Strong cultures: Commit members to do things that are in the best interests of the organization. Discourage dysfunctional work behavior. Encourage functional work behavior. The best organizations have strong cultures that: Are performance-oriented. Emphasize teamwork. Allow for risk-taking. Encourage innovation. Value the well-being of people.

1. Leading in A
Culture
SETA A. WICAKSANA

2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Business Psychologist
• Pendiri dan Direktur Humanika Consulting dan hipotest.com
• Dosen Tetap dan Peneliti di Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku: Sobat Way (2016), Industri dan Organisasi: Pendekatan Integratif dalam
menghadapi Perubahan (2020), Human Faktor Engineering: Integratif Desain Manusia
dan Lingkungan Kerja (2021), Psikologi Industri dan Organisasi (2021), Psikologi Umum
(2021), Manajemen Pengembangan Talenta (2021), PIODiagnostik: Pengukuran Psikologi
di Lingkungan Kerja (2021), Transformasi Digital: Perspektif Organisasi, Talenta dan
Budaya Organisasi (2021), Psikologi Pelayanan (2021) dan Psikologi Konsumen (2021).
• Dosen Tidak Tetap di: Program Pasca Sarjana Ekonomi di Univ. Pancasila, STP TRISAKTI,
Fakultas Psikologi Universitas Mercu Buana, STIKOM IMA
• Certified of Assessor Talent Management
• Certified of Human Resources Management (Reward Management)
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Ilmu Ekonomi dan Manajemen (MSDM) S3 Universitas Pancasila
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Sekolah ikatan dinas Akademi Sandi Negara

3. Why organizational
culture is Important
➢Strong cultures:
◦ Commit members to do things that are in the best interests of
the organization.
◦ Discourage dysfunctional work behavior.
◦ Encourage functional work behavior.
➢The best organizations have strong cultures that:
◦ Are performance-oriented.
◦ Emphasize teamwork.
◦ Allow for risk-taking.
◦ Encourage innovation.
◦ Value the well-being of people.

4. It comes down
to culture
Culture eats
strategy for
breakfast!

5. It comes down
to culture
Culture eats
strategy for
breakfast,
lunch &
dinner!

6. Organizational Climate
▪ How members feel about the organization
▪ Comes from shared perceptions and attitudes about the
organization’s daily functioning
▪ Generally a short-term experience, depending on a
network of personalities in an organization
▪ Changes as people come and go

7. Organizational Culture
▪ A longer lasting and more complex set of shared
experiences than climate
▪ Consists of shared attitudes, values, goals, and practices
that characterize the larger institution over time
▪ Deeply rooted in long-held beliefs customs, and practices
▪ Leaders use culture to let people know they are part of
something bigger than just themselves

8. What drives an organizational culture?
• Founder’s values.
• Industry and business environment.
• National culture.
• Organization’s vision and strategy.
• Behavior of leaders.
Figure DRIVERS and FLOW of ORGANIZATIONAL CULTURE

9. Managing your
organizational culture
Managing organizational culture is a process that
requires
▪ Examination
▪ Direction
▪ Planning
▪ Diligence
Leadership

10. Why is the
Leader
Important?
1. Establishes vision
2. Develops and implements
strategies
3. Allocates and controls resources
4. Chooses key employees
5. Shapes culture
6. Affects organizational performance
7. Projects image to the public

11. Levels of Leadership
(Jim Collins, HBR, Jan. 2001)
Highly capable individual
Contributing team member
Competent manager
Effective leader – catalyzes commitment to and
vigorous pursuit of a clear & compelling vision,
stimulate high performance
Executive – builds enduring greatness through
humility and professional wills

12. Leadership
Traits of Highly
Productive
Organizations
Attention to details
Highly ethical and moral
Embracing simplicity & disdain for waste
Long-term focus
Humility
Coaching leadership style
Trust and believe in others

13. Managing your organizational culture
DEFINE THE REALITY OF YOUR CURRENT CULTURE.

14. “The first responsibility of a
leader is to define reality.
The last is to say thank you.
In between, the leader is a
servant.”
- Max de Pree

15. Managing your organizational
culture
1. Define the reality of your current culture.
2. Determine where you want to go

16. Mission |
Vision |
Values
AS YOUR ORGANIZATION ENGAGES
IN IT’S PLANNING PROCESS FOR
STRATEGY AND VALUES.

17. Managing your organizational culture
Define the reality
of your current
culture.
01
Determine where
you want to go.
02
Dedicate yourself
to changed
behavior.
03

18. Managing your organizational
culture
This will require ongoing and active support…
▪Commitment from executive leadership
▪Training, communication & mentoring

19. 7 Practical Considerations
Establish organizational
structures and systems that
support a culture.
Develop and implement
effectives policies, procedures
and guidelines for consistent
action moving forward.

20. 7 Practical Considerations
ALLOCATE
NECESSARY
RESOURCES.
MAKE IT A PRIORITY
IN TANGIBLE WAYS.
BE VISIBLY INVOLVED
AND COMMITTED.
REWARD PEOPLE
FOR ACHIEVEMENT.
CELEBRATE YOUR
SUCCESSES.

21. Five Most
Important
Elements
in Managing
Culture
▪ What leaders pay attention
to
▪ How leaders react to crises
▪ How leaders behave
▪ How leaders allocate
rewards
▪ How leaders hire and fire
individuals

22. “People won’t care how
much you know until they
know how much you care.”
- John Maxwell

23. Style Matters
Leadership styles
that work well in
leading to culture…
▪Servant
Leadership
▪Relationship-
Based Leadership

24. Leader Competencies
To create a positive climate, leaders:
◦ Establish and maintain positive expectations
and attitudes to support effective work
behaviors and healthy relationships
◦ Improve the organization while accomplishing
the mission
◦ Leave the organization better than it was when
they arrived

25. “The first responsibility of a
leader is to define reality.
The last is to say thank you.
In between, the leader is a
servant.”
- Max de Pree

26. Effective leaders know
that you first have to
touch people’s hearts
before you ask them for
a hand…The heart
comes before the head.
- John Maxwell

27. Why does leadership style
matter?
If your employees are working in an environment
in which they know they are…
▪ Uniquely valued
▪ Personally understood
▪ Genuinely cared for
You’ve given them a reason to
be care.

28. Cultural Modifications in the
Current Business Environment
Support for a global
view of business
Reinforcement of
ethical behavior
Empowerment of
employees to excel
in product and
service quality
Managing Diversity

29. Support for a global
view of business
Create a clear and simple mission statement
Create systems that ensure effective information flow
Create “matrix minds” among managers
Develop global career paths
Use cultural differences as major assets
Implement worldwide management education and team
development programs

30. Reinforcement of
ethical behavior
Clear communication of the boundaries of ethical conduct
Selection of employees who support the ethical culture
Reward of ethical behavior
Conspicuous punishment of members who engage in unethical
behavior

31. Managing Diversity
➢Diversity leadership approaches:
◦ Advancing action commits the
organization to hiring and advancing
minorities and women.
◦ Valuing diversity commits the
organization to education and training
programs.
◦ Managing diversity commits to
changing the organizational culture.

32. Leadership approaches to diversity—from
affirmative action to managing diversity.
Source: Developed from R. Roosevelt Thomas, Jr., Beyond Race and Gender (New York:
AMACOM, 1991), p. 28.

33. Empowerment of employees
to excel in product and
service quality
Empowerment unleashes employees’ creativity
Empowerment requires eliminating traditional
hierarchical notions of power
◦ Involve employees in decision making
◦ Remove obstacles to their performance
◦ Communicate the value of product and
service quality

34. Learning and Giving for Better Indonesia
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