Anda di halaman 1dari 25

Transformational

Leadership Development

Jacqueline M. Stavros and Jane


Seiling

Oleh : Leonardo Susanto


Utomo

Introduction
Understanding Transformational
Leadership
Transformational Leadership
DevelopmentTwo Components
Transformation in a Dynamic
Environment
Creating Self-Awareness
Know Thyself
The Self-Assessment Process

Understanding Transformational Leadership

a style of leadership that transforms


followers to rise above their selfinterest and challenges them to
move beyond their current
assumptions (melampaui asumsi)
willing to engage in self-sacrificing,
group-oriented behavior of their own
that benefits their organization
Psychological aspect and building
competency

TFLD 2 components

TFLD

SelfAwaren
ess
Minfuln
ess

TFLD Self Awareness

SelfAwaren
ess
Minfuln
ess

it is not clear how to


define, detect, and
measure self-awareness.
Exchange of trust
Stimulating and engaging
relationship leader and
followers

TFLD Engage learning - Awarness

TFLD Mindfulness
preoccupation with updating
practitioner's personal
understandings and skills in
preparation (planing and change)

MisInformat
ion

Informatio
n

Refining
Differentiati
ng
Updating
replacing

Existing
expectation

New
expec
(New exp)

willingness and
capability to
invent new
expectations
new improve
foresight and
current function

TFLD Mindfulness
Weick and Sutcliffe's (1997)
View a situation from several
perspectives
See information presented in the
situation as novel
Attend to the context in which we
perceive the information, and
eventually create new categories

Penting karenaberguna saat examining and


reworking memimpin perubahan yang akan
bersinggungan dengan Value, Visi dan Misi

TF In a Dynamic
Environment
Dynamic Unusual
Fast Paced
Growth oriented
Innovative Organizations
Benefit TF Leaders
dynamic environment as it relates
to performance

TF In a Dynamic
Environment
Weick and Sutcliffe (2001) studied
people on aircraft carriers ( nature
and require high perfomance)
preoccupied with failure (working to avoid
Failure)
reluctant to simplify (simplify can be a barrier to
accomplishment)
Maintain sensitivity
Commitment to resilience
maintain deference to expertise

Creating SelfAwareness
ability to create meaning ( understanding
mindfulness) and get things done
What we have to do together to make
things work
set of questions about how to empower
oneself for generating personal deep
change and change in others (Quinn, 1996)

Creating Self-Awarenes

1. How can I become aware of my own


sense of meaning and task-alignment?
2. How can I become aware of my own
sense of impact, influence, and power?
3. How can I become aware of my own
sense of competence and confidence to
rally efforts toward change in others?
4. How can I become aware of my own
sense of self-determination and choice?

Creating SelfAwareness
Power is the capacity to influence others;
leadership is the exercise of that capacity
Leaders cannot make things happen. What a
leader can do is rally a group of
stakeholders around a shared vision
(direction), provide leadership and resources
attuned to a purpose (mission), and
demonstrate a presence of personal values
and motivation (inspiration) to get things
done

Know Thyself
Bagaimana kita
1. Why would anyone want me to lead him
or her?
2. How well did I lead today?
3. How can I lead better tomorrow?
Leaders responsible for understanding their
organization strengths and preparing the future
(termasuk kekuatan dan kelemahan pemimpin)
Melihat value, visi, misi

Know Thyself
Proses
Indentify your value
Write visi misi statement
Leadership style and competencies
Go to advisors (feedback and reflect
which one need improvment)

The Self-Assessment
Process
Tranformation leader behavior
Leader must first examine themselves
Requires time, dedication, and a willingness
to learn about yourself from others
Value
SA Process

Vision
Mission

SA-Process-Value
How One Ought to Behave

What do I want to live and work by


each and every day?
How do I want to treat others?
What do I stand for?
What do I care about?
How do I show I care about others?

SA-Process-Value

SA-Process-Value
Alignment with value organization:
Organizations values are teamwork, integrity,
excellence, respect, and sustainability
Her value : Integrity, respect, family,
teamwork
Opportunity for the leader to share her values
significant increase in respect, communication,
patience, understandingand accountability,
over time

SA-Process-Vision
Dari value akan terlahir sebuah visi
Membantu untuk mengambil keputusan
Memotivasi untuk melangkah

SA-Process-Vision
Think of a future you feel strongly about.
What do you want your ideal self to be
experiencing in this future? What is your
vision as it relates to that future?
What is your organization's vision? Is
there alignment?
Do you act as a symbol of your vision?
How does your vision reflect your values?
How could you communicate this vision
to others?

SA-Process-Vision
People (and organizations) can have multiple
visions that overlap
leader can have both a personal and
professional visionand, as noted, they must be
aligned to achieve the two visions successfully.
process of creating and communicating the
direction of the organization as it impacts every
stakeholder, especially the employees and
customers.
Identification and communication of a set of core
values and a vision (both personally and
organizationally) is a strong start

SA-Process-Mission
Apa yang akan dilakukan untuk
mencapai Visi
Membuat fokus apa yang harus
dilakukan
My mission is _____use action verbs)
for what: ____(principle or cause)
to/with or for (whom) __________
guiding purpose that pulls you
closer to realizing your vision

TFL
Competencies

TFL
Competencies

Harus dipelajari gaining input from


others Trusted Advisor - ability to lead
effectively

Discussion Questions
1. How can transformational leadership help
transform organizations?
2. What OD competencies help to strengthen
a transformational leader?
3. Do your personal values, vision, and
mission align with your organization's
values, vision, and mission? If so, how and
why? If not, what can be done?
4. How can you as a transformational leader
stay aware of internal and external factors
of your organization and its environment
before and during an organization's