1. Dr. Wilman Dahlan Mansoer. M.Psy.Org

2. l Leader is a man who can persuade
people to do what they don't want to
do, or do what they're too lazy to do
and like it.
Harry S. Truman, 1884-1972, 33rd. President of the
United States
The only definition of a leader is someone who
has follower (Peter Drucker)
To lead, one must follow (Lao Tzu)

3. l Leadership is the ability of a
superior to influence the behaviour
of a subordinate group and
persuade them to follow a particular
course of action.
Chester Bernard

4. l Be gentle and you can be bold; be
frugal and you can be liberal; avoid
putting yourself before others and
you can become a leader among
men.
Lao Tsu (Tao Te Chin) Chinese Philosopher, 4th
century BC

5. Leadership
The art of mobilizing others to
want to struggle for shared
aspirations
(James M. Kouzes & Barry Z. Posner, The Leadership Challenge, Jossey-Bass, 1999)

6. MANAGEMENT VS LEADERSHIP
Management Leadership
• Planning and • Vision & strategy
budgeting
• Communicating it and
• Organizing and getting buy-in
staffing
• Motivating
• Controlling and
• Growing, evolving and
problem solving
adapting to change
• Efficiency
• Profitability

7. Basic management functions
 Planning
 Organizing
 Manning (employment and dismissal)
 Controlling
 Reporting (centre of information flow)
 Budgeting

8. Achieveing organization goals
 75-80% Leadership
 20-25% Management
 Not the other way around

9. Leader roles
Interpersonal role:
Make speeches at
ceremonies, jubilees etc.
Be connection to outside
world
Appraisal
Information role:
Gathering information about Decision maker role:
competitors, conflicts etc. Be entrepreneur
Spokesman Conflict solver
Distributor of information Resource allocator
Negotiator

10. PERILAKU
KEPEMIMPINAN EFEKTIF
(Effective leadership )

11. The Five Practices of Exemplary Leadership
 Challenging the Process
 Inspiring a Shared Vision
 Enabling Others to Act
 Modeling the Way
 Encouraging the Heart

12. 1. Challenging the Process
 Pemimpin adalah orang yang selalu mencoba mencari
peluang / kemungkinan-kemungkinan yang baru
 Bereksperimen dan mengambil risiko
 Mencoba hal-hal yang baru
 Merupakan pioner.
 Siap dan menyukai perubahan.

13. 2. Inspiring a Shared Vision
 Memberikan gambaran yang jelas tentang masa
datang, memberi inspirasi
 Mewujudkan pandangannya dalam bentuk yang
positif dan penuh harapan.
 Mengungkapkan isi fikirannya secara menarik dan
mudah dimengerti sehingga sehingga anak buah mau
mengikutinya.
 Menghimpun dukungan dari berbagai pihak.

14. 3. Enabling Others to Act
 Memompa semangat pada anak buahnya.
 Membangun hubungan kerja yang
berazaskan saling percaya.
 Menekankan pentingnya pencapaian
sasaran bersama yang sudah disepakati.
 Melibatkan anak buah dalam perencanaan.
 Memperkokoh kolaborasi atau kerjasama.
 Membuah menjadi mampu (kompeten)

15. 4. Modeling the Way
 Mempunyai gambaran yang jelas tentang 'business
value & beliefs'.
 Berusaha agar orang maupun pekerjaan berjalan
sesuai dengan nilai dan keyakinan yang diyakininya.
 Selalu memberi contoh.
 'Planning small wins'

16. 5. Encouraging the Heart
 Mengkaitkan antara penghargaan dengan
pencapaian hasil atau keberhasilan.
 Mendorong anak buahnya untuk tekun dalam
mencapai sasaran.
 Menunjukkan bahwa ia bangga atas hal-hal yang
telah berhasil dicapai tim atau unit kerja.

17.  Merayakan 'kemenangan dan keberhasilan' yang
dicapai oleh anak buahnya.
 Mengakui dan menghargai kontribusi nyata
yang telah dilakukan anak buahnya
 Merayakan keberhasilan mencapai suatu
sasaran.

18. Pedoman Mempraktekkan
Kepemimpinan Efektif
 1. Challenging the Process
 Anggaplah setiap pekerjaan sebagai sebuah petualangan.
 Berikan penugasan yang menantang.
 Selalu mempertanyakan.
 Temukan sesuatu yang salah, kemudian perbaiki !!!
 Coba untuk 'break the daily routine'.
 Bakukan suatu proses untuk menghimpun atau
memunculkan gagasan baru.
 Coba untuk membuat suatu eksperimen kecil.

19.  2. Inspiring a Shared Vision
 Manfaatkan pengalaman, belajarlah dari pengalaman.
 Coba bertindak 'berdasarkan intuisi’.
 Ujilah asumsi yang ada.
 Kenalilah anak buah anda secara 'lengkap'
 Berkomunikasi secara ekspresif.
 Jika 'berpidato' buatlah sesuatu yang membekas.
 Percayai hal-hal yang anda katakan.
 Ingatkan tentang tujuan bersama yang telah disepakati.

20.  3. Enabling Others to Act
 Selalu gunakan kata 'kita', bukan 'saya'.
 Ciptakan interaksi antar anggota tim kerja .
 Delegasikan.
 Pusatkan perhatian kepada ‘kemenangan' bukan pada
'kekalahan'.
 Libatkan anak buah dalam perencanaan maupun dalam
pemecahan masalah.
 Informasi kepada anak buah harus selalu lengkap dan
mutakhir.
 Buat diri anda mudah untuk dihubungi.
 Ciptakan peluang pada anak buah untuk dapat mandiri.

21.  4. Modeling the Way
 Selalu sesuai antara ucapan dan tindakan.
 Tunjukkan siapa anda, jangan 'bersembunyi'.
 Nyatakan apa yang menjadi patokan anda dalam bekerja.
 Obrolkan dengan sebanyak mungkin orang tentang 'values
& beliefs' anda.
 Luangkan waktu lebih banyak terhadap hal-hal yang
menurut anda paling penting.
 Selalu melangkah, jangan 'NATO'.

22.  5. Encouraging the Heart
 Tumbuhkan harapan yang menantang.
 Berikan penghargaan secara kreatif.
 Selalu ucapkan 'terima kasih'.
 Selalu kaitkan pemberian penghargaan dengan kinerja.
 Selalu berikan umpan balik terhadap pencapaian sasaran
maupun kinerja secara umum.
 Libatkan diri dalam 'pesta' kemenangan atau pemberian
penghargaan.
 Ciptakan jaringan sosial yang dapat mendukung.

23. Ten Commitments of
Leadership
1. Search out challenging opportunities to
change, grow, innovate, and improve.
2. Experiment, take risks, and learn from the
accompanying mistakes.
3. Envision an uplifting and ennobling future.
4. Enlist others in a common vision by appealing to
their values, interests, hopes and dreams.
5. Foster collaboration by promoting cooperative
goals and building trust.

24. Ten Commitments of
Leadership
6. Strengthen people by giving power away, providing
choice, developing competence, assigning critical
tasks, and offering visible support.
7. Set an example by behaving in ways that are
consistent with shared values.
8. Achieve small wins that promote consistent
progress and build commitment.
9. Recognize individual contributions to the success
of every project.
10.Celebrate team accomplishments regularly.

25. The only definition of a leader is someone who has follower (Peter Drucker)
To lead, one must follow (Lao Tzu)
LEADERSHIP
FOLLOWERSHIP
Kesediaan bekerjasama untuk mencapai tujuan bersama,
memperlihatkan kemampuan bekerjasama dalam kelompok
dan membangun suasana saling mendukung dalam kelompok

26. Followership
Without his armies, after all, Napoleon was just a man with grandiose ambitions
LEADER FOLLOWER
REFERRENT
EXPERT SELF MANAGEMENT
LEGITIMATE COMMITMENT
REWARD COMPETENCE AND FOCUS
COURAGE
Effective Leadership Effective Followership

27. The Courages Follower
 Courage to assume responsibility
 Courage to serve
 Courage to challenge
 Courage to participate in transformation
 Courage to leave
27

28. Followers Make Good leaders good
 Untuk menjadi seorang leader yang baik harus diawali terlebih dahulu
menjadi seorang followers yang baik.
 Bila seseorang mampu menempatkan diri sebagai bawahan yang baik,
maka ketika menjadi seorang pemimpin, ia akan menjadi pemimpin yang
baik. Karena dia sudah pernah merasakan bagaimana menjadi seorang
bawahan.
Karakteristik untuk menjadi seorang followers (bawahan) yang baik adalah:
1. Ketekunan
2. Loyalitas
3. Kesetiaan
4. Komunikasi yang baik
5. Bertanggung jawab
6. Perspektif
7. Kejujuran

29. Meilinger’s Ten Rules of
Followership
 Don’t blame your boss for an unpopular decision or policy;
your job is to support, not undermine.
 Fight with your boss if necessary; but do it in private, avoid
embarrassing situations, and never reveal to others what
was discussed.
 Make the decision, then run it past the boss; use your
initiative.
 Accept responsibility whenever it is offered.
 Tell the truth and don’t quibble; your boss will be giving
advice up the chain of command based on what you said.
 Do your homework; give your boss all the information
needed to make a decision; anticipate possible questions.
29

30. What people expect of leaders
Honesty in leader
(Kejujuran dalam memimpin)
Competency rank high
(Memiliki kompetensi yang tinggi)
A forward looking vision
(Memiliki visi ke depan)
The inspirational quotient
(sumber inspirasi)

32. BAD LEADER
Leading Badly

34. Ethical followers

35. Types of Bad Leadership
• Incompetent (Tidak kompeten)
• Rigid (Kaku)
• Intemperate (tidak dapat mengontrol diri)
• Callous (Kejam)
• Corrupt (Korup)
• Insular (Picik)
• Evil (Jahat)

42. Corrupt
 kepemimpinan yang korup - pemimpin dan
setidaknya para pengikut berbohong, menipu,
mencuri. Untuk sesuatu yang melebihi batas norma,
mereka menempatkan kepentingan pribadi
dibandingkan kepentingan publik.

43. corrupt
 pemimpin korup biasanya dimotivasi oleh kekuasaan atau
keserakahan oleh keinginan, dalam hal apapun, untuk
memperoleh lebih banyak sumber daya .
dalam contoh ini, william aramony, adalah kepala yang
sangat dihormati di kalangan Serikat. Dia kepala sebuah
organisasi besar yang ketahuan berbohong, menipu, dan
mencuri.

46. INSULAR
 Pemimpin dan pengikut yang meminimalkan atau
mengabaikan keselamatan ataupun kesejahteraan
orang-orang di luar kelompok atau organisasi nya

47. MENTAL ATTRIBUTES
• The mental attributes of a leader include:
Will
Self-discipline
Initiative
Judgment
Self-confidence
Intelligence
Cultural awareness

48. EMOTIONAL ATTRIBUTES
Anyone can become angry—that is easy. But to be
angry with the right person, to the right degree, at the
right time, for the right purpose, and in the right
way—that is not easy.
Aristotle
Greek philosopher and tutor to Alexander the Great

49. • As an leader, your emotional attributes
Self-control
Balance
Stability
• Contribute to how you feel and therefore to how
you interact with others.
• Your people are human beings with hopes, fears,
concerns, and dreams.
• When you understand that will and endurance
come from emotional energy, you possess a
powerful leadership tool.

50. • Leader must KNOW:
Interpersonal skills affect how you deal with people
They include:
coaching
teaching
counseling
motivating
and empowering.
Conceptual skills enable you to handle ideas. They
require sound judgment as well as the ability to think
creatively and reason analytically, critically, and
ethically

51. Technical skills are job-related abilities.
They include basic scout skills.
As an leader, you must possess the expertise necessary to
accomplish all tasks and functions you’re assigned.
Tactical skills apply to solving tactical problems, that
is, problems concerning employment of units in
combat.
You enhance tactical skills when you combine them with
interpersonal, conceptual, and technical skills to accomplish
a mission.

52. LEADERSHIP: WHAT A LEADER MUST DO
He gets his men to go along with him because they want
to do it for him and they believe in him.
General of the Army Dwight D. Eisenhower

53. • Leaders act.
• They bring together everything:
they are
everything they believe
everything they know how to do
to provide purpose, direction, and motivation.

54. • Leaders work to:
influence people
operate to accomplish the mission
act to improve their organization.

55. • Developing the right values, attributes, and skills is
only preparation to lead.
• Leadership doesn’t begin until you act.

56. • INFLUENCING
• OPERATING
• IMPROVING

57. • INFLUENCING –
• Leaders most often influence subordinates face to
face - such as when a team leader gives instructions,
recognizes achievement, and encourages hard work.

58. • INFLUENCING -
Communicating involves displaying good oral, written,
and listening skills for individuals and groups
Decision making involves selecting the line of action
intended to be followed as the one most favorable to
the successful accomplishment of the mission.
This involves using sound judgment, reasoning logically, and
managing resources wisely
Motivating involves inspiring and guiding others
toward mission accomplishment

59. • OPERATING - Operating is what you do to accomplish
the immediate mission;
to get the job done on time
to standard
• Operating actions fall into these categories:
Planning and preparing involve developing detailed, executable
plans that are feasible, acceptable, and suitable; arranging unit
support for the exercise or operation; and conducting rehearsals
Executing involves meeting mission standards, taking care of
people, and efficiently managing resources
Assessing involves evaluating the efficiency and effectiveness of
any system or plan in terms of its purpose and mission

60. • IMPROVING - Good leaders strive to leave an
organization better than they found it
Developing involves investing adequate time and effort
to develop individual subordinates as leaders. It
includes mentoring.
Building involves spending time and resources to
improve patrols, troops, and units and to foster an
ethical climate.
Learning involves seeking self-improvement and
organizational growth.
It includes envisioning, adapting, and leading change.

61. • As a leader:
Leadership is your primary and most important
challenge
• It requires you to accept a set of values that
contributes to a core of motivation and will.

62. • What must you, as an leader, BE, KNOW, and DO?
• You must have character, that combination of values
and attributes that underlie your ability to see what
needs to be done, decide to do it, and influence
others to follow you

63. • You must be competent, that is, possess the
knowledge and skills required to do your job right
• And you must lead, take the proper actions to
accomplish the scout mission based on what your
character tells you is ethically right and appropriate
for the situation

64. What expected from a Leader
 Scandinavian and Dutch Leaders who single out
individuals with public praise are likely to embarrass,
not energize, those individuals.
 Effective Leaders in Malaysia are expected to show
compassion while using more of an autocratic than
an participative style.
 Effective German Leaders are characterized by high
performance orientation, low compassion, low self
protection, low team orientation, high autonomy,
high participation

65. What expected from a Leader
 Korean leader are expected to be paternalistic toward
employees
 Arab leaders who show kindness or generosity
without being asked to do so, are seen by other Arabs
as weak leader.
 Japanese leader are expected to be humble and speak
frequently

66. No C I R I - C I R I PEMIMPIN %
1 TANGGUNG JAWAB 98
2 DISIPLIN 96
3 TAAT BERAGAMA 94
4 MENYELESAIKAN MASALAH 92
5 KEBERANIAN 90
6 SEMANGAT 90
7 KOMPETENSI 89
8 SIKAP POSITIF 89
9 MAMPU MERENCANA 87
10 MAMPU ANALISA MASALAH 87
11 MENDENGARKAN 86
12 MAU BELAJAR 86
13 MURAH HATI 85
14 MEMILIKI VISI 84

67. No C I R I - C I R I PEMIMPIN
%
15 KARAKTER KEPRIBADIAN YANG KUAT 82
16 INISIATIF 82
17 MAMPU MENJALIN HUBUNGAN 82
18 KOMUNIKATIF 81
19 MELAYANI 81
20 MEMILIKI FOKUS PERHATIAN 79
21 MEMILIKI KOMITMEN 77
22 MEMILIKI KHARISMA 62
23 MERASA AMAN DENGAN DIRINYA SENDIRI 36
24 JUJUR 24
25 ADIL 11
26 BIJAKSANA 10
SUMBER KOMPAS, 6 April 2001
Responden usia 9 – 12 tahun, N= 1034, Jakarta, Bandung, Surabaya, Medan, Makasar,