LANDASAN KONSEPTUAL DIKLAT

KEPEMIMPINAN POLA BARU

PUSAT PENGEMBANGAN PROGRAM DAN PEMBINAAN
DIKLAT
KEDEPUTIAN DIKLAT APARATUR
LEMBAGA ADMINISTRASI NEGARA
BADAN DIKLAT DIY
http://diklat.jogjaprov.go.id
JALAN PANJANG MENUJU
PERUBAHAN.
DIKLAT MASA DEPAN
2007: Market Based
Training
PEMBAHARUAN SISTEM
DIKLAT APARATUR:
2008 SD 2011: Leadership
Competency Model
REVIEW PEMBAHARUAN
SISTEM DIKLAT APARATUR
2012 SD SEKARANG: Adaptive
Leadership
Leadership Competency Model
(Stephen Wagner)
1. Self-Management dengan kompetensi inti work habits,
work attituteds, stress management, dan learning;
2. Leading Others dengan kompetensi inti
communicating, interpersonal awareness, motivating
others, developing others, dan influencing;
3. Task Management dengan kompetensi initi executing
task, solving problems, managing information and
material resource, managing human resources, dan
enhancing performance;
4. Innovation dengan kompetensi inti creativity,
enterprising, integrating perspectives, forcasting and
managing change; dan
5. Social Responsibility dengan kompetensi inti civic
responsibity, social knowledge, ethical processs, leading
others ethically, and acting with integrity
The Practice of ADAPTIVE LEADERSHIP
Tools and Tactics for Changing Your
Organization and The World
Ronald Hafeits, Alexander Grashow, dan
Marty Linski
2009
JALAN PANJANG MENUJU
PERUBAHAN.
DIKLAT MASA DEPAN
2007: Need Based
Training
PEMBAHARUAN SISTEM
DIKLAT APARATUR:
2008 SD 2011: Leadership
Competency Model
REVIEW PEMBAHARUAN
SISTEM DIKLAT APARATUR
2012 SD SEKARANG:
Adaptive Leadership
Leadership Competency Model
(Stephen Wagner)
1. Self-Management dengan kompetensi inti work habits,
work attituteds, stress management, dan learning;
2. Leading Others dengan kompetensi inti communicating,
interpersonal awareness, motivating others, developing
others, dan influencing;
3. Task Management dengan kompetensi initi executing
task, solving problems, managing information and material
resource, managing human resources, dan enhancing
performance;
4. Innovation dengan kompetensi inti creativity, enterprising,
integrating perspectives, forcasting and managing change;
dan
5. Social Responsibility dengan kompetensi inti civic
responsibity, social knowledge, ethical processs, leading
others ethically, and acting with integrity
The Practice of ADAPTIVE LEADERSHIP
Tools and Tactics for Changing Your
Organization and The World
Ronald Heifets, Alexander Grashow, dan
Marty Linski
2009
ADAPTATION
A successful adaptation enables an organism
to thrive in a new and challenging
environment, (Heifets, 2009)
ADAPTATION
A successful adaptation enables an organism
to thrive in a new and challenging
environment, (Heifets, 2009)
LEADERSHIP
1. The art of getting someone else to do something you
want done because he wants to do it (Dwight D
Eisenhower)
2. A leader is a dealer in hope (Napoleon Boneparte)
3. A leader is one who knows the way, goes the way and
shows the way (John C. Maxwell)
KEPEMIMPINAN
Kemampuan memobilisasi orang
(Heifets, 2009)
KEPEMIMPINAN DAN PERUBAHAN
Leadership becomes important and needed
only in times when you require some kind of
changes, some kind of innovation. In a stable
environment, all you need is the authority or
expertise (Heifets)
LEADERSHIP FROM A POSITION OF
ATHORITY
TASK TECHNICAL ADAPTIVE
Direction Provide problem and solution Identify the adaptive
challenge
Protection Protect from external threats Disclosure external threats
order Orient people to current
roles
Restore order
Maintain norms
Disorient current roles;
resist orienting people to
new roles quickly
Expose conflict or let it
emerge
Challenge norms or let
them be challenged
DISTINGUISHING TECHNICAL PROBLEM
AND ADAPTIVE CHALLENGES
Kind of
Challenge
Problem
definition
Solution Locus of
work
Technical Clear Clear Authority
Technical and
Adaptive
Clear Requires
learning
Authority and
stakeholder
Adaptive Requires
learning
Requires
learning
Stakeholder
THE ADAPTIVE LEADERSHIP PROCESS
INTERPRET
INTERVENE
OBSERVE
FOUR ADAPTIVE ARCHETYPES
1. Gap between espoused values and
behaviour;
2. Competing commitments
3. Speaking the unspeakable
4. Work avoidance
DEPICTING YOUR LOYALITIES
ACT POLITICALLY
Increase
In your
Informal authority
Scope of
Authority
1. Allies: How can this ally best
help you sucessfully
implement your intervention?
2. Opponents: How might you
neutralize their opposition or
get them on your side?
3. Senior authorities: What might
you say or do to secure their
support as you initiative is
being implemented?
Thank You
For Your Attentive and
Active Participation