Leadership

Anton Apriyantono
Bakrie university
LEADERSHIP PRINCIPLES
 7 REASONS WHY WE NEED LEADERSHIP
1. Nothing “Happens” without Leadership
2. Nothing “Begins” without Leadership
3. Nothing “Improves” without Leadership
4. Nothing “Develops” without Leadership
5. Nothing “Changes” without Leadership
6. Nothing “Progresses” without Leadership
7. Nothing “Succeeds” without Leadership
Leadership is an ability meaning a leader has a capacity to do
something through his talent and skill.

In other words, we consider leadership to be the ability to

motivate and inspire subordinates.

Stated concisely, we commonly believe that leaders make a

difference and want to understand why.

Leadership is often regarded as the single most important

factor in the success or failure of organizations
Definition of leadership

A leader is any person who

influences individuals and groups
within an organization, helps them
in the establishment of goals, and
guides them toward achievement of
those goals, thereby allowing them
to be effective.
 DEFINING LEADERSHIP
Leadership – Directing the behavior of others
toward the accomplishment of goals or

“Getting things accomplished through

people”

.
INFLUENTIAL LEADERSHIP
What leadership is not…
LEADERSHIP IS NOT A
“TITLE”

LEADERSHIP IS NOT A
“POSITION”

LEADERSHIP IS NOT
“AUTHORITY”
LEADERSHIP = INFLUENCE
 Influential leadership Starts Inside
Self-Discipline – Your Daily Habits are a Reflection of
Your Discipline. Thought life Management.
Overcoming Your Own Fears – Fear is A Mental
Construct, But I am Real.
Managing Internal Conflicts – Staying true to your
values & beliefs.
Intentional Growth & Personal Development –
Intentional and Focused on Continuous Growth and
Improvement inside.
If a Leader doesn’t Master Character
Problems…

“BLOCK THE
BRILLIANCE OF A
GREAT LEADER”
Leadership Philosophy:
LEAD BY PERMISSION NOT POSITION
 LEAD BY PERMISSION

PEOPLE GRANT THEIR PERMISSION FOR YOU TO

LEAD THEM

LEADERSHIP PERMISSION IS A TRUST

NO ONE IS OBLIGATGED TO FOLLOW YOU

 Leadership RULES

DON’T BREAK THEIR TRUST

DON’T LORD OR RULE OVER PEOPLE

DON’T MISTREAT THEM

“Leadership and the Little Boy”

 LEAD BY PERMISSION

You Lead out of your LIFE, not your Position

The position doesn’t make you a Great Leader, but you

have to bring Great Leadership to the position.

2 Types of Leadership
Position or Permission Based
LEVEL 1 Leadership – Position Level:
People follow you because they “have” to.

Results:
Least amount of effort
Least amount of energy, time, mind, abilities & talent.
High turnover & low retention rates and low moral
LEVEL 2 Leadership – Permission Level:
People follow you because they “want” to. (relationship)
Leader has developed “likability factor”

Results:
Best effort
Maximum energy, time, mind, abilities & talent.
Engaged & motivated. Improved retention rates.
 WHAT ARE THE
CHARACTERSITICS
OF
AN INFLUENTIAL LEADER?
PATIENCE – to show “self-control” (impulse control) being
consistent and predictable in mood and actions. Acting out in
anger violates the rights of others, and is in appropriate and
damages relationships.

KINDNESS – “to give attention, appreciation and

encouragement to people.” To display common courtesy to
others.

HUMILITY- displaying an absence of pride, arrogance or

pretense.
FORGIVING- understands that people are imperfect.
Possessing a willingness to forgive mistakes.

HONEST- lives a lifestyle of integrity and develops a habit of

being honest when no one is looking.

COMMITMENT – committed to the mission and also

committed to developing others. Demonstrates a “no-quit”
attitude, and is consistent in leadership efforts.
 LEADERSHIP STYLE

THERE ARE MANY STYLES OF LEADERSHIP THAT FIT MANY TYPES OF

BUSINESSES AND ORGANIZATIONS.
SUBORDINATES LEARN AND BECOME MOTIVATED IN DIFFERENT WAYS, SO
EFFECTIVE LEADERS NEED TO KNOW WHICH STYLES WORK BEST IN WHAT
SITUATIONS OR ORGANIZATIONS.
MANY LEADERSHIP STYLES SHARE COMMON TRAITS, AND MULTIPLE
STUDIES HAVE NARROWED DOWN THE KEY STYLES OF LEADERSHIP
 Styles of Leadership
There are three basic styles of
leadership:
• Autocratic
• Democratic
• Free rein
 Autocratic Leadership
Autocratic means “self-ruling.”

Autocratic leadership is when you like

to run everything yourself and answer
to no one.
 Autocratic Leadership
Autocratic leaders assume people
don’t like to work, that they avoid
responsibility, and that they have to be
watched all the time.
 Autocratic Leadership
Autocratic leaders usually control their
workers through fear and intimidation.
The biggest problem with autocratic
leaders is that people don’t like to work
for them.
 Autocratic Leadership
An autocratic leader is useful in
situations where it’s important to obey
orders without question.

An autocratic style rarely works in a

business setting.
 Democratic Leadership
Democratic leadership means that
managers and employees work
together to make decisions.
 Democratic Leadership
A democratic leader assumes that
people are not lazy and want to work.
By showing your workers you have
confidence in them, they are more
likely to have confidence in you.
 Free-Rein Leadership
Free-rein leadership requires the leader
to set goals for managers and
employees and then leave them alone
to get the job done.
 Free-Rein Leadership
Another name for this type of
leadership style ishands-off
leadership .
 Free-Rein Leadership
Giving managers and employees the
power to run things and make
decisions is called delegating.
 Free-Rein Leadership
The reasons for a leader to delegate
are:
• You don’t have the time to run
everything yourself.
• You can focus on more important
work.
continued
 Free-Rein Leadership
• It gets your employees more
involved.
• It gives your employees a chance to
develop their own potential.
 Free-Rein Leadership
You shouldn’t delegate if you’re doing
it because you’re lazy, don’t have
confidence, or don’t want the
responsibility.

That is not leadership.

Trait Leadership Style
The trait leadership style emphasizes the personal
attributes of leaders
Traits of a good leader are:
i. Honest
• Display sincerity, integrity, and openness in all the leader’s actions.
• Dishonest behaviour will not inspire trust.

ii. Competent
• Based on leader’s actions on reason and moral principles.
• Do not make decisions based on childlike emotional desires or
feelings.
iii. Forward-looking
• Set goals and have a vision of the future.
• The vision must be owned throughout the organization.
• Effective leader envisions what he or she wants and how to get it.
• Leader habitually picks priorities stemming from his basic values.

iv. Inspiring
• Display confidence in all tasks that the leader does.
• By showing endurance in mental, physical, and spiritual stamina,
leader will
inspire others to reach for new heights.
• Take charge when necessary.
v. Intelligence
• Read, study, and seek challenging assignments.

vi. Fair-minded
• Show fair treatment to all subordinates.
• Prejudice is the enemy of justice.
• Display empathy and being sensitive to the feelings,
values, interests, and
well-being of others.

vii. Broad-minded
• Seek out diversity
viii. Courageous
• Have the perseverance to accomplish a goal regardless of the
seemingly overwhelming obstacles.
• Display a confident calmness when under stress.

ix. Straightforward
• Use sound judgment to make good decisions at the right time.

x. Imaginative
• Make timely and appropriate changes in your thinking, plans, and
methods.
• Show creativity by thinking of new and better goals, ideas, and
solutions to problems.
• Be innovative.
 Authoritarian Leadership Style
This type of leader creates a distinct professional relationship. Direct
supervision is the key in maintaining a successful environment and
followership.

This style often follows the vision of those that are in control, and may not
necessarily be compatible with those that are being led.

Autocratic leader has a focus on efficiency, as other styles, such as

democratic style, may be seen as a hindrance on progress.

Examples of authoritarian leadership are a police officer directs traffic, a

teacher orders a student to do his assignment, and a supervisor instructs a
subordinate to clean a workstation
Managerial Leadership Style

Managerial leadership is essentially “top-down”, with authority

closely aligned to the formal roles of leaders

Managerial leadership assumes that the focus of leaders ought to

be on functions, tasks and behaviors and that if these functions are
carried out competently the work of others in the organization will
be facilitated

Managerial leadership is focused on managing existing activities

successfully rather than visioning a better future for the
organization
 Paternalistic Leadership Style
The way a paternalistic leader works is by acting as a father figure by
taking care of their subordinates as a parent world.

In this style of leadership, the leader supplies complete concern for his
subordinates. In return, leader receives the complete trust and loyalty of
his subordinates.

Subordinates under this paternalistic leadership style are expected to

become totally committed to what the leader believes and will not strive
off and work independently. The relationship between these subordinates
and leader is extremely solid.

The subordinates are expected to stay with a company for a longer time
because of the loyalty and trust
 Democratic Leadership Style

The democratic leadership style consists of the leader sharing the

decision-making abilities with subordinates by promoting the interests
of the subordinates and by practicing social equality.

The boundaries of democratic participation tend to be

limited by the organization or group needs and the instrumental value
of subordinates’ attributes, for example their skills and attitudes
Laissez-Faire Leadership Style

The laissez-faire leadership style is where all the rights and

power to make decisions is fully given to the subordinates.

Laissez-faire leader allows subordinates to have complete

freedom to make decisions concerning the completion of their
work.

It allows subordinates a self-rule, while at the same time

offering guidance and support when requested.
 Transactional Leadership Style
Transactional leader focuses his leadership on motivating subordinates
through a system of rewards and punishments.

Two factors as the basis for this system, contingent reward and
management-by-exception. Contingent reward provides rewards,
materialistic or psychological, for effort, and recognizes good performance.
Management-by-exception allows the leader to maintain the status quo.

The leader interferes when subordinates do not meet acceptable

performance levels and initiates corrective action to improve. Management-
by-exception helps reduce the workload of leaders, they are only called-in
when subordinates move away from progress
 Transformational Leadership Style
Transformational leadership is defined as a leadership approach that
causes change in individual and social systems.

In its ideal form, transformational leadership creates valuable and

positive change in the subordinates with the end goal of developing
subordinates into leaders.

In this leadership style, leader works with subordinates to identify

needed change, creating a vision to guide the change through
inspiration and executing the change in tandem with committed
members of a group
There are four dimensions of transformational leadership
as below:

i. Idealized influenced
• Leader serves as an ideal role model for subordinates.
• Leader “walks the talk”, and is admired for this.

ii. Inspirational motivation

• Leader has the ability to inspire and motivate subordinates.

iii. Individualized considerations

• Leader demonstrates genuine concern for the needs and feelings
of subordinates.
• This personal attention to each subordinate is a key element in
bringing out their very best efforts.
iv. Intellectual stimulation
• Leader challenges subordinates to be innovative and creative.
• A common misunderstanding is that transformational leader is “soft”
, but the truth is that he or she constantly challenges subordinates to
higher levels of performance.

Combination idealized influenced and inspirational motivation

dimensions constitute the charisma of transformational leader.

Transformational leadership is said to have occurred when

engagement in a group results in leader and subordinates raising one
another to increased levels of motivation and morality.
Participative Leadership Style

Participative leadership is primarily concerned with power sharing

and empowerment of subordinates, but it is firmly rooted in the
tradition of behaviour research as well.

This leadership style is underpinned by three assumptions:

• Participation will increase organizational effectiveness.

• Participation is justified by democratic principles.
• In the context of site-based management, leadership is
potentially available to any legitimate stakeholder
Distributed Leadership Style

Distributed leadership has become the normatively preferred

leadership model in the twenty-first century.

An important starting point for understanding this phenomenon is

to separate it from positional authority.

Distributed leadership concentrates on engaging expertise

wherever it exists within the organization rather than looking for
this only through formal position or role.
 Moral Leadership Style
The moral leadership style assumes that the critical focus of
leadership ought to be on the values, beliefs and ethics of leaders
themselves.

Authority and influence are to be derived defensible conceptions of

what is right or good

There are two approaches to moral leadership. The first is “spiritual”

and relates to the recognition that many leaders possess what might
be called “higher order” perspectives whereas the second category is
“moral confidence” which means the capacity to act in away that is
consistent with an ethical system and is consistent over time.
Emotional Leadership Style

Emotion is concerned with individual motivation and

interpretation of events, rather than emphasizing the
fixed and the predictable

The importance of individual interpretation of events and

situations: “perception is reality”.
Postmodern Leadership Style

The most useful point is that leaders should respect

and give attention to, the diverse and individual
perspectives of stakeholders.

They should avoid reliance on the hierarchy because

this concept has little meaning in such a fluid
organization
Key features of postmodernism as such:
• Language does not reflect reality.
• Reality does not exist; there are multiple realities.
• Any situation is open to multiple interpretations.
• Situations must be understood at local level with
particular attention to diversity
Contingent Leadership Style

The contingent leadership style provides an

alternative approach

Recognizing the diverse nature of organizational

contexts and the advantages of adapting leadership
styles to a particular situation rather than adopting a
“one size fits all” stance
Leadership Skills

COMMUNICATION SKILL CREATIVITY

MOTIVATION FEEDBACK
DELEGATING RESPONSIBILITY
POSITIVITY COMMITMENT
TRUSTWORTHINESS FLEXIBILITY
Characteristics of a Leader
STRENGTH
SPEED
 The Distinction of LEADERSHIP

THE DIFFERENCE BETWEEN A LEADER

AND OTHERS IS…

MINDSET
 Leader vs. Manager Mindset
“MANAGERS THINK OF THE NEXT POSITION”
“LEADERS THINK OF THE NEXT GENERATION”

“MANAGERS HAVE A SHORT TERM VIEW”

“LEADERS HAVE A LONG TERM VIEW”

“A MANAGER THINKS ABOUT THE BOTTOM LINE”

“A LEADER THINGS ABOUT THE HORIZON|VISION”

“MANAGERS DON’T WANT TO ROCK THE BOAT”

“LEADERS TURN THE BOAT OVER AND BUILDS AN NEW ONE”
 LEADERSHIP ASSOCIATION

A LEADER LEADS A NARROW,

DISCIPLINED LIFE

ASSOCIATION REFLECTS
LEADERSHIP LEVEL
 Employ vs. Deploy

AVERAGE LEADERS
“EMPLOY” PEOPLE

INFLUENTIAL LEADERS
“DEPLOY” PEOPLE
(Release people to become themselves)
PROVIDES PROTECTION
 DEVELOPS A
“ONE TEAM” CULTURE
 Leadership Qualities
In management, leadership means
providing direction and vision for a
company.
 Leadership Qualities
Being a manager is not the same thing
as being a leader.
Managing is a job. Leading is a skill.

Leaders have vision.

 Leadership Qualities
It’s possible to be a good manager but
not a good leader.

Sometimes a good leader isn’t even

the person in charge.
 Leadership vs.. Management

Leadership & management are distinct, yet complementary

systems of action

Effective leadership
Effective management controls produces useful change
complexity

Effective leadership + good management = healthy

organizations
Management Process

Reduces uncertainty
Provides stability
Components

Planning & budgeting

Organizing and
staffing
Controlling & problem
solving
 ROLE AND WORK
70
OF MANAGERS
What do managers do?
1) Planning – involves analyzing information, setting goals,
and making decisions about what needs to be done.
2) Organizing – identifying and arranging the work and
resources needed to achieve the goals that have been set.
3) Staffing – obtain, prepare and compensate the employees
of a business.
4) Implementing – direct and lead people to accomplish the
planned work of the organization.
5) Controlling – determines to what extent the business is
accomplishing the goals it set out to reach.
Chapter 7
Leadership Process

Creates uncertainty
Creates change
Components

Setting organizational direction

Align people with the direction via
communication
Motivate people to action
Empowerment
Need gratification
 Managers & Leaders
What do managers do?

Managers
Formulate detailed plans
Create efficient org structures
Oversee day to day operations
Strive to meet established objectives
Keep employees productive and efficient
Anticipate, avoid, and resolve problems
Utilize the org’s resources effectively and efficiently
.
 Managers & Leaders
What do Leaders do?
Leaders
Challenge the ways things are done
Create visions of the future
Inspire org members to want to perform
Are role models, coaches, mentors, & cheerleaders
Seek responsibility and accountability
Gain the trust of those who become followers
MAKE EVERYONE AROUND THEM BETTER!
.
 Leaders & Managers

“Organizations today must combine the Soul of a

leader and the Mind of a Manager”

Q. What the heck do I mean by that?

.
 Organizations Today look for individuals with
the MIND of a manager and the SOUL of a
leader!

LEADERSHIP TODAY

.
 Graphic Organizer
Graphic Organizer
Leadership Qualities

CONFIDENCE COMMUNICATION
MOTIVATION INTEGRITY

LEADERSHIP
 Motivation
Motivation means having initiative, or
the desire to take action and get things
done.
In business, initiative is the main
quality of an entrepreneur.
 Motivation
Good leaders often motivate by
inspiring others with their energy,
enthusiasm, and “charisma,” or charm.
 Motivation
Motivation means having a goal,
whether it’s to create the best video
game or to make the best skateboard
ever.
 Confidence
To lead others you need to inspire their
confidence.

The best way to do this is by having

self-confidence.
 Confidence
A confident leader is a decisive leader.

People have more confidence in a

leader who is willing to make mistakes
and learn from them.
 Communication
A leader must be good at human
relations, or the ability to
communicate with people.
 Communication
To motivate others, you need to be
able to explain what your goals are to
them.
Many leaders use gestures, draw
pictures, or tell stories to
communicate their ideas.
 Communication
To communicate with people, a leader
also needs to be a good listener.

By listening to people you can

understand them better and get them
more involved.
 Integrity
Integrity means holding to principles
like honesty, loyalty, and fairness.
Integrity is the most highly valued
quality in a leader.
 Integrity
A leader who tries to cover up
mistakes or blame them on employees
is not going to inspire loyalty or
confidence.
 Developing Leadership Skills
You can learn leadership skills in a
number of ways:
• There are many books, videos, and
courses on leadership.

continued
 Developing Leadership Skills
• Work with someone who has
leadership ability and study what he
or she does.
• Join a club, a team, a drama group,
or a community organization to
develop communication skills.
continued
 Developing Leadership Skills
• Take the initiative at school, at work,
or in club activities.
90 Preparing to Be a Leader

Study leadership
Participate in organizations and activities
Practice leadership at work
Observe leaders
Work with a mentor
Do a self-analysis and ask for feedback

Chapter 7
91 IMPORTANCE OF
HUMAN RELATIONS
Human relations skills
Self understanding
Understanding others
Communication
Team building
Developing job satisfaction

Chapter 7
92 IMPORTANCE
OF ETHICAL BEHAVIOR
Not everyone has the same belief about what is
ethical and what is not ethical.
Organizations should develop a clear view of what is
acceptable business behavior and what is not.
Individuals and organizations develop reputations
based on their actions and the decisions they make.

Chapter 7
93 WHAT IS
ETHICAL BEHAVIOR?
It is lawful.
It is consistent with company values and policies.
It does not harm some while benefiting others.
If the actions and results become public, it will not
embarrass the company.

Chapter 7
94 ETHICAL MANAGEMENT

Actions and activities of the business are legal,

honest, and ethical.
People and other companies treated fairly.
Work of the company improves the communities and
countries in which it operates.
Company works to protect the environment and
conserve natural resources.

Chapter 7
95 INCREASING ETHICAL BEHAVIOR
THROUGH LEADERSHIP
Preparing the organization – it is a manager’s
duty to create an atmosphere in which all
employees know they are expected to act
ethically. And, to know they will be supported
when acting ethically.
Modeling ethical behavior – actions speak
louder than words; leaders should emphasize
the importance of ethical behavior by acting
ethically.
Chapter 7
How To Be A Successful
Leader
Laura L. Koppes, Ph.D.
U.S. Fulbright Scholar
Eastern Kentucky University
How to Be a Successful Leader: Essential
Elements
Successful leaders must have the ability to develop a
vision of the possible.
Leaders guide the skills of others by the sheer weight
of their visions.
How to Be a Successful Leader: Essential
Elements
Successful leaders have a clear understanding of:
themselves;
the expectations, experiences, needs, and interaction
patterns of others in the group or organization;
and, appreciate the specifics of the environment and
the tasks to be accomplished.
How to Be a Successful Leader: Essential
Elements
Successful leaders depend as much on personal
influence and competency power as on the elements
of legitimate power.
The successful leader will be a transformational
leader.
Transformational Leader

Develop a vision that is both clear and highly

appealing to followers.
Articulate a strategy for bringing that vision to life.
State your vision clearly and promote it to others.
Show confidence and optimism about your vision.
Express confidence in followers’ capacity to carry out
the strategy.
Transformational Leader

Build confidence by recognizing small

accomplishments toward the goal.
Celebrate accomplishments and successes.
Take dramatic action to symbolize key organizational
values.
Set an example.
Coach and mentor.
How to Be a Successful Leader: Essential
Elements
A successful leader will not only ask questions and
wrestle with their individual and organizational
interests, but will also ask the question:
“Leadership for what purpose and what public good?”
How to Be a Successful Leader:
Strategies
Make your expectations Reward cooperation and hard
work.
clearly known.
Maintain good relations with
Share your goals, visions, boss.
motivations, and reasons. Accept diversity.
Give feedback about Admit your mistakes.
contributions. When you promise-deliver.
Listen Periodically, disengage from
daily pressures.
Build team players. Don’t take yourself too seriously.
How to Be a Successful Leader:
Characteristics
Drive
Honesty and integrity
Leadership motivation
Self-confidence
Cognitive ability/intelligence
Knowledge of the business
Emotional intelligence
Flexibility