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Teori dan Beberapa Aplikasinya 
Disampaikan untuk Diklat Intelstrat 
Tingkat I Badan Intelijen Negara 
(BIN) 
Jakarta, 17 September 2014 
Deputi Inovasi Administrasi Negara 
Lembaga Administrasi Negara RI 
Jl. Veteran No. 10 Jakarta
Data Pribadi 
Nama : Tri Widodo W. Utomo, SH.,MA 
TTL : Yogyakarta, 15-07-1968 
NIP : 19680715 199401 1 001 
Jabatan : Deputi Inovasi Adm. Negara/ 
Ahli Peneliti Utama Bidang Adm. Publik 
Gol/Pangkat : IV-d / Pembina Utama Madya 
Alamat Ktr : Jl. Veteran No. 10 Jakarta 
Alamt Rmh : Villa Melati Mas Blok M6/12A, Serpong 
Tangerang Selatan, HP. 0813-1786-9936 
Email : triwidodowu@yahoo.com 
Blog : http://triwidodowutomo.blogspot.com 
www.slideshare.net/tiwidodowutomo
Sistematika 
• Refleksi Kepemimpinan 
• Teori-Teori Kepemimpinan 
• Kepemimpinan Tokoh Dunia 
(Nurdin Abdullah, Ridwan Kamil, Rismaharini, 
Jokowi, Soekarno, Mahatma Gandhi, Marthin 
Luther King, Genghis Khan, Napoleon 
Bonaparte, Abraham Lincoln, Ronald Reagan, 
Barrack Obama, Nelson Mandela, Margaret 
Thatcher) 
• Kontekstualisasi Kepemimpinan
Bagian 1
Quotes on Leadership - 1 
• To command is to serve, nothing more and nothing less (Andre 
Malraux). 
• He who has never learned to obey cannot be a good commander 
(Aristotle). 
• The most dangerous leadership myth is that leaders are born-that 
there is a genetic factor to leadership. That’s nonsense; in fact, the 
opposite is true. Leaders are made rather than born (Warren 
Bennis). 
• A leader is one who knows the way, goes the way, and shows the 
way (John Maxwell). 
• Before you are a leader, success is all about growing yourself. 
When you become a leader, success is all about growing others 
(Jack Welch). 
• Leadership is lifting a person’s vision to high sights, the raising of 
a person’s performance to a higher standard, the building of a 
personality beyond its normal limitations (Peter Drucker).
Quotes on Leadership - 2 
• The key to successful leadership today is influence, not authority 
(Kenneth Blanchard). 
• A great leader’s courage to fulfill his vision comes from passion, 
not position (John Maxwell). 
• I start with the premise that the function of leadership is to 
produce more leaders, not more followers (Ralph Nader). 
• Effective leadership is not about making speeches or being liked; 
leadership is defined by results not attributes (Peter Drucker). 
• Leadership is the art of getting someone else to do something 
you want done because he wants to do it (General Dwight 
Eisenhower). 
• If your actions inspire others to dream more, learn more, do 
more and become more, you are a leader (John Quincy Adams). 
• Leadership is a potent combination of strategy and character. But 
if you must be without one, be without the strategy (Norman 
Schwarzkopf).
Kepemimpinan: Teori dan Beberapa Aplikasinya
Quotes on Leadership - 3 
• The day soldiers stop bringing you their problems is the 
day you have stopped leading them. They have either lost 
confidence that you can help them or concluded that you 
do not care, either case is a failure of leadership (Colin 
Powell). 
• Alone we can do so little; together we can do so much 
(Helen Keller). 
• The beauty of collaboration between older and younger 
generations is that we combine strength with wisdom 
(Brett Harris) 
• Having a team of people united by one purpose—to bring 
Christ to that city—is key for the emotional stability of all 
decision makers (JA Perez)
Kepemimpinan: Teori dan Beberapa Aplikasinya
Bagian 2
Leadership Traits & Skills 
Traits 
• Adaptable to situations 
• Alert to social environment 
• Ambitious and achievement 
orientated 
• Assertive 
• Cooperative 
• Decisive 
• Dependable 
• Dominant (desire to influence others) 
• Energetic (high activity level) 
• Persistent 
• Self-confident 
• Tolerant of stress 
• Willing to assume responsibility 
Skills 
• Clever (intelligent) 
• Conceptually skilled 
• Creative 
• Diplomatic and tactful 
• Fluent in speaking 
• Knowledgeable about group task 
• Organised (administrative ability) 
• Persuasive 
• Socially skilled 
Stogdill, 1974
Leader vs. Manager 
Managers 
• Seek stability & 
predictability (order) 
• Focus on things 
• Do things right 
• Plan 
• Organize 
• Direct 
• Control 
• Follows the rules 
Leaders 
• Seek improvement through 
change (disorder) 
• Focus on people 
• Do the right things 
• Inspire 
• Influence 
• Motivate 
• Build 
• Shape entities
Types of Leadership Style 
Autocratic 
Paternalistic 
Free Rein Democratic 
 Leader makes decisions without 
reference to anyone else. 
 High degree of dependency on the 
leader. 
 Can create de-motivation and 
alienation of staff. 
 May be valuable in some types of 
business where decisions need to 
be made quickly and decisively. 
 Encourages decision making from 
different perspectives – 
leadership may be emphasised 
throughout the organisation 
 Consultative: process of 
consultation before decisions are 
taken. 
 Persuasive: Leader takes decision 
and seeks to persuade others that 
the decision is correct. 
 Leader acts as a ‘father figure’. 
 Paternalistic leader makes 
decision but may consult. 
 Believes in the need to support 
staff. 
 ‘Let it be’ – the leadership 
responsibilities are shared 
by all. 
 Can be very useful in 
businesses 
where creative ideas are 
important. 
 Can be highly motivational, 
as people have control over 
their working life. 
 Can make coordination and 
decision making time-consuming 
and lacking in 
overall direction. 
 Relies on good team work. 
 Relies on good interpersonal 
relations.
Types of Leadership Style
Contingency Leadership 
Situational/contingency Leadership (Hersey-Blanchard, 1970/80) 
Leadership style changes according to the 'situation‘ and in response 
to the individuals being managed – their competency and motivation 
COMPETENCY 
Low 
competence 
Some 
competence 
High 
competence 
High 
competence 
MOTIVATION 
Low 
commitment/ 
Unable and 
unwilling or 
insecure 
Variable 
commitment/ 
Unable but 
willing or 
motivated 
Variable 
commitment/ 
Able but 
unwilling or 
insecure 
High 
commitment/ 
Able and 
willing or 
motivated 
Leadership 
style 
DIRECTIVE 
(Telling) 
COACHING 
(Selling) 
SUPPORTIVE 
(Participating) 
DELEGATORY 
(Observing)
New Leadership Theory 
Transformational Theory 
(Bass and Avolio, 1994) 
• Leaders inspire individuals, develop trust, and 
encourage creativity and personal growth. 
• Individuals develop a sense of purpose to benefit 
the group, organisation or society. This goes 
beyond their own self-interests and an exchange of 
rewards or recognition for effort or loyalty.
New Leadership Theory 
Transformational Theory 
• 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. 
• Build confidence by recognizing small 
accomplishments toward the goal. 
• Celebrate accomplishments and successes.
New Leadership Theory 
Transactional Theory 
 Focus on the management of the organisation 
 Focus on procedures and efficiency 
 Focus on working to rules and contracts 
 Managing current issues and problems
Conflict  Leadership
Conflict  Leadership 
 AVOIDING Neglects own concerns as well as those of 
other parties: does not raise or address conflict issues. 
 ACCOMMODATING Seeks to satisfy other person's 
concerns at the expense of own. 
 COMPETING Opposite of accommodating. Uses 
whatever seems appropriate to win. 
 COLLABORATING Opposite of avoiding. Works with 
other party to find a solution that satisfies both own and 
other party's concerns. 
 COMPROMISING Seeks to find a middle ground to 
partially satisfy both parties.
Bagian 3
Mengubah lahan 
kritis menjadi 
perkebunan apel dan 
strawberry; 
mengubah semak-semak 
menjadi wisata 
pantai (Marina  
Seruni)
Collaborative Leader: 
“membangun melalui/ 
oleh pihak lain”: 
• E-Kelurahan oleh PT. 
Telkom 
• Penataan Sungai 
Cikapundung oleh 
Kementerian PU 
• Pengadaan bis Damri 
oleh Bank BJB 
• Penanganan keluhan 
oleh UKP4, dll.
Di dalam mobil 
Rismaselalu tersedia 
alat-alat kebersihan 
dan bercocok tanam 
seperti sapu lidi, 
sekop, sepatu boot, 
dan sarung tangan. 
Lead by Example, not by Force …
“Ini juga mengapa 
blusukan, saya 
datang ke kantor 
kelurahan, ke 
walikota, ke 
kampung, dan 
lainnya itu, harus 
tetap dilakukan ... 
Didatangi, dibilangi, 
dibenarkan, dipuji 
jika baik.
“Kawan2 – dan mereka yg 
bukan kawanku – ini adalah 
pertama kali aku 
menceritakan kisahku 
tentang bagaimana, 
bilamana, dimana dan 
mengapa aku mengambil 
keputusan untuk menyeret 
diriku berdampingan 
dengan Jepang. Boneka … 
penghianat … aku tahu 
semua kata2 itu. Akan 
tetapi, jika tidak dengan 
syarat, bahwa mereka turut 
membantu dalam usaha 
mencapai kebebasan 
negeriku, aku pasti takkan 
melakukannya.”
“Bung Hatta dan aku 
pernah terlibat 
perselisihan yg dalam. 
Meski di suatu waktu kita 
pernah tidak saling 
menyukai, sekarang kita 
menghadapi satu tugas yg 
jauh lebih besar dari pada 
tugas yg pernah kita 
lakukan masing2. Berbagai 
perbedaan menyangkut 
masalah partai atau 
strategi tidak perlu ada 
lagi. Sekarang kita satu. 
Bersatu di dalam 
perjuangan bersama”
Looking at each person just as a human being 
“Be quick, be brief, be gone!” Personal meetings with Gandhi were very short, generally lasting a 
couple of minutes. However, in those minutes people felt that Gandhi made them feel as if they 
were the only person in the world that Gandhi would have liked to talk at that time.
Being an excellent listener 
Gandhi was not a very skilled public speaker; generally he was believed to be 
quite average. On the other hand, he was an exceptional listener of both the 
articulated and the unsaid. He seemed to be practicing “seeing with your ears.”
Great leaders create a sense of urgency. 
Most everything in life works to slow us down, unless we are consciously doing things to 
speed us back up. As the great leaders, they must create the sense of urgency to keep 
things moving forward. They refuse to just sit by and let things take their natural course. 
They have a sense of urgency and communicate it.
Great leaders refuse to accept the status quo. 
The great leaders are not passive; they are active. They are unwilling to acquiesce to their 
circumstances. They must make sure that they are active participants in the Society. They 
must rise to the call for leadership, seek information on influential positions to bring positive 
change, and provide great input.
Never Loose Focus on Your Purpose In Life 
Genghis Khan had one purpose in life, and he never lost that focus. He was not 
distracted by a desire for possessions or wealth as he became more powerful. His 
one purpose in life was to see his enemies—those who had killed his father and 
left him and his family to starve in the winter—brought to justice.
Walk The Talk 
Walking the talk will motivate and empower your staff, and increase their 
productivity. Genghis always went into battles with his troops, he did not just sit at 
the top of the hill planning, he charged, he fought, he cut off heads. We’re not 
advising you kill anybody, but Ghengis’ principles are not lost on the modern 
environment.
“Even when a friend 
does something you 
do not like, he 
continues to be your 
friend”
Never Stop Learning 
Keep a mindset of always 
looking to learn something 
new, be relentless in your 
learning. Never think you have 
achieved success and stop 
looking to improve – never 
stand still. Ghengis himself was 
responsible for the spread of 
the Uighurs script which was 
used as the common 
Mongolian alphabet. He was 
relentless in learning new 
things, absorbing ideas from 
other cultures as often as he 
could.
Aiming high is the key 
This idea seems strongly counterintuitive but depends a lot on what kind of a success you’re after. 
The hint of truth that I see here is the fact that delivering nothing is actually a bit overrated. A half-assed 
effort on making things happen often looks worse than completely dismissing the task. But I 
have to agree that there is great power just in the promise itself.
Do the impossible thing 
The greatness of the team is dependent on the amount of balls they have on their effort. The factual 
evidence seems to indicate that most teams eventually “get real” on their vision. Reality is what 
brings great ideas to mediocrity. But there is an easy way out and that is not accepting the reality. 
A good reason to do something is that people tell you it can’t be done.
Abraham Lincoln 
 Get out of the office 
and circulate among 
the troops; 
 Build strong alliances; 
 Persuade rather than 
coerce.
His cardinal mistake is 
that he isolates himself 
and allows nobody to see 
him; and by which he 
does not know what is 
going on in the very 
matter he is dealing with. 
(Alasan Lincoln saat memecat 
Jend. John C. Fremont sebagai 
komandan di Missouri, 9 
September 1861)
A house divided 
against itself cannot 
stand. . . . 
Our cause must be 
entrusted to, and 
conducted by its own 
undoubted friends-whose 
hands are free, 
whose hearts are in 
the work-who do care 
for the result.
“I don’t like that man. I must 
get to know him better.”
With public sentiment, 
nothing can fail; without it, 
nothing can succeed. 
Consequently he who 
molds public sentiment 
goes deeper than he who 
enacts statutes or 
pronounces decisions.
Have A Great Vision 
“America is too great for small 
dreams,” said Ronald Reagan. 
And this is also true for great 
leaders, who won’t be satisfied 
with small dreams. Instead of 
trying to get just an edge over the 
Soviet Union, Reagan went after 
the total dismantling of the “Evil 
Empire.” And he succeeded.
Offer Hope, and Act to Achieve It 
Reagan was described as an eternal optimist. He offered Americans a positive, uplifting vision of 
America and its future. Ronald Reagan was beloved because of what he believed. He believed in 
America so he made it his shining city on a hill. He believed in freedom so he acted on behalf of its 
values and ideals. He believed in tomorrow so the great communicator became the great liberator.
Use Humor 
Reagan used humor almost all the time. He used it because he himself was ‘a jolly good fellow’ as the 
song says, and because he knew that the smile that humor generates is the shortest distance between 
two minds. And he skillfully used humor to avoid answers that create animosity and problems, as well 
as to win crucial arguments in difficult public encounters.
Stick to the message
Connect 
with your 
audience
You will get far with a great team
You learn more 
by listening......
Yesterday’s 
competitor is 
today’s 
collaborator
It’s all about 
connecting
A leader is a 
dealer in hope 
Napoleon.
I can't pretend 
that I'm brave and 
that I can beat the 
whole world. But 
as a leader, you 
cannot let people 
know. You must 
put up a front.
The trick of leadership is 
allowing yourself to be led 
too. It is wise to persuade 
people to do things and 
make them think it was 
their own idea.
Put conviction ahead of popularity 
Margaret Thatcher was clear from the start: “I am not a consensus 
politician. I’m a conviction politician.” Thatcher’s bold and radically 
different prescription of a market-driven British economy alienated a lot of 
people. This approach was later embraced as the established wisdom.
Bind in your roots, heart and personal touch 
During the Falklands war, she wrote countless handwritten notes to 
the families of wounded British servicemen, demonstrating that she 
had not lost touch with those who were risking their lives to execute 
her orders.
Bagian 4
JJoohhnn PPeerrkkiinnss 
EHM 
Tugas: 
• Menyebarkan cerita bohong tentang pertumbuhan 
ekonomi, GNP, dll. negara target; 
• Membuat laporan fiktif untuk IMF  WB agar 
mengucurkan hutang; 
• “Memancing” KKN di negara target; 
• Membangkrutkan negara penerima hutang dan 
menciptakan ketergantungan (debt trap, debt web); 
• Menekan negara pengutang mendukung AS 
(pangkalan militer, voting, dll); 
• Memaksa negara pengutang menjual kekayaan alam; 
• Mempromosikan kepentingan Korporatokrasi (koalisi 
pemerintah, bank, korporat AS). 
Metode: 
• Penipuan, pemerasan  penyuapan; 
• Pembunuhan; 
• Penggermoan; 
• Merusak ekosistem; 
• Mengingkari Deklarasi Kemerdekaan. 
Negara Target: 
Indonesia, Panama, Ekuador, 
Kolombia, Arab Saudi, Iran, dll. 
Hasil Kerja: 
• Kejatuhan Shah Iran; 
• Pembunuhan Presiden Panama; 
• Invasi ke Irak; 
• Kejatuhan Bung Karno; 
• Ketergantungan ekonomi 
negara berkembang (inc. RI). 
Dampak: 
• Kesenjangan  ketidakadilan global; 
• Kebencian thd AS; 
• Peristiwa 9-11. 
Membangun 
Imperium 
Membiayai 
kampanye 
politik 
S 
S
INDONESIA 
PANAMA 
EKUADOR 
IRAN MESIR 
IRAN 
• Hutang LN membuat ketergantungan tinggi 
(30% APBN untuk bayar hutang); 
• Tambang strategis dikuasai AS; 
• Pergantian rezim Orla – Orba – Reformasi. 
• Invasi militer; 
• Terbunuhnya Presiden Omar 
Torrijos (1981) 
• 50% APBN untuk bayar 
hutang; 
• Terbunuhnya Presiden Jaime 
Roldos (1981) 
Penggulingan rezim Shah (1953) Pintu masuk untuk 
menguasai seluruh Afrika 
Presiden Richard Nixon 
menginginkan kekayaan Indonesia 
diperas sampai kering. Di mata 
Nixon, Indonesia ibarat real estate 
terbesar di dunia yg tak boleh jatuh 
ke tangan Soviet atau China.
Kepemimpinan: Teori dan Beberapa Aplikasinya
Tugas Pemimpin dlm KP 
 Sedemokratis apapun formulasi kebijakan 
publik, pada akhirnya yang memutuskan adalah 
pemimpin. 
 Pemimpin berperan pada setiap tahap, pada 
formulasi kebijakan, implementasi kebijakan, 
evaluasi kebijakan dan kinerja kebijakan politik. 
 Pemimpin penting karena mereka 
bertanggungjawab atas keefektifan organisasi, 
menjadi tempat untuk berlindung, dan 
merupakan inti integritas kelembagaan. 
 Pemimpin make something happen, karena itu 
harus memilik karakter, kredibilitas, nilai, 
keteladanan, dan kemampuan memberi 
harapan. 
 Jadi, pemimpin yang pada akhirnya menentukan 
apakah suatu bangsa menjadi besar / kerdil.
Discussion 
Pada akhir 2015 akan segera berlaku Masyarakat Ekonomi ASEAN 
(MEA). Implikasi MEA adalah terjadinya arus barang, jasa, modal, 
dan orang secara bebas antar negara ASEAN. Banyak pihak 
meragukan kesiapan Indonesia dalam memasuki MEA tersebut. 
Konsekuensinya, produk Indonesia akan kalah bersaing, sehingga 
bangsa kita akan menjadi pasar bagi produk negara lain. Pengusaha 
kecil dan menengah akan semakin sulit bersaing, sementara 
competitiveness index Indonesia juga akan semakin tertinggal. Petani 
akan semakin sengsara. Kemandirian ekononomi-pun makin lemah. 
Menghadapi situasi seperti itu, sebagai seorang 
pemimpin, apa yang akan Anda lakukan? Visi apa yg Anda 
tawarkan? ebijakan atau tindakan apa yang akan Anda 
pilih? Siapakah stakeholder yang harus Anda pengaruhi, 
dan bagaimana cara Anda akan mempengaruhi mereka? 
Peran apa yang Anda harapkan dari mereka?
Do you dare to be a leader?
Semoga Bermanfaat … 
Disampaikan untuk Diklat Intelstrat 
Tingkat I Badan Intelijen Negara 
(BIN) 
Jakarta, 17 September 2014 
Deputi Inovasi Administrasi Negara 
Lembaga Administrasi Negara RI 
Jl. Veteran No. 10 Jakarta
Daftar Referensi 
Diane Coutu, Leadership Lessons from Abraham Lincoln, Harvard 
Business Review. 
Don C. Bramlett, 2010, Some Thought on Leadership. 
Donald T. Phillips, Lincoln On Leadership. 
Jon Boyes, Leadership Skills, University of Exeter 
John Perkins, Confession of an Economic Hit Man, edisi bahasa 
Indonesia “Pengakuan Bandit Ekonomi”. 
Riant Nugroho, 2012, Public Policy: Dinamika Kebijakan, Analisis 
Kebijakan, Manajemen Kebijakan, Jakarta: Elex Media. 
Sompong Yusoontorn, 7 Life Lessons from Abraham Lincoln. 
Sompong Yusoontorn, 8 Leadership Lessons Nelson Mandela. 
Sompong Yusoontorn, 10 Leadership Lessons from Margaret 
Thatcher. 
Sompong Yusoontorn, 8 Leadership Lessons Martin Luther King. 
Sompong Yusoontorn, 10 Leadership Lessons Mahatma Gandhi. 
Sompong Yusoontorn, 10 Leadership Lessons from Genghis Khan. 
Sompong Yusoontorn, 10 Leadership Lessons Napoleon Bonaparte. 
Sompong Yusoontorn, 10 Leadership Lessons Ronald Reagan

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Kepemimpinan: Teori dan Beberapa Aplikasinya

  • 1. Teori dan Beberapa Aplikasinya Disampaikan untuk Diklat Intelstrat Tingkat I Badan Intelijen Negara (BIN) Jakarta, 17 September 2014 Deputi Inovasi Administrasi Negara Lembaga Administrasi Negara RI Jl. Veteran No. 10 Jakarta
  • 2. Data Pribadi Nama : Tri Widodo W. Utomo, SH.,MA TTL : Yogyakarta, 15-07-1968 NIP : 19680715 199401 1 001 Jabatan : Deputi Inovasi Adm. Negara/ Ahli Peneliti Utama Bidang Adm. Publik Gol/Pangkat : IV-d / Pembina Utama Madya Alamat Ktr : Jl. Veteran No. 10 Jakarta Alamt Rmh : Villa Melati Mas Blok M6/12A, Serpong Tangerang Selatan, HP. 0813-1786-9936 Email : triwidodowu@yahoo.com Blog : http://triwidodowutomo.blogspot.com www.slideshare.net/tiwidodowutomo
  • 3. Sistematika • Refleksi Kepemimpinan • Teori-Teori Kepemimpinan • Kepemimpinan Tokoh Dunia (Nurdin Abdullah, Ridwan Kamil, Rismaharini, Jokowi, Soekarno, Mahatma Gandhi, Marthin Luther King, Genghis Khan, Napoleon Bonaparte, Abraham Lincoln, Ronald Reagan, Barrack Obama, Nelson Mandela, Margaret Thatcher) • Kontekstualisasi Kepemimpinan
  • 5. Quotes on Leadership - 1 • To command is to serve, nothing more and nothing less (Andre Malraux). • He who has never learned to obey cannot be a good commander (Aristotle). • The most dangerous leadership myth is that leaders are born-that there is a genetic factor to leadership. That’s nonsense; in fact, the opposite is true. Leaders are made rather than born (Warren Bennis). • A leader is one who knows the way, goes the way, and shows the way (John Maxwell). • Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others (Jack Welch). • Leadership is lifting a person’s vision to high sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations (Peter Drucker).
  • 6. Quotes on Leadership - 2 • The key to successful leadership today is influence, not authority (Kenneth Blanchard). • A great leader’s courage to fulfill his vision comes from passion, not position (John Maxwell). • I start with the premise that the function of leadership is to produce more leaders, not more followers (Ralph Nader). • Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes (Peter Drucker). • Leadership is the art of getting someone else to do something you want done because he wants to do it (General Dwight Eisenhower). • If your actions inspire others to dream more, learn more, do more and become more, you are a leader (John Quincy Adams). • Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy (Norman Schwarzkopf).
  • 8. Quotes on Leadership - 3 • The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care, either case is a failure of leadership (Colin Powell). • Alone we can do so little; together we can do so much (Helen Keller). • The beauty of collaboration between older and younger generations is that we combine strength with wisdom (Brett Harris) • Having a team of people united by one purpose—to bring Christ to that city—is key for the emotional stability of all decision makers (JA Perez)
  • 11. Leadership Traits & Skills Traits • Adaptable to situations • Alert to social environment • Ambitious and achievement orientated • Assertive • Cooperative • Decisive • Dependable • Dominant (desire to influence others) • Energetic (high activity level) • Persistent • Self-confident • Tolerant of stress • Willing to assume responsibility Skills • Clever (intelligent) • Conceptually skilled • Creative • Diplomatic and tactful • Fluent in speaking • Knowledgeable about group task • Organised (administrative ability) • Persuasive • Socially skilled Stogdill, 1974
  • 12. Leader vs. Manager Managers • Seek stability & predictability (order) • Focus on things • Do things right • Plan • Organize • Direct • Control • Follows the rules Leaders • Seek improvement through change (disorder) • Focus on people • Do the right things • Inspire • Influence • Motivate • Build • Shape entities
  • 13. Types of Leadership Style Autocratic Paternalistic Free Rein Democratic Leader makes decisions without reference to anyone else. High degree of dependency on the leader. Can create de-motivation and alienation of staff. May be valuable in some types of business where decisions need to be made quickly and decisively. Encourages decision making from different perspectives – leadership may be emphasised throughout the organisation Consultative: process of consultation before decisions are taken. Persuasive: Leader takes decision and seeks to persuade others that the decision is correct. Leader acts as a ‘father figure’. Paternalistic leader makes decision but may consult. Believes in the need to support staff. ‘Let it be’ – the leadership responsibilities are shared by all. Can be very useful in businesses where creative ideas are important. Can be highly motivational, as people have control over their working life. Can make coordination and decision making time-consuming and lacking in overall direction. Relies on good team work. Relies on good interpersonal relations.
  • 15. Contingency Leadership Situational/contingency Leadership (Hersey-Blanchard, 1970/80) Leadership style changes according to the 'situation‘ and in response to the individuals being managed – their competency and motivation COMPETENCY Low competence Some competence High competence High competence MOTIVATION Low commitment/ Unable and unwilling or insecure Variable commitment/ Unable but willing or motivated Variable commitment/ Able but unwilling or insecure High commitment/ Able and willing or motivated Leadership style DIRECTIVE (Telling) COACHING (Selling) SUPPORTIVE (Participating) DELEGATORY (Observing)
  • 16. New Leadership Theory Transformational Theory (Bass and Avolio, 1994) • Leaders inspire individuals, develop trust, and encourage creativity and personal growth. • Individuals develop a sense of purpose to benefit the group, organisation or society. This goes beyond their own self-interests and an exchange of rewards or recognition for effort or loyalty.
  • 17. New Leadership Theory Transformational Theory • 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. • Build confidence by recognizing small accomplishments toward the goal. • Celebrate accomplishments and successes.
  • 18. New Leadership Theory Transactional Theory Focus on the management of the organisation Focus on procedures and efficiency Focus on working to rules and contracts Managing current issues and problems
  • 20. Conflict Leadership AVOIDING Neglects own concerns as well as those of other parties: does not raise or address conflict issues. ACCOMMODATING Seeks to satisfy other person's concerns at the expense of own. COMPETING Opposite of accommodating. Uses whatever seems appropriate to win. COLLABORATING Opposite of avoiding. Works with other party to find a solution that satisfies both own and other party's concerns. COMPROMISING Seeks to find a middle ground to partially satisfy both parties.
  • 22. Mengubah lahan kritis menjadi perkebunan apel dan strawberry; mengubah semak-semak menjadi wisata pantai (Marina Seruni)
  • 23. Collaborative Leader: “membangun melalui/ oleh pihak lain”: • E-Kelurahan oleh PT. Telkom • Penataan Sungai Cikapundung oleh Kementerian PU • Pengadaan bis Damri oleh Bank BJB • Penanganan keluhan oleh UKP4, dll.
  • 24. Di dalam mobil Rismaselalu tersedia alat-alat kebersihan dan bercocok tanam seperti sapu lidi, sekop, sepatu boot, dan sarung tangan. Lead by Example, not by Force …
  • 25. “Ini juga mengapa blusukan, saya datang ke kantor kelurahan, ke walikota, ke kampung, dan lainnya itu, harus tetap dilakukan ... Didatangi, dibilangi, dibenarkan, dipuji jika baik.
  • 26. “Kawan2 – dan mereka yg bukan kawanku – ini adalah pertama kali aku menceritakan kisahku tentang bagaimana, bilamana, dimana dan mengapa aku mengambil keputusan untuk menyeret diriku berdampingan dengan Jepang. Boneka … penghianat … aku tahu semua kata2 itu. Akan tetapi, jika tidak dengan syarat, bahwa mereka turut membantu dalam usaha mencapai kebebasan negeriku, aku pasti takkan melakukannya.”
  • 27. “Bung Hatta dan aku pernah terlibat perselisihan yg dalam. Meski di suatu waktu kita pernah tidak saling menyukai, sekarang kita menghadapi satu tugas yg jauh lebih besar dari pada tugas yg pernah kita lakukan masing2. Berbagai perbedaan menyangkut masalah partai atau strategi tidak perlu ada lagi. Sekarang kita satu. Bersatu di dalam perjuangan bersama”
  • 28. Looking at each person just as a human being “Be quick, be brief, be gone!” Personal meetings with Gandhi were very short, generally lasting a couple of minutes. However, in those minutes people felt that Gandhi made them feel as if they were the only person in the world that Gandhi would have liked to talk at that time.
  • 29. Being an excellent listener Gandhi was not a very skilled public speaker; generally he was believed to be quite average. On the other hand, he was an exceptional listener of both the articulated and the unsaid. He seemed to be practicing “seeing with your ears.”
  • 30. Great leaders create a sense of urgency. Most everything in life works to slow us down, unless we are consciously doing things to speed us back up. As the great leaders, they must create the sense of urgency to keep things moving forward. They refuse to just sit by and let things take their natural course. They have a sense of urgency and communicate it.
  • 31. Great leaders refuse to accept the status quo. The great leaders are not passive; they are active. They are unwilling to acquiesce to their circumstances. They must make sure that they are active participants in the Society. They must rise to the call for leadership, seek information on influential positions to bring positive change, and provide great input.
  • 32. Never Loose Focus on Your Purpose In Life Genghis Khan had one purpose in life, and he never lost that focus. He was not distracted by a desire for possessions or wealth as he became more powerful. His one purpose in life was to see his enemies—those who had killed his father and left him and his family to starve in the winter—brought to justice.
  • 33. Walk The Talk Walking the talk will motivate and empower your staff, and increase their productivity. Genghis always went into battles with his troops, he did not just sit at the top of the hill planning, he charged, he fought, he cut off heads. We’re not advising you kill anybody, but Ghengis’ principles are not lost on the modern environment.
  • 34. “Even when a friend does something you do not like, he continues to be your friend”
  • 35. Never Stop Learning Keep a mindset of always looking to learn something new, be relentless in your learning. Never think you have achieved success and stop looking to improve – never stand still. Ghengis himself was responsible for the spread of the Uighurs script which was used as the common Mongolian alphabet. He was relentless in learning new things, absorbing ideas from other cultures as often as he could.
  • 36. Aiming high is the key This idea seems strongly counterintuitive but depends a lot on what kind of a success you’re after. The hint of truth that I see here is the fact that delivering nothing is actually a bit overrated. A half-assed effort on making things happen often looks worse than completely dismissing the task. But I have to agree that there is great power just in the promise itself.
  • 37. Do the impossible thing The greatness of the team is dependent on the amount of balls they have on their effort. The factual evidence seems to indicate that most teams eventually “get real” on their vision. Reality is what brings great ideas to mediocrity. But there is an easy way out and that is not accepting the reality. A good reason to do something is that people tell you it can’t be done.
  • 38. Abraham Lincoln Get out of the office and circulate among the troops; Build strong alliances; Persuade rather than coerce.
  • 39. His cardinal mistake is that he isolates himself and allows nobody to see him; and by which he does not know what is going on in the very matter he is dealing with. (Alasan Lincoln saat memecat Jend. John C. Fremont sebagai komandan di Missouri, 9 September 1861)
  • 40. A house divided against itself cannot stand. . . . Our cause must be entrusted to, and conducted by its own undoubted friends-whose hands are free, whose hearts are in the work-who do care for the result.
  • 41. “I don’t like that man. I must get to know him better.”
  • 42. With public sentiment, nothing can fail; without it, nothing can succeed. Consequently he who molds public sentiment goes deeper than he who enacts statutes or pronounces decisions.
  • 43. Have A Great Vision “America is too great for small dreams,” said Ronald Reagan. And this is also true for great leaders, who won’t be satisfied with small dreams. Instead of trying to get just an edge over the Soviet Union, Reagan went after the total dismantling of the “Evil Empire.” And he succeeded.
  • 44. Offer Hope, and Act to Achieve It Reagan was described as an eternal optimist. He offered Americans a positive, uplifting vision of America and its future. Ronald Reagan was beloved because of what he believed. He believed in America so he made it his shining city on a hill. He believed in freedom so he acted on behalf of its values and ideals. He believed in tomorrow so the great communicator became the great liberator.
  • 45. Use Humor Reagan used humor almost all the time. He used it because he himself was ‘a jolly good fellow’ as the song says, and because he knew that the smile that humor generates is the shortest distance between two minds. And he skillfully used humor to avoid answers that create animosity and problems, as well as to win crucial arguments in difficult public encounters.
  • 46. Stick to the message
  • 47. Connect with your audience
  • 48. You will get far with a great team
  • 49. You learn more by listening......
  • 50. Yesterday’s competitor is today’s collaborator
  • 51. It’s all about connecting
  • 52. A leader is a dealer in hope Napoleon.
  • 53. I can't pretend that I'm brave and that I can beat the whole world. But as a leader, you cannot let people know. You must put up a front.
  • 54. The trick of leadership is allowing yourself to be led too. It is wise to persuade people to do things and make them think it was their own idea.
  • 55. Put conviction ahead of popularity Margaret Thatcher was clear from the start: “I am not a consensus politician. I’m a conviction politician.” Thatcher’s bold and radically different prescription of a market-driven British economy alienated a lot of people. This approach was later embraced as the established wisdom.
  • 56. Bind in your roots, heart and personal touch During the Falklands war, she wrote countless handwritten notes to the families of wounded British servicemen, demonstrating that she had not lost touch with those who were risking their lives to execute her orders.
  • 58. JJoohhnn PPeerrkkiinnss EHM Tugas: • Menyebarkan cerita bohong tentang pertumbuhan ekonomi, GNP, dll. negara target; • Membuat laporan fiktif untuk IMF WB agar mengucurkan hutang; • “Memancing” KKN di negara target; • Membangkrutkan negara penerima hutang dan menciptakan ketergantungan (debt trap, debt web); • Menekan negara pengutang mendukung AS (pangkalan militer, voting, dll); • Memaksa negara pengutang menjual kekayaan alam; • Mempromosikan kepentingan Korporatokrasi (koalisi pemerintah, bank, korporat AS). Metode: • Penipuan, pemerasan penyuapan; • Pembunuhan; • Penggermoan; • Merusak ekosistem; • Mengingkari Deklarasi Kemerdekaan. Negara Target: Indonesia, Panama, Ekuador, Kolombia, Arab Saudi, Iran, dll. Hasil Kerja: • Kejatuhan Shah Iran; • Pembunuhan Presiden Panama; • Invasi ke Irak; • Kejatuhan Bung Karno; • Ketergantungan ekonomi negara berkembang (inc. RI). Dampak: • Kesenjangan ketidakadilan global; • Kebencian thd AS; • Peristiwa 9-11. Membangun Imperium Membiayai kampanye politik S S
  • 59. INDONESIA PANAMA EKUADOR IRAN MESIR IRAN • Hutang LN membuat ketergantungan tinggi (30% APBN untuk bayar hutang); • Tambang strategis dikuasai AS; • Pergantian rezim Orla – Orba – Reformasi. • Invasi militer; • Terbunuhnya Presiden Omar Torrijos (1981) • 50% APBN untuk bayar hutang; • Terbunuhnya Presiden Jaime Roldos (1981) Penggulingan rezim Shah (1953) Pintu masuk untuk menguasai seluruh Afrika Presiden Richard Nixon menginginkan kekayaan Indonesia diperas sampai kering. Di mata Nixon, Indonesia ibarat real estate terbesar di dunia yg tak boleh jatuh ke tangan Soviet atau China.
  • 61. Tugas Pemimpin dlm KP Sedemokratis apapun formulasi kebijakan publik, pada akhirnya yang memutuskan adalah pemimpin. Pemimpin berperan pada setiap tahap, pada formulasi kebijakan, implementasi kebijakan, evaluasi kebijakan dan kinerja kebijakan politik. Pemimpin penting karena mereka bertanggungjawab atas keefektifan organisasi, menjadi tempat untuk berlindung, dan merupakan inti integritas kelembagaan. Pemimpin make something happen, karena itu harus memilik karakter, kredibilitas, nilai, keteladanan, dan kemampuan memberi harapan. Jadi, pemimpin yang pada akhirnya menentukan apakah suatu bangsa menjadi besar / kerdil.
  • 62. Discussion Pada akhir 2015 akan segera berlaku Masyarakat Ekonomi ASEAN (MEA). Implikasi MEA adalah terjadinya arus barang, jasa, modal, dan orang secara bebas antar negara ASEAN. Banyak pihak meragukan kesiapan Indonesia dalam memasuki MEA tersebut. Konsekuensinya, produk Indonesia akan kalah bersaing, sehingga bangsa kita akan menjadi pasar bagi produk negara lain. Pengusaha kecil dan menengah akan semakin sulit bersaing, sementara competitiveness index Indonesia juga akan semakin tertinggal. Petani akan semakin sengsara. Kemandirian ekononomi-pun makin lemah. Menghadapi situasi seperti itu, sebagai seorang pemimpin, apa yang akan Anda lakukan? Visi apa yg Anda tawarkan? ebijakan atau tindakan apa yang akan Anda pilih? Siapakah stakeholder yang harus Anda pengaruhi, dan bagaimana cara Anda akan mempengaruhi mereka? Peran apa yang Anda harapkan dari mereka?
  • 63. Do you dare to be a leader?
  • 64. Semoga Bermanfaat … Disampaikan untuk Diklat Intelstrat Tingkat I Badan Intelijen Negara (BIN) Jakarta, 17 September 2014 Deputi Inovasi Administrasi Negara Lembaga Administrasi Negara RI Jl. Veteran No. 10 Jakarta
  • 65. Daftar Referensi Diane Coutu, Leadership Lessons from Abraham Lincoln, Harvard Business Review. Don C. Bramlett, 2010, Some Thought on Leadership. Donald T. Phillips, Lincoln On Leadership. Jon Boyes, Leadership Skills, University of Exeter John Perkins, Confession of an Economic Hit Man, edisi bahasa Indonesia “Pengakuan Bandit Ekonomi”. Riant Nugroho, 2012, Public Policy: Dinamika Kebijakan, Analisis Kebijakan, Manajemen Kebijakan, Jakarta: Elex Media. Sompong Yusoontorn, 7 Life Lessons from Abraham Lincoln. Sompong Yusoontorn, 8 Leadership Lessons Nelson Mandela. Sompong Yusoontorn, 10 Leadership Lessons from Margaret Thatcher. Sompong Yusoontorn, 8 Leadership Lessons Martin Luther King. Sompong Yusoontorn, 10 Leadership Lessons Mahatma Gandhi. Sompong Yusoontorn, 10 Leadership Lessons from Genghis Khan. Sompong Yusoontorn, 10 Leadership Lessons Napoleon Bonaparte. Sompong Yusoontorn, 10 Leadership Lessons Ronald Reagan