situational leader

2. 3 P’s
 Purpose (Tujuan) :
Merubah sistem kepemimpinan tradisional (boss-evaluator-
judge-critic) menjadi sistem kepemimpinan yang bersifat partner-
fasilitator-cheerleader-supporter-coach)
 Process (Proses) :
Lecture, diskusi, games, tanya jawab
 Pay off (Harapan) :
Diharapkan Leaders PT Pura bisa menjadi leader yang bersifat
partner-fasilitator-cheerleader-supporter-coach

3. CONTENTS
1. The Future (Masa Depan)
2. The Context (Konteks)
3. The Situation (Situasi)
4. The Leader (Pemimpin)
5. The Match (Ketepatan)
6. The Application (Aplikasi)

4. 1. THE FUTURE

5. - Traditional leader ?
- Future Leader ?

6. 1. Traditional leader :
- Boss-Evaluator-judge-Critic
2. Future Leader :
- Partner-facilitator-Cheerleader-
Supporter-and Coach.

7. OBJECTIVES :
 Memperhatikan peran pemimpin di organisasi yang
berubah dengan cepat
 Belajar lebih flleksibel saat membentuk orang
(managing people)
 Belajar terus untuk mengembangkan jiwa
kepemimpinan kita untuk dapat mengembangkan
orang

8. 2. THE CONTEXT
(Konteks)

9. OBJECTIVES
 Learn the three skills of a situational leader -
Diagnosis, Flexibility and Partnering
( Mempelajari 3 kemampuan situasional leader – Diagnosa, Fleksibilitas, dan Bekerja
sama)
 Identify the four functions of leadership - Goal
Setting, Feedback, Problem Solving, and
Recognition
(Mengidentifikasi 4 fungsi kepemimpinan – Penentuan tujuan, pemberian
masukan, pemecahan masalah, dan cara berpikir)
 Learn why there is no best leadership style
( Mempelajari mengapa tak ada gaya kepemimpinan terbaik)

10. eadership is……..

11. eadership is an influence process. It is working with
people to accomplish their goals and the goals of the organization
(Kepemimpinan adalah proses mempengaruhi. Kepemimpinan bekerja dengan
orang lain untuk mencapai tujuan individu dan kepentingan organisasi mereka)

12. Successful Leadership
VS
Effective Leadership

13. Successful Leadership :
fokus hanya bagaimana pekerjaan itu dapat dijalankan sehingga
tujuannya tercapai
Effective Leadership :
- Berkaitan dengan attitude, commitment dan feelings
- Apakah orang merasa positive terhadap tugasnya dan juga mengakui
anda sebagai pimpinan yang baik.
- Apakah ada saling keterbukaan dan saling menghargai ?, sebab
attitude dan feeling memacu orang bekerja meskipun anda tidak ada
di tempat/kantor.

14. eadership Style is . . . . .

15. eadership Style is the
pattern of behaviors you use
with others as perceived by
them
(Gaya kepemimpinan adalah persepsi tentang gaya / tingkah laku kepemimpinan
kita saat kita gunakan dengan karyawan.)

16. Beliefs and Values about People
(Kepercayaan dan nilai tentang orang)
 Orang dapat dan mau dibentuk /
dikembangkan
 Orang mau ikut terlibat dalam pengambilan
keputusan
 Orang mau membuat suatu kontribusi untuk
organisasi mereka

17. THE THREE SKILLS OF A SITUATIONAL LEADER
(TIGA KEMAMPUAN SITUASIONAL LEADER)
1. Diagnosis
2. Flexibility
3. Partnering for
Performance/
Contracting for
Leadership Style
The willingness and ability to look at a situation
and assess the developmental needs of employees in
order to decide which leadership style is the most
appropriate for the goal or task at hand
The ability to use a variety of leadership styles
comfortably
Reaching agreements with people about the
leadership style needed to achieve individual and
organizational goals

18. eadership is not something
you do to people; It is
something you do with people
(Kepemimpinan bukanlah sesuatu yang Anda lakukan kepada orang lain, tetapi sesuatu
yang Anda lakukan bersama orang lain)

19. There is no best eadership
style, but there are best attitudes
(Tidak ada gaya kepemimpinan terbaik, tetapi hanya ada kelakuan dan tindakan terbaik)

20. THE FOUR FUNCTIONS OF LEADERSHIP
(EMPAT FUNGSI KEPEMIMPINAN)
 Goal setting and action planning
(Penentuan tujuan dan rencana aksi)
 Providing feedback
(Memberi masukan)
 Problem solving
(Pemecahan masalah)
 Providing recognition

21. THE BENEFITS OF SITUATIONAL LEADERSHIP
-- If you are a Situational Leader :
(Kelebihan dari situational leader jika anda seorang situational leader)
 More flexible and adaptable to the
needs of all your employees at all times.
(Lebih fleksibel dan lebih mudah beradaptasi terhadap
berbagai kebutuhan seluruh karyawan setiap saat)

22. 3. THE SITUATION
(Situasi)

23. OBJECTIVES
 Learn the most appropriate leadership style to use
(Mempelajari gaya kepemimpinan yang paling cocok digunakan)
 Define development level as a measure of a person’s
competence and commitment on a specific goal or task.
(Identifikasi karakteristik dan kebutuhan employee pada Development Level tertentu)
 Learn how to diagnose employees’ development level
(Mempelajari cara mendiagnosa development level karyawan)
 Learn about employees’ needs at different stages of
development
(Mempelajari kebutuhan karyawan di tingkat developtment yang berbeda)

24. THE FIRST SKILL OF A SITUATIONAL LEADER
(kemampuan yang pertama dari situational leadership)
1. Diagnosis The willingness and ability to look at a situation
and assess the developmental needs of employees
in order to decide which leadership style is the most
appropriate for the goal or task at hand

25. Situational Variables
 Organizational Variables
(Variabel organisasional)
 Goal Variables
(Variabel tujuan)
 Leader Variables
(Variabel target)
 Employee Variables
(Variabel karyawan)

26.  Competence (Kompeten)
Task-specific knowledge and skills
(Kemapuan dan pengetahuan pada tugas khusus)
 Commitment to the goal or task
(Komitmen tujuan)
Motivation (Motivasi)
Confidence (Kepercayaan diri)

27. Riding a Bicycle
(Mengendarai Sepeda)

28. THE FOUR DEVELOPMENT LEVELS
HIGH
HIGH
COMPETENCE
HIGH
COMMITMENT
D4
MODERATE
MODERATE TO HIGH
COMPETENCE
VARIABLE
COMMITMENT
LOW TO SOME
COMPETENCE
LOW
COMMITMENT
LOW
LOW
COMPETENCE
HIGH
COMMITMENT
D3 D2 D1
DEVELOPED DEVELOPING

29. THE FOUR DEVELOPMENT LEVELS
D4 D3 D2 D1
DEVELOPED DEVELOPING

30. DEVELOPMENT LEVEL 1
DEVELOPED DEVELOPING
LOW
LOW
COMPETENCE
HIGH
COMMITMENT
D1
MODERATE
HIGH

31. The Needs of a D1
 Recognition of enthusiasm and transferable skills.
(Terkenal akan antusias dan kemampuan transfer)
 Clear goals (Tujuan cerah/pasti)
 Standards for what a good job looks like
(Standar untuk pekerjaan baik itu seperti apa)
 Information on how data about performance will be collected
and shared
(Informasi tentang data performa akan dikoleksi dan di bagikan)
 The unwritten rules on “how things work around here”
(Hukum tak tertulis tentang “Apa yang harus dilakukan di sini”)
 Information about the task and the organization
(Informasi tentang tugas dan organisasi)

32. The Needs of a D1
 Hands-on training
(Training langsung)
 Action plans-direction about how, when and with whom
(Rencana kerja tentang bagaimana, kapan, dan dengan siapa)
 Timelines (Waktu)
 Priorities (Prioritas)
 Boundaries, limits on authority and responsibility
(Batas pada otoritas dan responsibilitas)
 Frequent feedback on results
(Sering diberi masukan akan hasil yang diperoleh )

33. MODERATE
LOW TO SOME
COMPETENCE
LOW
COMMITMENT
D2
DEVELOPED DEVELOPING
DEVELOPMENT LEVEL 2

34. The Needs of a D2
Clear goals (Tujuan cerah/pasti)
Perspective (Perspektif)
Frequent feedback on results
(Sering diberi masukan akan hasil yang diperoleh)
Praise for making progress
(Pujian atas hasil yang diperoleh)
Assurance that it is okay to make mistakes
(Memastikan bahwa tidak apa-apa bila salah)

35. The Needs of a D2
 Explanations of why
(Penjelasan mengapa)
 Opportunities to discuss concerns
(Kesempatan untuk mendiskusikan masalah)
 Involvement in decision making and problem solving
(Keikutsertaan dalam mebuat keputusan dan pemecahan masalah)
 Encouragement
(Pemberian semangat)

36. MODERATE
MODERATE TO HIGH
COMPETENCE
VARIABLE
COMMITMENT
D3
DEVELOPED DEVELOPING
DEVELOPMENT LEVEL 3

37. The Needs of D3
 An approachable mentor or coach (Mendekati mentor atau guru)
 Opportunities to express concerns
(Kesempatan mengekspresikan masalahnya)
 Support and encouragement to develop problem-solving skills
(Dukungan dan semangat untuk membangun kemampuan pemecahan masalah)
 Helping in looking at skills objectively
(Membantu melihat kemampuan secara objektif)
 Praise and recognition (Pujian dan recognition)
 Obstacles removed (Halangan mulai hilang)

38. HIGH
HIGH
COMPETENCE
HIGH
COMMITMENT
D4
DEVELOPED DEVELOPING
DEVELOPMENT LEVEL 4

39. The Needs of a D4
 Variety and challenge
(Variasi dan tantangan)
 A leader who is more of a mentor and colleague than a
boss
(Pemimpin lebih sebagai mentor atau kolega daripada bos)
 Acknowledgment of contributions
(Kontribusi tinggi)
 Autonomy and authority
(Otonomi dan otoritas)
 Trust
(Kepercayaan)

40. The four Development Levels
D1 The Enthusiastic Beginner
D2 The Disillusioned Learner (mengecewakan)
D3 The Capable, but Cautious, Performer
D4 The Self-Reliant Achiever

41. 4.THE LEADER
(Pemimpin)

42. OBJECTIVE
 Identify Directive and Supportive Behaviors
(Identifikasi tingkah laku direktif atau supportif)
 Learn to use four leadership styles-Directing, Coaching,
Supporting and Delegating
(Belajar menggunakan 4 gaya kepemimpinan –
Directing, Coaching, Supporting, Delegating)
 Learn how to transition from one style to the next
(Belajar cara mentransisikan satu gaya ke gaya lainnya)

43. THE SECOND SKILL OF A SITUATIONAL LEADER
1. Diagnosis
(Diagnosa)
2. Flexibility
(Fleksibilitas)
The ability to use a variety of leadership styles
comfortably
(Kemampuan untuk menggunakan berbagai
jenis gaya kepemimpinan dengan senyaman
mungkin)

44.  Tell the employee what to do, when and how to do it
(Memberitahu karyawan apa yang harus dilakukan, kapan, dan caranya)
 Spells out the employee roles (Memberitahu peran karyawan)
 Closely supervise performance (Mengamati performa)
Setting timelines (Mengatur waktu)
Setting objectives (Mengatur tujuan)
Checking the progress (Mengawasi progress)

45.  Engages in more two-way communication
(Lebih mengarah pada komunikasi dua arah)
 Listens and provides support (Mendengarkan dan memberikan dukungan)
 Involves the employee in decision making
(Mengikutsertakan karyawan dalam penentuan keputusan)
 Encourages self-reliant problem solving
(Mendukung pemecahan masalah pribadi)
Listening to an employee’s problem
(Mendengarkan masalah Karyawan)
Asking for suggestions (Meminta saran)
Explaining why (Menjelaskan mengapa)

46. The Four Leadership Styles
High Directive
and
Low Supportive
Behavior
S1
High Directive
and
High Supportive
Behavior
S2
SUPPORTIVE
BEHAVIOR
(Low)
(High)
DIRECTIVE BEHAVIOR (High)

47. The Four Leadership Styles
High Supportive
and
Low Directive
Behavior
S3
High Directive
and
High Supportive
Behavior
S2
SUPPORTIVE
BEHAVIOR
(Low)
(High)
DIRECTIVE BEHAVIOR (High)

48. The Four Leadership Styles
Low Supportive
and
Low Directive
Behavior
S4
High Supportive
and
Low Directive
Behavior
S3
SUPPORTIVE
BEHAVIOR
(Low)
(High)
DIRECTIVE BEHAVIOR (High)

49. The Four Leadership Styles
High Directive
and
Low Supportive
Behavior
S1
Low Supportive
and
Low Directive
Behavior
S4
High Supportive
and
Low Directive
Behavior
S3
High Directive
and
High Supportive
Behavior
S2
SUPPORTIVE
BEHAVIOR
(Low)
(High)
DIRECTIVE BEHAVIOR (High)

50. High Directive
and
Low Supportive
Behavior
Low Supportive
and
Low Directive
Behavior
High Directive
and
High Supportive
Behavior
High Supportive
and
Low Directive
Behavior
DIRECTIVE BEHAVIOR (High)
SUPPORTIVE
BEHAVIOR
(Low)
(High)
S1
S4
S3 S2
The Four Leadership Styles

51.  The amount of direction the leader provides
(Jumlah arahan yang pemimpin berikan)
 The amount of support the leader provides
(Jumlah dukungan yang pemimpin berikan)
 The amount of employee involvement in decision making
(Jumlah keikutsertaan karyawan dalam penentuan keputusan)
The four styles are different in
(Keempat gaya berbeda dalam...)

52.  Identifies desired outcomes and set goals
(Mengidentifikasi hasil yang diinginkan dan menentukan tujuan)
 Observes and monitors performance
(Mengobservasi dan memonitor performa)
 Gives feedback
(Memberi masukan)
In all four styles, the leader
(Dalam semua gaya, pemimpin harus...)

53. Directive Leader Behaviors
 The leader
Sets goals and objectives (Menentukan tujuan)
Plans and organizes work in advance (Merencanakan dan mengorganisir
pekerjaan dangan lebih baik)
Identifies job priorities (Mengidentifikasi prioritas kerja)
Clarifies the leader and employee roles (Mengklarifikasi peran pemimpin
dan karyawan)
Establishes timelines (Mengatur Waktu)
Determines methods of evaluation and checks work (Menentukan
metode evaluasi dan pengecekan kerja)
Teaches the employee how to do a specific task (Mengajarkan karyawan
mengerjakan beberapa tugas khusus)
Closely supervises progress (Mengamati progress dengan seksama)

54. Supportive Leader Behaviors
 The leader
Encourages, reassures and praises ( Memberi semangat dan memuji)
Listens (mendengarkan)
Asks for suggestions or input (Meminta sugesti atau input)
Explains why (Menjelaskan mengapa)
Encourages self-reliant problem solving (Pemecahan masalah
kepercayaan diri)
Makes information about the organization accessible (Membuat
informasi organisasi mudah diakses)
Discloses information about self (Memberi tahu informasi tentang diri)
Encourages teamwork (Menyemangati kerja sama)

55. Decision Making Styles
S1
S2
SUPPORTIVE
BEHAVIOR
(Low)
(High)
DIRECTIVE BEHAVIOR (High)
Let us talk,
I will decide
I will decide

56. Decision Making Styles
S4
S3
SUPPORTIVE
BEHAVIOR
(Low)
(High)
DIRECTIVE BEHAVIOR (High)
Let us talk,
we will decide
You decide

57. 5. THE MATCH
(Ketepatan)

58. OBJECTIVE
 Match leadership style to development level
(Menepatkan gaya kepemimpinan pada tingkat perkembangan)
 Grow the competence and commitment
(Membangun kompeten dan komitmen)
 Understand the negative impact of
oversupervision and undersupervision
(Mengerti dampak negatif dari oversupervision dan
undersupervision)

59. High Directive
and
Low Supportive
Behavior
Low Supportive
and
Low Directive
Behavior
High Directive
and
High Supportive
Behavior
High Supportive
and
Low Directive
Behavior
D4 D3 D2 D1
High Moderate Low
Development Level of Individual
Developed Developing
DIRECTIVE BEHAVIOR (High)
SUPPORTIVE
BEHAVIOR
(Low)
(High)
S1
S4
S3 S2
The Four Leadership Styles

60.  Match
(Ketepatan)
 Oversupervision
(Kebanyakan petunjuk)
 Undersupervision
(Kurang petunjuk)

61.  Reduced involvement
(Berkurangnya keikutsertaan)
 Frustration
(Frustasi)
 Resentment
(Rasa tidak suka)
 Less self-initiative
(Kurangnya rasa inisiatif)
 Less independent job
(Kurang independen dalam bekerja)

62.  Less success (Kurang sukses)
 Frustration (Frustasi)
 Resentment (Rasa tidak suka)
 Less self-initiative (Kurangnya rasa inisiatif)
 Fight-or-flight reaction
(Reaksi fight-or-flight)
 Less effective job performance
(Kurangnya keefektifan performa kerja)

63. 6. THE PARTNER

64. THE THIRD SKILL OF A SITUATIONAL LEADER
(Kemampuan ketiga Situasional Leader)
1. Diagnosis
(Diagnosa)
2. Flexibility
(Fleksibilitas)
3. Partnering for
Performance/
Contracting for
Leadership Style
Reaching agreements with people about the
leadership style needed to achieve individual and
organizational goals (Mencapai kesepakatan dengan
orang lain tentang gaya kepemimpinan yang
diperlukan untuk mencapai tujuan individu dan
tujuan organisasi)
(Bekerjasama untuk performa dengan gaya kepemimpinan)

65. 7. THE APPLICATION

66. THE DEVELOPMENT CYCLES

67. High Directive
and
Low Supportive
Behavior
Low Supportive
and
Low Directive
Behavior
High Directive
and
High Supportive
Behavior
High Supportive
and
Low Directive
Behavior
D4 D3 D2 D1
High Moderate Low
Development Level of Individual
Developed Developing
DIRECTIVE BEHAVIOR (High)
SUPPORTIVE
BEHAVIOR
(Low)
(High)
S1
S4
S3 S2
The Four Leadership Styles

68. THE REGRESSIVE CYCLES

69. D1
High Directive
and
Low Supportive
Behavior
Low Supportive
and
Low Directive
Behavior
High Directive
and
High Supportive
Behavior
High Supportive
and
Low Directive
Behavior
Development Level of Individual
Developed Developing
DIRECTIVE BEHAVIOR (High)
SUPPORTIVE
BEHAVIOR
(Low)
(High)
S1
S4
S3 S2
The Four Leadership Styles
High Moderate Low
D2
D3
D4