STRATEGIC

STRATEGIC LEADERSHIP
LEADERSHIP
DAN
DAN BERFIKIR
BERFIKIR SISTIM
SISTIM

Sumber:
Sumber:
Kuncoro
Kuncoro
Coulter
Coulterdan
danRobbins
Robbins
Pearch
Pearch and
and Robinon
Robinon
Finkelstein
Finkelstein dkk
dkk
No Posisi/Jabatan Periode
1 Ketua Jurusan Manajemen Fakultas Ekonomi Universitas Andalas 2001-2005

2 Ketua Program Studi Magister Manajemen-Fakultas Ekonomi 2006-20210

Universitas Andalas

3 Koordinator Kampus II Unand Payakumbuh 2010-2011

4 Wakil Dekan Bidang Keuangan dan Umum Fakultas Ekonomi 2011-2012
Universitas Andalas

5 Wakil Rektor Bidang Sumber Daya dan Umum Universitas Andalas 2012- Februari 2016
6. Koordinator Kopertis Wilayah X 2016-2020/2020-2024
1-#
 MANEJER DAN LEADER

Seseorang pemimpin belum

tentu menjadi seorang

LA APA YA
NT
manejer seseorang manejer

BE

AS
DA
N
tidak selalu menjadi leader
No Dimensi Manajemen/ Kepemimpinan/
Manejer Pimpinan

1. Nilai Stability, Fleksibility,

keteraturan, innovation,
efisiensi adaptasi
2. Orientasi Doing things Doing the right
right things
3. Fungsi dan Menjalankan Menjalankan
roles fungsi fungsi
manajemen kepemimpinan
(POAC) (influence)
KEPEMIMPINAN KEPEMIMPINAN STRATEGIK
 Kepemimpinan secara - Fokus pada pemimpin yang
umum tanpa berada dalam hirarki puncak
membedakan posisi dan dalam organisasi (Top
management)
kedudukan pemimpin
- Kepemimpinan yang dapat
dalam organisasi
membuat organisasinya
sukses dalam menghadapi
persaingan melalui proses
strategic management
DITINGKAT MANA
STRATEGIC LEADER

Top
Managers

Middle
Managers

First-line
Managers

Non-managerial Employees
 Keterampilan apa yang diperlukan

© Prentice Hall, 2002 1-16

 Management Roles
 specific categories of managerial behavior
 Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
 Informational - receiving, collecting, and
disseminating information
 Decisional - revolve around making choices
 emphasis that managers give to the various roles
seems to change with their organizational level

1-17
EXHIBIT 1.4: MINTZBERG’S MANAGERIAL ROLES

1-18
 Managing Systems
 System - a set of interrelated and interdependent parts
arranged in a manner that produces a unified whole
 provides a more general and broader picture of what
managers do than the other perspectives provide
 Closed system - not influenced by and do not interact
with their environment
 Open system - dramatically interact with their
environment
 organizations - take in inputs from their environments
 transform or process inputs into outputs
 outputs are distributed into the environment

1-19
 Managing Systems (cont.)
 managers must
 coordinate various work activities
 ensure that interdependent parts work
together
 recognize and understand the impact of
various external factors
 decisions and actions taken in one
organizational area will affect other areas
and vice versa

1-20
 Managing in Different and Changing Situations
 require managers to use different approaches
and techniques
 Contingency perspective - different ways of
managing are required in different organizations
and different circumstances
 stresses that there are no simplistic or
universal rules
 contingency variable

1-21
Para eksekutif perusahaan/organisasi
Top manejer (Direktur Utama, Direktur Divisi, CEO,
Rektor, Bupati, Walikota)
Top management Team
Dewan Direktur (Board of Director)
 Antara OL dan PL

ORGANIZATIONAL PERSONAL LEADERSHIP

LEADERSHIP

PERSON PEMIMPIN BUKANLAH SATU

SATUNYA UNSUR
PERSON PEMIMPIN SANGAT
MENENTUKAN
BERGANTINYA PEMIMPIN
BERGANTINYA PEMIMPIN
MEMPENGARUHI ORGANISASI TAPI
MEMPENGARUHI ORGANISASI
TIDAK TERLALU MENENTUKAN
SECARA KESELURUHAN
SISTEM ORGANISASI BERJALAN
SISTEM ORGANISASI BELUM
SEIRING DENGAN PERKEMBANGAN
TERBENTUK, HANYA PERSSON YG
DAN TUNTUTAN ORGANISASI
MENENTUKAN

TATA KELOLA, SOP, ADMINISTRASI,

RESTU, IJIN LISAN, TERSERAH KAMU
WRITTEN PROCEDURE, IT, MACHINE
POKOK LAPOR SAYA, TIDAK ADA
SURAT MENYURAT,
 Pelaksanaan Kepemimpinan yang Efektif

Kepemimpinan
Kepemimpinan Stratejik
Stratejik yang
yang Efektif
Efektif

Menentukan
Menentukan Menciptakan
Menciptakan
Arah Keseimbangan
Keseimbangan
Arah Kontrol
Stratejik Kontrol
Stratejik Organisasi
Organisasi

Membangun
Membangun
Memanfaatkan
Memanfaatkan & & Mengembangkan
Mengembangkan Menekankan
Menekankan
Budaya
Budaya
Mempertahankan
Mempertahankan Modal
Modal Praktek
Praktek
Organisasi
Organisasi
Kompetensi
Kompetensi Inti
Inti Manusia
Manusia Etika
Etika
yang
yang Efektif
Efektif
Menentukan
Kepemimpinan
KepemimpinanStratejik
Stratejikyang
yangEfektif
Efektif

Arah Stratejik
Menciptakan
Menciptakan
Menentukan
Menentukan Keseimbangan
Keseimbangan
Arah Kontrol
Kontrol
ArahStratejik
Stratejik Organisasi
Organisasi

Mempertahankan
Mempertahankan
Memanfaatkan
Memanfaatkan& & Mengembangkan
Mengembangkan Menekankan
Menekankan
Budaya
Budaya
Mempertahankan
Mempertahankan Modal
Modal Praktek
Praktek
Organisasi
Organisasi
Kompetensi
KompetensiInti
Inti Manusia
Manusia Etika
Etika
yang
yang Efektif
Efektif

• Arah Stratejik berarti pengembangan visi jangka panjang maksud stratejik

perusahaan.
• Pemimpin yang kharismatik bisa membantu pencapaian maksud stratejik.
• Penting untuk tetap mempertahankan kekuatan organisasi ketika
perubahan diperlukan oleh arah stratejik yang baru.
• Eksekutif harus menyusun perusahaan secara efektif untuk mencapai visi.
Gotong royong adalah
pembantingan tulang
bersama, pemerasan
keringat bersama,
perjuangan bantu-
membantu bersama.
Amal semua buat
kepentingan semua,
keringat semua buat
kebahagiaan semua.
Ho-lopis-kuntul-baris
buat kepentingan
bersama!
 Bahwa manusia di
dunia ini, Saudara-
saudara, “basically” -
pada dasar dan
hakekatnya - adalah
sama; tidak beda satu
sama lain. Dan oleh
karena itu manusia
inilah yang harus
diperhatikan'
 "Sometimes we feel that we are
not capable of doing certain jobs.
Actually, if we concentrate on
doing a job and keep on trying to
do it, God-Willing, we will able to
acquire skills and efficiency. There
is no skill that cannot be
acquired"
Tun Dr. Mahathir Mohamad, May
26, 1991
The Meaning of Vision 2020
"Malaysia is our country, we are
born here, we grow up here,
make a living here and here we
will die. Whether this country is
good or bad is because of us. We
can choose. Choose wisely
because our lives are at stake."
Tun Dr. Mahathir Mohamad
 Kepemimpinan
KepemimpinanStratejik
Stratejikyang
yangEfektif
Memanfaatkan &
Efektif

Mempertahankan
Menciptakan
Menciptakan
Menentukan
Menentukan Keseimbangan
Keseimbangan
Arah
ArahStratejik
Stratejik Kontrol
Kontrol
Organisasi
Organisasi

Kompetensi Inti Memanfaatkan

Mempertahankan
Mempertahankan
Memanfaatkan& & Mengembangkan
Mengembangkan Budaya
Menekankan
Menekankan
Mempertahankan Modal Budaya Praktek
Mempertahankan Modal Organisasi Praktek
Kompetensi Organisasi
KompetensiInti
Inti Manusia
Manusia yang
Etika
Etika
yang Efektif
Efektif

• Kompetensi inti adalah sumber daya dan kapabilitas yang berguna

sebagai sumber keunggulan kompetitif bagi sebuah perusahaan atas
pesaing-pesaingnya.
• Pemimpin stratejik harus membuktikan bahwa kompetensi
perusahaan ditekankan dalam usaha penerapan strategi.
• Di banyak perusahaan besar, dan yang pasti dalam perusahaan related
diversified, kompetensi inti dimanfaatkan secara efektif ketika
kompetensi inti tersebut dikembangkan dan diterapkan pada unit-unit
organisasi yang berbeda.
• Kompetensi inti tidak bisa dikembangkan atau dimanfaatkan secara
efektif tanpa adanya pengembangan kapabilitas modal manusia.
 KOMPETENSI INTI (CORE
COMPETENCE)
• A core competency is a specific skill set
or expertise that can lead to a competitive
advantage.

• In order for a core competency to exist, 3

criteria must be met; these are market
access, benefits consumers, unique and
difficult to imitate.
Lingkungan Eksternal
Sustainable
Competitive
Advantage
Lingkungan Internal

Alternatif Strategi
 Sumber daya dan kapabilitas yang telah ditetapkan menjadi
Kompetensi
sumber keunggulan kompetitif untuk perusahaan atas
Inti
rivalnya.

Tindakan yang terintegrasi dan terkoordinasi yang

diambil untuk memanfaatkan kompetensi inti dan
Strategi menghasilkan keunggulan kompetitif.

Aksi yang diambil untuk memberikan

Strategi nilai bagi pelanggan & memperoleh
pada tingkat keunggulan kompetitif dengan
bisnis mengeksploitasi core competencies
pada pasar produk tertentu.
 Tiga Tingkatan Strategi

1. Tingkat Korporat
2. Tingkat Bisnis
3. Tingkat Fungsional
 Gambar 1-2: Perusahaan dengan Bisnis
Tunggal

Tin g k at K orp orat/

b is n is

S trateg i P O M / S trateg i K eu an g an / S trateg i S trateg i

R&D ak u n tan s i p em as aran H u b u n g an
M an u s ia
 Gb 1-2: Perusahaan dengan
Beberapa Bisnis

S trateg i
P eru s ah aan

B is n is 1 B is n is 2 B is n is 3

S trateg i S trateg i S trateg iM ark etin g S trateg i

P O M /R & D A k u n tan s i/ P em as aran H u b u n g an
K eu an g an M an u s ia
 Gb 1-3: Hierarki Tujuan dan Strategi

Pembuat Keputusan Stratejik

Hasil akhir Strategi Dewan Manajer Manajer Manajer
(Apa yang akan (Bagaimana dapat Direksi Perusahaan Bisnis Fungsional
dicapai) dicapai)
Misi, termasik
Tujuan dan filosofi
  
Tujuan jangka
panjang
Grand Strategy   
Tujuan tahunan Strategi dan kebijakan
jangka pendek
  

Catatan:  menunjukkan tanggung jawab utama;  menunjukkan tanggung jawab sekunder

STRATEGI BERSAING
PADA TINGKAT BISNIS
Kepemimpinan biaya (cost
leadership)
Diferensiasi
Fokus:
Focused cost leadership
Focused differentiation
 STRATEGI BISNIS GENERIK
Sumber Keunggulan Kompetitif

Biaya Keunikan

Target Kepemim-
Cost Diferensiasi
Pasar
Yang pinan Biaya
Leadership
Luas Luas
Cakupan
Kompetisi
Diferensiasi
Target Biaya
Pasar Terfokus
Yang Rendah
Sempit
Terfokus
Cost Leadership Strategi PadaTingkat Bisnis

Kriteria Kunci:

Produk yang terstandarisasi secara relatif

Features yang dapat diterima oleh banyak

pelanggan
Harga kompetitif terendah
Mengembangkan Effective
EffectiveStrategic
StrategicLeadership
Leadership

Budaya Menentukan
Menentukan
Arah
ArahStratejik
Stratejik
Menciptakan
Menciptakan
Keseimbangan
Keseimbangan
Kontrol
Kontrol

Organisasi yang
Organisasi
Organisasi

Efektif
Mempertahankan
Mempertahankan
Memanfaatkan
Memanfaatkan& & Mengembangkan
Mengembangkan Menekankan
Menekankan
Budaya
Budaya
Mempertahankan
Mempertahankan Modal
Modal Praktek
Praktek
Organisasi
Organisasi
Kompetensi
KompetensiInti
Inti Manusia
Manusia Etika
Etika
yang
yang Efektif
Efektif

• Budaya organisasi meliputi kumpulan yang kompleks

mengenai ideologi, simbol, dan nilai inti yang berlaku dalam
perusahaan dan mempengaruhi cara menjalankan usahanya.
• Mempertajam budaya perusahaan merupakan tugas sentral
kepemimpinan stratejik yang efektif.
• Budaya organisasi yang tepat mendorong pengembangan
orientasi kewirausahaan pekerja dan kemampuan untuk
mengubah budaya jika diperlukan.
• Pembaruan teknik dapat memudahkan proses ini.
© Prentice Hall, 2002 3-44
 What is culture?
The layers of culture/onion metaphor:
Norms and values
Visible cultural
differences
What we can do and
Language cannot do.
Housing What is right or wrong.
Food Key beliefs
Clothes Our understandings
about what is true.

Other metaphors such as iceberg and ocean have also been used.
TANTANGAN PERUBAHAN BUDAYA UNTUK FIT DENGAN STRATEGI
 What is culture?
Some definitions:
• ‘Culture consists in patterned ways of thinking, feeling and reacting, acquired
and transmitted mainly by symbols, constituting the distinctive achievements of
human groups, including their embodiments in artefacts; the essential core of
culture consists of traditional (i.e. historically derived and selected) ideas and
especially their attached values.’

Kluckhohn, 1951: 86 cited in Hofstede, 2001:

9)
• ‘the collective programming of the mind that distinguishes the members of one
group or category of people from another’

(Hofstede, 2001: 9)
• ‘Culture is the characteristic way of behaving and believing that a group of
people in a country or region (or firm) have evolved over time and share.’
(Briscoe and Schuler, 2004: 116)
Levels of culture in multinational management
National Culture

Business Culture

Organizational Culture Occupational Culture

Multinational Management
(Source: Cullen and Parboteeah, 2008: 49)
 Three cultural models
Hofstede’s model of national culture
• the first cultural model
• introduced by Geert Hofstede in the early 1980s
• includes 5 dimensions of culture
• has been used extensively to understand cultural differences

Fons Trompenaars and Hampden-Turner’s 7d cultural model

• includes 7 dimensions of culture
• builds on anthropological approaches to understand culture
(humans must solve basic problems of survival)

GLOBAL national culture framework

• most recent national culture framework
• derives from the Global Leadership and Organisational Behavior
Effectiveness (GLOBE) project
• based heavily on Hofstede’s model
• includes 9 cultural dimensions
 Hofstede’s model of national culture (1)

• based on 116,000 questionnaires from employees of

IBM subsidiaries

• conducted in 50 countries and 3 regions (East

Africa, West Africa and Arab countries)

• identified 5 dimensions of cultural variation in values

• for each dimension, possible origins, predictors and

consequences for management behaviour are
presented
 Hofstede’s model of national culture (2)
• Power distance is the extent to which the less powerful
members of organizations and institutions accept and expect
that power is distributed unequally.

• Uncertainty avoidance is the extent to which a culture

programs its members to feel either uncomfortable or
comfortable in unstructured situations. (Unstructured situations
are novel, unknown, surprising, different from usual. )

• Individualism on the one side versus its opposite,

collectivism, is the degree to which individuals are supposed
to look after themselves or remain integrated into groups,
usually around the family.
Source: Hostede (2001: xix) and Hofstede (1985: 348)
 Hofstede’s model of national culture (3)

• Masculinity, which stands for a preference for achievement,

heroism, assertiveness, and material success; as opposed to
femininity, which stands for a preference for relationships,
modesty, caring for the weak, and the quality of life.

• Long-term versus short-term orientation refers to the

extent to which a culture programs its members to accept
delayed gratification of their material, social and emotional
needs.
source: Hostede (2001: xix) and Hofstede (1985: 348)
 Hofstede’s model of national culture (4)
• High levels of power distance = high levels of formality
and elitism

• High levels of uncertainty avoidance = high need for

security and fear of the unknown

• High levels of individualism = looser sense of solidarity

between people

• High levels of masculinity = high levels of assertiveness

and distinction between gender roles

• High level of long-termism = high sense of need to plan for

the future
Arab World **
Power Distance
80
Luxembourg * 40

Malaysia 104
Argentina 49
Malta * 56
Australia 36
Mexico 81
Austria 11
Morocco * 70
Austria 11
Netherlands 38
Bangladesh * 80
Belgium 65 New Zealand 22

Brazil 69 Norway 31

Bulgaria * 70 Pakistan 55

Canada 39 Panama 95

Chile 63 Peru 64

China * 80 Philippines 94
Colombia 67 Poland * 68
Costa Rica 35 Portugal 63
Czech Republic * 57 Romania * 90
Denmark 18 Russia * 93
East Africa ** 64 Singapore 74
Ecuador 78 Slovakia * 104
El Salvador 66
South Africa 49
Estonia * 40
South Korea 60
Finland 33
Spain 57
France 68
Surinam * 85
Germany 35
Sweden 31
Greece 60
Switzerland 34
Guatemala 95
Taiwan 58
Hong Kong 68
Thailand 64
Hungary * 46
Trinidad * 47
India 77
Turkey 66
Indonesia 78
United Kingdom 35
Iran 58
Ireland 28 United States 40

Israel 13 Uruguay 61

Italy 50 Venezuela 81

Jamaica 45 Vietnam * 70

Japan 54 West Africa 77

 Uncertainty avoidance
Arab World ** 68
Luxembourg * 70

Malaysia 36
Argentina 86
Malta * 96
Australia 51

Austria 70
Mexico 82

Austria 70 Morocco * 68

Bangladesh * 60 Netherlands 53

Belgium 94 New Zealand 49

Brazil 76 Norway 50

Bulgaria * 85 Pakistan 70

Canada 48 Panama 86
Chile 86 Peru 87
China * 30 Philippines 44
Colombia 80 Poland * 93
Costa Rica 86 Portugal 104
Czech Republic * 74 Romania * 90
Denmark 23 Russia * 95
East Africa ** 52
Singapore 8
Ecuador 67
Slovakia * 51
El Salvador 94
South Africa 49
Estonia * 60
South Korea 85
Finland 59
Spain 86
France 86
Surinam * 92
Germany 65
Sweden 29
Greece 112
Switzerland 58
Guatemala 101
Taiwan 69
Hong Kong 29
Thailand 64
Hungary * 82
Trinidad * 55
India 40
Turkey 85
Indonesia 48

Iran 59
United Kingdom 35

Ireland 35 United States 46

Israel 81 Uruguay 100

Italy 75 Venezuela 76

Jamaica 13 Vietnam * 30

Japan 92 West Africa 54

Arab World **
Individualism
38
Luxembourg * 60

Malaysia 26
Argentina 46
Malta * 59
Australia 90
Mexico 30
Austria 55

Austria 55 Morocco * 46

Bangladesh * 20 Netherlands 80

Belgium 75 New Zealand 79

Brazil 38 Norway 69

Bulgaria * 30 Pakistan 14

Canada 80 Panama 11
Chile 23 Peru 16
China * 20 Philippines 32
Colombia 13 Poland * 60
Costa Rica 15 Portugal 27
Czech Republic * 58 Romania * 30
Denmark 74 Russia * 39
East Africa ** 27 Singapore 20
Ecuador 8
Slovakia * 52
El Salvador 19
South Africa 65
Estonia * 60
South Korea 18
Finland 63
Spain 51
France 71
Surinam * 47
Germany 67
Sweden 71
Greece 35
Switzerland 68
Guatemala 6
Taiwan 17
Hong Kong 25
Thailand 20
Hungary * 80
Trinidad * 16
India 48
Turkey 37
Indonesia 14
United Kingdom 89
Iran 41
United States 91
Ireland 70

Israel 54 Uruguay 36

Italy 76 Venezuela 12

Jamaica 39 Vietnam * 20

Japan 46 West Africa 20

Arab World **
Masculinity
52 Luxembourg * 50
Argentina 56 Malaysia 50
Australia 61
Malta * 47
Austria 79
Mexico 69
Austria 79
Morocco * 53
Bangladesh * 55
Netherlands 14
Belgium 54
New Zealand 58
Brazil 49
Norway 8
Bulgaria * 40
Pakistan 50
Canada 52
Panama 44
Chile 28
Peru 42
China * 66
Philippines 64
Colombia 64
Poland * 64
Costa Rica 21
Portugal 31
Czech Republic * 57
Romania * 42
Denmark 16
Russia * 36
East Africa ** 41
Singapore 48
Ecuador 63
Slovakia * 110
El Salvador 40
South Africa 63
Estonia * 30
South Korea 39
Finland 26
Spain 42
France 43
Surinam * 37
Germany 66
Sweden 5
Greece 57
Switzerland 70
Guatemala 37

Hong Kong 57 Taiwan 45

Hungary * 88 Thailand 34

India 56 Trinidad * 58

Indonesia 46 Turkey 45

Iran 43 United Kingdom 66

Ireland 68 United States 62

Israel 47 Uruguay 38

Italy 70 Venezuela 73

Jamaica 68 Vietnam * 40

Japan 95 West Africa 46

 Long-term orientation
Australia 31
Bangladesh * 40

Brazil 65
Canada 23

China * 118
Czech Republic * 13

East Africa ** 25

Germany 31
Hong Kong 96

Hungary * 50
India 61

Japan 80
Netherlands 44

New Zealand 30
Norway 20

Philippines 19
Poland * 32

Singapore 48
Slovakia * 38

South Korea 75
Sweden 33

Taiwan 87

Thailand 56
United Kingdom 25

United States 29
Vietnam * 80

West Africa 16
Menekankan
Effective
EffectiveStrategic
StrategicLeadership
Leadership

Praktek Etika
Menciptakan
Menciptakan
Menentukan
Menentukan Keseimbangan
Keseimbangan
Arah
ArahStratejik
Stratejik Kontrol
Kontrol
Organisasi
Organisasi

Mempertahankan
Mempertahankan
Memanfaatkan
Memanfaatkan& & Mengembangkan
Mengembangkan Menekankan
Menekankan
Budaya
Budaya
Mempertahankan
Mempertahankan Modal
Modal Praktek
Praktek
Organisasi
Organisasi
Kompetensi
KompetensiInti
Inti Manusia
Manusia Etika
Etika
yang
yang Efektif
Efektif

• Praktek etika meningkatkan efektifitas proses penerapan

strategi.
• Perusahaan yang etis mendorong dan memungkinkan individu
pada seluruh tingkat organisasi untuk melakukan penilaian
etika.
• Untuk mempengaruhi penilaian etika dan kebiasaan pekerja
dengan tepat, praktek etika harus membentuk proses
pembuatan keputusan perusahaan dan menjadi bagian integral
budaya organisasi.
• Pemimpin menentukan suasana untuk terciptanya sebuah
lingkungan yang saling menghormati, kejujuran dan praktek
etika antar pekerja.
 Effective
EffectiveStrategic
StrategicLeadership
Leadership

Menciptakan Menciptakan
Menciptakan
Keseimbangan Kontrol Menentukan
Menentukan
Arah
ArahStratejik
Stratejik
Keseimbangan
Keseimbangan
Kontrol
Kontrol
Organisasi Organisasi
Organisasi

Mempertahankan
Mempertahankan
Memanfaatkan
Memanfaatkan& & Mengembangkan
Mengembangkan Menekankan
Menekankan
Budaya
Budaya
Mempertahankan
Mempertahankan Modal
Modal Praktek
Praktek
Organisasi
Organisasi
Kompetensi
KompetensiInti
Inti Manusia
Manusia Etika
Etika
yang
yang Efektif
Efektif

• Kontrol organisasi menyediakan parameter strategi dan tindakan

koreksi mana yang akan diterapkan.
• Pengawasan keuangan sering ditekankan dalam perusahaan besar
dan berfokus pada hasil keuangan jangka pendek.
• Pengawasan stratejik lebih berfokus pada kandungan tindakan
stratejik, dari pada hasil-nya.
• Pemimpin stratejik yang berhasil, menyeimbangkan pengawasan
stratejik dan pengawasan keuangan (mereka tidak menghapuskan
pengawasan keuangan) dengan maksud untuk mencapai penghasilan
jangka panjang yang lebih baik.
 Kepemimpinan Stratejik

Kepemimpinan Stratejik meliputi:

Kemampuan untuk mengantisipasi, memimpikan,

mempertahankan fleksibilitas dan memberdayakan
orang lain untuk menciptakan perubahan stratejik
Pekerjaan Multi-fungsi yang melibatkan bekerja
dengan orang lain
Lebih mempertimbangkan keseluruhan
perusahaan dari pada hanya sub-unit

Kerangka referensi manajerial

 MANAJERIAL DAN
KEPEMIMPINAN
Menawarkan
Membimbing keahlian manajemen
organisasi dalam untuk mengatasi
menghadapi perubahan yang
perubahan yang terus menerus
terus menerus
Kompetensi yang Perlu Dimiliki
oleh Seorang Pemimpin

Mengapa pemimpin Kompetensi yang

dibutuhkan? dibutuhkan oleh
pemimpin
The ability to: •business literacy
•build confidence •creativity
•build enthusiasm •cross-cultural effectiveness
•cooperate •empathy
•deliver results •flexibility
•form networks •proactivity
•influence others •problem solving
•use information •relation building
•teamwork
•vision
 Karakteristik 20th Century 21st Century
Organization The Pyramid The Web or Network
Focus Internal External
Style Structured Flexible
Source of Strength Stability Change
Structure Self-sufficiency Interdependencies
Resources Atoms – physical Bits – information
Operations assets Virtual integration
Products Vertical integration Mass customization
Reach Mass production Global
Financials Domestic Real-time
Quarterly
 Characteristic 20th Century 21st Century
Inventories Months Hours
Strategy Top-down Bottom-up
Leadership Dogmatic Inspirational
Workers Employees Employees/ free
Job Expectations Security agents
Motivation To compete Personal growth
Improvements Incremental To build
Quality Affordable best Revolutionary
No compromise
– System - a set of interrelated and interdependent
parts arranged in a manner that produces a unified
whole
• provides a more general and broader picture of what
managers do than the other perspectives provide

– Closed system - not influenced by and do not

interact with their environment

– Open system - dramatically interact with their

environment
• organizations - take in inputs from their environments
– transform or process inputs into outputs
1-73
– outputs are distributed into the environment
 Environment

ORGANISASI

Inputs Transformation Outputs

Raw materials Employee’s work Products and services
Human resources activities Financial results
Capital Management Information
Technology activities Human results
Information Technology and
operations methods

Feedback

Environment
1-74
 • Managing Systems (cont.)
– managers must
• coordinate various work activities
• ensure that interdependent parts work
together
• recognize and understand the impact
of various external factors
– decisions and actions taken in one
organizational area will affect other
areas and vice versa
© Prentice Hall, 2002 1-75
 • Stakeholder Relationship Management
– Who are stakeholders?
• any constituencies that are affected
by the organization’s decisions and
actions
–include internal and external groups
–can influence the organization

© Prentice Hall, 2002 3-76

© Prentice Hall, 2002 3-77
• Managing in Different and Changing Situations
– require managers to use different approaches
and techniques
– Contingency perspective - different ways of
managing are required in different
organizations and different circumstances
• stresses that there are no simplistic or
universal rules
• contingency variable

© Prentice Hall, 2002 1-78

1-79
• Organization
– a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
– each organization has a distinct purpose
– each organization is composed of people
– all organizations develop some deliberate structure
– today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes

© Prentice Hall, 2002 1-80

1-81
 Strategic leadership and innovation?

 Two forms of innovation:

Process.
Results in better ways of doing things.
Product.
Results in the creation of new or improved goods and services.

 Innovations require invention and

application.
Invention.
Act of discovery.
Development of new ideas.
Application.
Act of use.
Implementation of new ideas.

Management 8/e - Chapter 18 82

 Strategic leadership and
innovation?
 Leadership responsibilities for the
innovation process:
Imagining.
Designing.
Experimenting.
Assessing.
Scaling.

83
 Four steps of the product innovation process:
Idea creation.
Initial experimentation.
Feasibility determination.
Final application.

84
  In highly innovative organizations …
Corporate strategy and culture should:
Emphasize an entrepreneurial spirit.
Expect innovation.
Accept failure.
Be willing to take risks.
Organization structure should:
Be organic.
Have lateral communications.
Use cross-functional teams and task forces.

85
  In highly innovative organizations …
Top management should:
Understand the innovation process.
Be tolerant of criticism and differences of opinion.
Take all possible steps to keep goals clear.
Maintain the pressure to succeed.
Break down barriers to innovation.
Staffing should fulfill five critical innovation roles:
Idea generators.
Information gatekeepers.
Product champions.
Project managers.
Innovation leaders.

86
 Memperjelas/merumuskan
strategic intent

Aktivitas Mengembangkan organisasi

Membentuk kultur
organisasi
New Business Environment 88
SPRITUAL LEADERSHIP
• Seorang karyawan keluar dari perusahaan tanpa
mengambil gajinya, majikan kemudian menginvestasikan
gaji tersebut pada pada bisnis dan akhirnya berkembang.
Setelah beberapa tahun si karyawan kembali dan
menanyakan tentang gajinya dahulu yang merupakan
haknya yang belum dibayarkan oleh majikan. Kemudian si
majikan menunjukkan sekumpulan asset yang merupakan
gaji si karyawan, karyawan berfikiran bahwa majikan
berkelakar atau mempermainkannya karena gajinya
tidaklah senilai dengan asset yang ditunjukkan. Simajikan
menjelaskan bahwa dia menginvestasikan gaji ybs dan
assets yang ada itu adalah hasiil invesgasi setelah
beberapa.
• Saya berhutang budi pada mertua sopir saya (Sudamek
Dirut Kelompok Garuda Food)
• mengedepankan kepentingan karyawan dari kepentingan
perusahaan
• The origin of spiritual leadership concept is
based on the word spirit. According to Anderson
(2000), spirit is originated from the Latin word
spiritus which means breath.
• Spirit which is defined as the abstract power
keeping people alive and invigorated means a
person’s deep connection with self and
awareness of realities in human nature
(Fairholm, 1997).
• spiritual leadership means forming a work
environment where people can exhibit their
talents and functions thoroughly and which is
based on trust and humanistic values
Qualities of Islamic leadership

• Truthfulness (al-sidq),
• Trust (amanah),
• Knowledge (fathonah)
• Communication (tabligh)
• Religion is concerned with a theological system of
beliefs, ritual prayers, rites and ceremonies and
related formalized practices and ideas.
• Spirituality, instead, is concerned with qualities of
the human spirit. This includes positive
psychological concepts, such as love and
compassion, patience, tolerance, forgiveness,
contentment, personal responsibility, and a sense
of harmony with one's environment
• spirituality is necessary for religion, but religion is
not necessary for spirituality. Consequently,
workplace spirituality can be inclusive or exclusive
of religious theory and practice
• Comprising the values, attitudes, and
behaviors that are necessary to
intrinsically motivate one‟s self and others
so that they have a sense of spiritual
survival through calling and membership
• fundamental elements of spiritual
leadership
– Vision,
– altruistic love and
– hope/faith
 Vision
• an image of future with some intrinsic or extrinsic
motive that why people should work in attainment
of that future
• A clear vision gives a general direction to people
that what they are working for and what will be
their future.
• It motivates members of the organization to
struggle for an elevated purpose, imitate higher
standards of excellence and to work for high
ideals,
• yield the higher organizational commitment .
Altruistic love
• a sense of self fulfillment, harmony and goodness
created through true care, concern and gratitute for
self and for others
• Giving love and care unconditionally have great
psychological and emotional benefits for both
leaders and members.
– A good number of psychological studies
resulted that love has the power to conquer
negative and destructive feelings such as
stress, anger and fear.
• The core values of altruistic love are kindness,
compassion, patience, courage, honesty, appreciation,
trust, faithfulness, humbleness and forgiveness
Hope/faith

• Desire with anticipation of being fulfilled,

and faith is solid conviction in something
which has no physical or substantial proof
• Faith brings firmness and conviction to
hope.
• People with hope/faith have clear goal that
where they are going, how to achieve that
goal and are willing to faceresistance and
adversity in way to achieve their goals
• spiritual leadership can produce follower
trust, intrinsic motivation, and commitment
that is necessary to optimize human well-
being, social responsibility, and
organizational performance.
• Altruism or selflessness is the principle or
practice of concern for the welfare of
others
Perilaku kepemimpinan spiritual dalam
mengefektifkan proses organisasi

• Berperilaku sebagai murabbi (penggembala) dalam

mengembangkan kepemimpinan dan tanggung jawab;
• Berperilaku sebagai penjernih dan pengilham dalam proses
• komunikasi dan inovasi;
• Berperilaku sebagai ta 'mir (pemakmur) dalam mensejahterakan
bawahannya;
• Berperilaku sebagai entrepreneur dalam kiat-kiatnya
mengembangkan usaha; dan
• Berperilaku sebagai pemberdaya dalam mengembangkan jiwa
kepemimpinan bagi bawahannya dan dalam menciptakan pemimpin
baru yang lebih baik.