in its ability to
perform well) and subsequent team performance
(Hu & Liden, 2011).
Higher company performance ( measured
by return on assets) Organizational$Level
Peterson et. Al. 2012
Global Indonesian Network / 2013, April 11

12. Practices:
Indonesian Global Leaders
“ Chinese all appear quite polite and distant, while
Indonesians are more warm and nicer”
“Basically, they (Indonesians) seldom become angry
even when we confronted with very serious
problem)”
Chinese Respondents ” (Indonesian boss will tell you where you did not good
enough, and provide you chance to correct)”
• Humble
• Humility
• Approachable
• Personal caring
• Tolerant ”Ya memang budayanya berbeda, jadi kita tidak bisa
Indonesian Leaders paksakan”
“Jangan sampai menyinggung pihak kiri, jangan sampai
menyinggung pihak kanan. Ini kita kecil kok, gitu. Ya
kan...” (Don’t offend the party at the left, don’t offend
the party at the right. This is small. Right…)
“I think normally we don’t raise voice. We don’t
screamed. It is hard to accept that, only when extremely
extremely extremely angry, you raise your voice.”
Global Indonesian Network / 2013, April 12

13. Practices:
Indonesian Leaders in Change Leadership
(Pemimpin & Perubahan, 2012)
Authenticity
• Dialogue
• Being honest
• Open mind
• Promoting ‘gotong royong’
• No Impression Management!
Erwin Tenggono
Direktur, Dexa Medica
Advisor, PT Anugrah Argon Medica
Global Indonesian Network / 2013, April 13

14. Practices:
Indonesian Leaders in Change Leadership
(Pemimpin & Perubahan, 2012)
Merakyat
• Social investment: creating high trust
climate
• Make time for people : get to know your
people
• Humble & engagement
• Understand the culture
Rudi Pesik
CEO
DHL Indonesia
Kopi Kamu
Global Indonesian Network / 2013, April 14

15. Practices:
Indonesian Leaders in Change Leadership
(Pemimpin & Perubahan, 2012)
Leadership legacy
• Inspiring visions
• Leader talents
• Learning culture
• Innovative systems
Suhartono
CEO, Federal International Finance
Global Indonesian Network / 2013, April 15

16. Agenda
1 The Concept of Servant Leadership
2 The Role of Servant Leadership
3 Research & Best Practices
4 Transform into a Servant Leader
Global Indonesian Network / 2013, April 16

17. Transformation Growing from
TRADITIONAL BOSS/
SUBORDINATE to SERVANT-LEADER
1. Views problems as someone else’s fault and 1. Views problems as opportunities to learn
responsibility to solve. and add value. Sees how he/she keeps the
problem going. Contributes to solutions.
2. Participates in rumors. Often cynical and 2. Respectfully sticks to facts, avoiding rumors.
feeling overwhelmed. Chooses to be part of the solution, not part
of the problem.
3. Waits to be told what to do or be reminded 3. Self-directed. Takes responsibility for
of commitments. Does the least possible. planning and follow-through. Is personally
accountable for results.
4. Feels that personal value comes from 4. Feels that personal value comes from
individual talents and abilities. mentoring and working collaboratively with
others.
5. Controls information to maintain power. 5. Shares big-picture information.
6. Views accountability as assigning blame. 6. Views accountability as creating a safe
environment for learning from experience.
7. Highly competitive and independent; seeks 7. Highly collaborative and interdependent;
personal credit for achievement. generously gives credit to others.
8. Develops personal power base; uses perks 8. Develops trust across a network of
and titles to signal who has power. constituencies; breaks down hierarchies.
9. Eager to speak first; feels his/her ideas are 9. Most likely to listen deeply and respectfully,
most important. first; values others’ input (especially those
who disagree) and builds strength through
differences.
10. Uses personal power and intimidation to 10. Uses personal trust and respect to build
leverage what he/she wants. bridges. Does what’s best for the “whole.”
11. Focuses only on fast action. 11. Focuses on gaining understanding, input,
and buy-in from all parties; understands that
faster is often slower.
12. Uses humor to control others. 12. Uses humor to lift others up and make it
Ann McGee - Cooper & Associates, 2003 safe to learn from mistakes.
(Gathered from research within the Servant-Leadership Learning Community)
Global Indonesian Network / 2013, April 17
Building a Leaderful Culture

18. Leadership Tools
Panutan
• Menjadi panutan/mentor
• Developing others
• Empowering
“ Pemimpin harus bisa menjaga integritasnya sebagai contoh untuk bawahannya.
Tanpa integritas, organisasi akan jatuh”
(Gregorius Hariyanto, CEO CS Insurance)
Grafik fungsi kepemimpinan, SWA 2012
Global Indonesian Network / 2013, April 18

19. Leadership Tools
Religiousity
• Spirituality
• Inspiring others
“Seorang pemimpin dikatakan sukses bila diikuti dengan wisdom…tentunya kembali
lagi ke agama. Sesibuk apapun, cobalah luangkan waktu untuk ibadah. Setidaknya
kita bisa step back buat refleksi diri”
(Makmur Juary, CFO Menjangan Sakti).
“ Saya yakin kejujuran itu bagi semua agama penting. Kalau ada karyawan yang tidak
jujur, saya tidak respek sampai kapanpun padanya, kecuali dia berubah”
(Muhammad Bascharul Asana, CEO TUV Rheinland Indonesia).
Global Indonesian Network / 2013, April 19

20. Thank$You
Contact us via …
Mail to:
hana.panggabean@atmajaya.ac.id
hanaatmoko@yahoo.com
id.linkedin.com/pub/hana-panggabean
Global Indonesian Network
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