2016 SDM Sesi 9 AM Leadership a basic concept
Andreasta Meliala, dr., DPH., Mkes., MAS
Leadership
is one of the most highly
valued management abilities
Leadership
is the process through
which an individual attempts to
intentionally influence another
individual or a group in order to
accomplish a goal.
Regulator
Globalisasi
Competitor
Client
Rumah
Sakit
Supplier
Regulasi ketat
Biaya mahal
Akses sulit
4 D meningkat
Rumah
Sakit
Kompetisi Kental
Harapan tinggi
Standar tidak
jelas
Infeksi
Nosokomial
Perilaku tak
terkendali
Sumberdaya
terbatas
Rumah
Sakit
Regulasi internal
tidak efektif
Piutang Besar
Kreitner
Hersey
& Blanchard
Genetic approach & Traits
Behaviour apporach
Ohio Group
Managerial grid (Blake & Mouton)
Podsakof
, 1990
Leadership adalah kemampuan pemimpin
mengenali
waktu
kebutuhan
untuk
melakukan perubahan, mengidentikasi arah
perubahan, mengkomunikasikan stategi
perubahan kepada orang2 dalam organisasi
terutama yang
mendukung terjadinya
perubahan. Memberdayakan mereka untuk
melakukan perubahan dan memfasilitasi
upaya pencapaian tujuan perubahan
Sir
Kenneth Calman, 1991-1998
Leadership requires knowing where
you want to go, taking pople with
you, giving sufficient time and
energy dan make it happen
Kepemimpinan
bukan pemberian,
tetapi dapat dipelajari
Tidak
ada yang salah dengan salah
satu gaya kepemimpinan. Efektifitas
kepemimpinan tergantung pada
kebutuhan dan situasi
Is
a Process, an action word, not a
noun
Locus of leadership is in a person
Focus of leadership is other
individuals and groups
Influence is leadership’s center of
gravity
Leadership is Multidirectional.
Although its multidirectional,
Leadership focus on the downward.
The focus is generally other
managers; Managers lead other
managers.
Leadership depends on the power
associated.
Perspectives of Leadership :
The
The
Trait perspective
Behavioral
perspective
The Contingency
Perspective
Transactional
Leadership
Concerned with changes than exchanges. Seeking
to alter both the objective and nature of managerfollower interactions, lead by empowering.
Charismatic
Leadership
Distinct social relationship between the leader
and follower, in which the leader presents the
revolutionary idea & Follower accepts the idea not
by rationally, but by believes
Systems
Thinking,
Mastering a conceptual framework and
associated set of analytical tools or technique
which allow us to understand these patterns
and how they can be changed.
Visioning
Effective managers lead by pulling, not
pushing
Facilitating
learning
Organizations and the environments in which
they operate are not static. Changes tends to
revolutionary than evolutionary
Leading
the Clinical
Professionals
Leadership
and Gender in
Health Services Organizations
Intelligent
Credibility
Humanity
Discipline
SUN TZU
SUN TZU
Leadership & Organization
(The Two Dynamic Things)
Organization as ARENA
for various power and influence to interact
LE
A
D
E
R
AGREEMENT
LEADERSHIP
LEGITIMATE
Organization as
ORGAN/TOOLS
to achieve a set of objective
Human related
Organization Culture
Organization as a system
OBJECTIVE
Leaders
Innovate
Develop
Inspire
Long-Term View
Ask What and Why
Originate
Challenge the Status
Quo
Do the Right Things
Managers
Administer
Maintain
Control
Short-Term View
Ask How and When
Initiate
Accept the Status Quo
Do the Things Right
Warren Bennis
Managers
do the things right
Leaders do the right things
“DO THE RIGHT THING IN THE
RIGHT WAY”
Warren Bennis
It is inseparable and indifferent between managers
and leaders.
Supposedly, Managers = Leaders
Leaders must perform management
Managers must own leadership
Personality
An Interactional Framework for Analyzing Leadership
Position
Expertise,
Etc
Values
Task
Norms
Follower
Stress
s
Cohesiveness,
Environment,
Etc
Etc
Situation
Common fate/condition
Common objective
Common enemy
Charisma
Trust
etc
To
To
change perception & meaning
state VISION that can be well understood
and followed (shared vision)
To change mindset
To create SITUATION / environment that
allows the organization to move upwards
(benchmarking)
Make “CHANGE”
AN ORGANIZATION WILL NEVER RISE
ABOVE THE QUALITY OF ITS
LEADERSHIP
COX & HOOVER
An organization with poor leadership will never
become a good (effective) organization
Success Without Leadership
L 10
E 9
A
D 8
E
R
7
S
H
6
I
P
5
A
B
I
L
I
T
Y
4
3
2
1
EFFECTIVENESS
1
2
3
4 5 6 7
Success Dedication
8
9
10
John Macarthur
The first task of a leader is to define
reality and then imagination
Imagination is more important
than knowledge
Albert Einstein
Dreams make difference
Dreamless society is meaningless
Dream and the dream to achieve something is a way to
move forward and make change
Dream
Imagination
Inspiring Vision
Shared Vision
Mission
Objective
Goals
Targets
• Strategy
• Critical
Success Factors
(CSf)
1.
2.
3.
4.
5.
System Thinking
Personal Mastery
Mental Model
Shared Vision
Team Learning
Peter Senge
In the learning organization, the role of leaders and their
leaderships are very significant.
Success With Leadership
L 10
E 9
A
D 8
E
R
7
S
H
6
I
P
5
A
B
I
L
I
T
Y
EFFECTIVENESS
INCREASES
4
3
2
1
1
2
3
4 5 6 7
Success Dedication
8
9
10
John Macarthur
There are 2 distinct opinions on
leadership: whether it is a birth talent
(given) or it is possible to be learned &
taught.
Although it may be easier for the
talented, but leadership can be
learned/taught/trained.
Leadership is both rational
and emotional
Leadership is science and arts
The important of arts is
sometimes can not be
explained
L
E
A
D
E
R
S
H
I
P
Manajamen
Klinik
•
•
•
•
•
Man
Money
Material
Method
Machine
Manajemen
Administrasi
organisasi Performance
Eksplorasi
Evaluasi
Intervensi
Development
Kultur &
behavior
Leadership
is one of the most highly
valued management abilities
Leadership
is the process through
which an individual attempts to
intentionally influence another
individual or a group in order to
accomplish a goal.
Regulator
Globalisasi
Competitor
Client
Rumah
Sakit
Supplier
Regulasi ketat
Biaya mahal
Akses sulit
4 D meningkat
Rumah
Sakit
Kompetisi Kental
Harapan tinggi
Standar tidak
jelas
Infeksi
Nosokomial
Perilaku tak
terkendali
Sumberdaya
terbatas
Rumah
Sakit
Regulasi internal
tidak efektif
Piutang Besar
Kreitner
Hersey
& Blanchard
Genetic approach & Traits
Behaviour apporach
Ohio Group
Managerial grid (Blake & Mouton)
Podsakof
, 1990
Leadership adalah kemampuan pemimpin
mengenali
waktu
kebutuhan
untuk
melakukan perubahan, mengidentikasi arah
perubahan, mengkomunikasikan stategi
perubahan kepada orang2 dalam organisasi
terutama yang
mendukung terjadinya
perubahan. Memberdayakan mereka untuk
melakukan perubahan dan memfasilitasi
upaya pencapaian tujuan perubahan
Sir
Kenneth Calman, 1991-1998
Leadership requires knowing where
you want to go, taking pople with
you, giving sufficient time and
energy dan make it happen
Kepemimpinan
bukan pemberian,
tetapi dapat dipelajari
Tidak
ada yang salah dengan salah
satu gaya kepemimpinan. Efektifitas
kepemimpinan tergantung pada
kebutuhan dan situasi
Is
a Process, an action word, not a
noun
Locus of leadership is in a person
Focus of leadership is other
individuals and groups
Influence is leadership’s center of
gravity
Leadership is Multidirectional.
Although its multidirectional,
Leadership focus on the downward.
The focus is generally other
managers; Managers lead other
managers.
Leadership depends on the power
associated.
Perspectives of Leadership :
The
The
Trait perspective
Behavioral
perspective
The Contingency
Perspective
Transactional
Leadership
Concerned with changes than exchanges. Seeking
to alter both the objective and nature of managerfollower interactions, lead by empowering.
Charismatic
Leadership
Distinct social relationship between the leader
and follower, in which the leader presents the
revolutionary idea & Follower accepts the idea not
by rationally, but by believes
Systems
Thinking,
Mastering a conceptual framework and
associated set of analytical tools or technique
which allow us to understand these patterns
and how they can be changed.
Visioning
Effective managers lead by pulling, not
pushing
Facilitating
learning
Organizations and the environments in which
they operate are not static. Changes tends to
revolutionary than evolutionary
Leading
the Clinical
Professionals
Leadership
and Gender in
Health Services Organizations
Intelligent
Credibility
Humanity
Discipline
SUN TZU
SUN TZU
Leadership & Organization
(The Two Dynamic Things)
Organization as ARENA
for various power and influence to interact
LE
A
D
E
R
AGREEMENT
LEADERSHIP
LEGITIMATE
Organization as
ORGAN/TOOLS
to achieve a set of objective
Human related
Organization Culture
Organization as a system
OBJECTIVE
Leaders
Innovate
Develop
Inspire
Long-Term View
Ask What and Why
Originate
Challenge the Status
Quo
Do the Right Things
Managers
Administer
Maintain
Control
Short-Term View
Ask How and When
Initiate
Accept the Status Quo
Do the Things Right
Warren Bennis
Managers
do the things right
Leaders do the right things
“DO THE RIGHT THING IN THE
RIGHT WAY”
Warren Bennis
It is inseparable and indifferent between managers
and leaders.
Supposedly, Managers = Leaders
Leaders must perform management
Managers must own leadership
Personality
An Interactional Framework for Analyzing Leadership
Position
Expertise,
Etc
Values
Task
Norms
Follower
Stress
s
Cohesiveness,
Environment,
Etc
Etc
Situation
Common fate/condition
Common objective
Common enemy
Charisma
Trust
etc
To
To
change perception & meaning
state VISION that can be well understood
and followed (shared vision)
To change mindset
To create SITUATION / environment that
allows the organization to move upwards
(benchmarking)
Make “CHANGE”
AN ORGANIZATION WILL NEVER RISE
ABOVE THE QUALITY OF ITS
LEADERSHIP
COX & HOOVER
An organization with poor leadership will never
become a good (effective) organization
Success Without Leadership
L 10
E 9
A
D 8
E
R
7
S
H
6
I
P
5
A
B
I
L
I
T
Y
4
3
2
1
EFFECTIVENESS
1
2
3
4 5 6 7
Success Dedication
8
9
10
John Macarthur
The first task of a leader is to define
reality and then imagination
Imagination is more important
than knowledge
Albert Einstein
Dreams make difference
Dreamless society is meaningless
Dream and the dream to achieve something is a way to
move forward and make change
Dream
Imagination
Inspiring Vision
Shared Vision
Mission
Objective
Goals
Targets
• Strategy
• Critical
Success Factors
(CSf)
1.
2.
3.
4.
5.
System Thinking
Personal Mastery
Mental Model
Shared Vision
Team Learning
Peter Senge
In the learning organization, the role of leaders and their
leaderships are very significant.
Success With Leadership
L 10
E 9
A
D 8
E
R
7
S
H
6
I
P
5
A
B
I
L
I
T
Y
EFFECTIVENESS
INCREASES
4
3
2
1
1
2
3
4 5 6 7
Success Dedication
8
9
10
John Macarthur
There are 2 distinct opinions on
leadership: whether it is a birth talent
(given) or it is possible to be learned &
taught.
Although it may be easier for the
talented, but leadership can be
learned/taught/trained.
Leadership is both rational
and emotional
Leadership is science and arts
The important of arts is
sometimes can not be
explained
L
E
A
D
E
R
S
H
I
P
Manajamen
Klinik
•
•
•
•
•
Man
Money
Material
Method
Machine
Manajemen
Administrasi
organisasi Performance
Eksplorasi
Evaluasi
Intervensi
Development
Kultur &
behavior