Ringkasan Mingguan

  • Umum

    • KEPEMIMPINAN MM FEB Semester Ganjil 2025 Forum

      Assalamualaikum wr.wb. 

      Salam sejahtera untuk kita semua, Om Swastiastu, Nama Budaya, Salam Kebajikan

      Selamat datang di mata kuliah Leadership. 

      Semoga kita semua selalu diberikan kesehatan agar dapat menjalani perkuliahan dengan baik.

      Tim pengajar pada mata kuliah ini ada 2 yaitu 

      Dr. Nova Mardiana, S.E.,M.M.

      Dr. Habibullah Djimad, S.E., M.Si.

      Semoga mahasiwa dapat mengikuti perkuliahan daring dengan maksimal dan memahami materi perkuliahan yang disampaikan.

    • Hand book of Leadership Halaman

      Hand book of Leadership


    • RPS Berkas 52.2KB Dokumen Word 2007
    • PETUNJUK PERKULIAHAN Forum

      Agar mahasiswa dapat mengakses dan dapat mengikuti perkuliahan Leadership ini dengan baik dan lancar, ada beberapa hal yang perlu diikuti oleh seluruh mahasiswa, yaitu:

      1.     Mahasiswa dapat mengakses mata kuliah Leadership pada LMS Vclass Unila (vclass.unila.ac.id) melalui smartphone atau komputer/laptop yang telah tersambung jaringan internet.

      2.     Untuk dapat mengakses (login) pada LMS Vclass Unila, mahasiswa wajib memiliki akun SSO Unila yang dapat diperoleh dari UPT TIK Unila.

      3.     Mahasiswa dapat meminta password pada Dosen Pengampu mata kuliah agar dapat masuk sebagai participant apabila kelas dikunci.

      4.     Mahasiswa wajib menggunakan Nama Asli dan mencantumkan NPM sebagai nama akun Vclass. Contoh format penamaan akun: Adi Saputra _1711011100. Selain itu mahasiswa juga wajib menampilkan foto asli resmi pada profil akun masing-masing.

      5.     Setelah bergabung dalam kelas virtual mata kuliah Leadership, mahasiswa diiwajibkan membaca semua petunjuk dan materi/ konten yang telah diberikan oleh dosen untuk setiap pertemuan, sebelum pertemuan perkuliahan tersebut dilaksanakan.

      6.     Mahasiswa wajib secara aktif berpartisipasi dalam diskusi yang dilaksanakan di setiap pertemuan, karena hal ini merupakan salah satu aspek penilaian akhir.

      7.     Mahasiswa wajib mengerjakan seluruh tugas yang diberikan oleh dosen dan mengumpulkan sesuai dengan waktu yang telah ditentukan.

      8.     Mahasiswa diperbolehkan untuk aktif bertanya dalam setiap kegiatan pembelajaran jika ada hal-hal yang masih kurang dipahami dari materi yang disampaikan oleh dosen.

      9.     Mahasiswa wajib mengikuti kuis yang akan diselenggarakan sebanyak dua (2) kali, yaitu pada akhir pertemuan/minggu ke-4 dan ke-12.

      10.  Mahasiswa wajib mengikuti Ujian Tengah Semester (UTS) yang akan diselenggarakan pada pertemuan/minggu ke-8.

      11.  Mahasiswa wajib mengikuti Ujian Akhir Semester (UAS) yang akan diselenggarakan pada akhir perkuliahan atau pertemuan/minggu ke-16.

    • Hand book Leadership Halaman

      Hand book Leadership


  • Session 1; Syllabus Explanation and Group Formation & Chapter 1: What do we mean by Leadership?

  • Session 2; Ch 2. Leader Development

    Leader Development 40

    Introduction 40
    The Action–Observation–Reflection Model 42 The Key Role of Perception in the Spiral
    of Experience 45

    Perception and Observation 45 Perception and Reflection 47 Perception and Action 48

    Reflection and Leadership Development 49 Single- and Double-Loop Learning 53

    Making the Most of Your Leadership Experiences: Learning to Learn from Experience 54

    Leader Development in College 57
    Leader Development in Organizational Settings 59 Action Learning 64
    Development Planning 65
    Coaching 67
    Mentoring 69

    Building Your Own Leadership Self-Image 72 Summary 74

    • 2ND assignment Forum

      answers this questions..
      1. Explain how to building technical competence !
      2. Explain how to building effective relationships with superiors !
      3. Explain how to building effective relationships with peers
      4. Explain how to developi planning

    • Closing

      Ya Allah..., 

      Thank you for loving all of us with good health so we can study today in great spirit. 

      Today is a great learning experience for all of us.

      Please make the things that I know how to be useful and something I will remember and implement in daily life. 

      You have great power to makes the impossible happen. 

      Please allow us to be more understanding of the lesson even from before. 

      Thank you for allowing us to learn something new and make us richer with information. 

      Aamiin...

      Thank you very much for your seriousness in participating in the learning. 

      See you next week...


    • PEMBUKAAN

      Pada sesi ini kita akan pelajari keterampilan untuk mengembangkan diri sebagai pemimpin

    • PENYAJIAN

    • PENUTUP

  • Session 3; Ch 3. Skills for Developing Yourself as a Leader

    Introduction 82
    Your First 90 Days as a Leader 83

    Before You Start: Do Your Homework 83 The First Day: You Get Only One Chance
    to Make a First Impression 84
    The First Two Weeks: Lay the Foundation 85 The First Two Months: Strategy, Structure,

    and Staffing 87

    The Third Month: Communicate and Drive Change 88 Learning from Experience 89

    Creating Opportunities to Get Feedback 89 Taking a 10 Percent Stretch 89
    Learning from Others 90
    Keeping a Journal 90

    Having a Developmental Plan 92 Building Technical Competence 92

    Determining How the Job Contributes to the Overall Mission 93
    Becoming an Expert in the Job 94
    Seeking Opportunities to Broaden Experiences 94

    Building Effective Relationships with Superiors 95 Understanding the Superior’s World 96
    Adapting to the Superior’s Style 96

    Building Effective Relationships with Peers 97

    Recognizing Common Interests and Goals 98 Understanding Peers’ Tasks, Problems, and Rewards 98 Practicing a Theory Y Attitude 99

    Development Planning 99
    Conducting a GAPS Analysis 100
    Identifying and Prioritizing Development Needs: Gaps of GAPS 102
    Bridging the Gaps: Building a Development Plan 103
    Reflecting on Learning: Modifying Development Plans 105
    Transferring Learning to New Environments 105

  • Session 4. Ch 4. POWER AND INFLUENCE

    Introduction 110
    Some Important Distinctions 110 Power and Leadership 114

    Sources of Leader Power 114
    A Taxonomy of Social Power 117

    Expert Power 118 Referent Power 118 Legitimate Power 119 Reward Power 120 Coercive Power 121

    Concluding Thoughts about French and Raven’s Power Taxonomy 124
    Leader Motives 126

    Influence Tactics 129
    Types of Influence Tactics 129
    Influence Tactics and Power 130
    A Concluding Thought about Influence Tactics 134

    Summary 136

    • Introduction to Power & Influence

      Assalamu'alaikum wr wb

      Dear students

      What comes to  your  mind when you think about power? Do you think of a person wielding enormous authority over others? Do you think of high office? Do you think of taking others do things against their will? Is power ethically neutral, or is it inherently dangerous as Lord Acton said? (“Power corrupts, and absolute power corrupts absolutely.”) Do you think a leader’s real power is always obvious to others? What sorts of things  might enhance or detract from a leader’s power? What are the pros and  cons of different ways of trying to influence people? These are the kinds of issues we will explore in this chapter.   



    • Presentation: Power & Influence

    • QUIZ TIME

    • Quiz 1 Forum

      1.Some definitions of leadership exclude reliance on formal authority or coer- cion (that is, certain actions by a person in authority may work but should not be considered leadership). What are the pros and cons of such a view?

      2. Some people say it dilutes a leader’s authority if subordinates are allowed to give feedback to the leader concerning their perceptions of the leader’s perfor- mance. Do you agree?

      3. Is leadership just another word for influence? Can you think of some examples of influence that you would not consider leadership?

      4. Explain how to building technical competence !

      5. Explain how to building effective relationships with superiors !

      6. Explain how to building effective relationships with peers!

    • Closing

      Ya Allah..., 

      Thank you for loving all of us with good health so we can study today in great spirit. 

      Today is a great learning experience for all of us. 

      Please make the things that I know how to be useful and something I will remember and implement in daily life. 

      You have great power to makes the impossible happen. 

      Please allow us to be more understanding of the lesson even from before. 

      Thank you for allowing us to learn something new and make us richer with information. 

      Aamiin...

      Thank you very much for your seriousness in participating in the learning. 

      See you next week...

    • Introduction Section 4

      Bismillahirohmannirohim..

      Assalamualaikum Wr.Wb.....

      Salam sejahtera untuk kita semua, Om Swastiastu, Nama Budaya, Salam Kebajikan..

      Tabikpuuun...

      n

      Dear students,

      Leaders can use power for good or ill, and a leader’s personal values and ethical code may be among the most important determinants of how that leader exercises the various sources of power available. That this aspect of leadership needs closer scrutiny seems evident enough in the face of the past decade’s wave of scandals involving political, business, and even religious leaders who collectively rocked trust in both our leaders and our institutions.

      learning objectives chapter 5 leadership ethics and values

      1. to be abel to know leadership and doing the right things

      2. to be abel to know ethics and values based approaches to leadership

      3. to be able to know the roles of ethics and value in organizational leadership

      Don't forget to fill in your presence

      Thank you for your attention and participation




    • Learning Materials: Leadership Ethics & Values Folder

      Book: Leadership_ Enhancing the Lessons of Experience

    • Persentation of your Project


      Project based learning

      Project based learning phase 1

      Make your presentation in 5 slides maximum, containing:

      1. Previous research briefly and research models that have been used
      2. The new model you proposed

      Good Luck

    • Closing
      Thank you very much for your seriousness in participating in the learning. Evaluation of your learning can be seen in the following folder.
      See you next week

    • PROJECT BASED REPORT Halaman

       

       

       

       

      CASE/PROBLEM BASED TEMPLATE 

       

      IDENTITAS MATAKULIAH

      Matapelajaran:

      Leadership

      Pokok Bahasan: 

      Focus on the leader

      Sub Pokok Bahasan:

      Leadership, ethics & values

      CPMK

       

      Sub CPMK

       

      Kasus/Problem:

      Ethics is considered to be able to eliminate dirty business practices

       

       

      SCRIPT – INTRODUCTION/ORIENTASI PADA MASALAH

       

      Orientasi pada masalah/Defining the Problem (Open ended problem/Real life Problem)

       

      KASUS/PROBLEM A

       

      According to Professor at the Faculty of Business Economics, University of Indonesia, Cynthia Afriani Utama, there are still many companies that get around taxes (transfer pricing), unclean policies, unethical culture. So ahw considered that it was necessary for an individual's ability or moral awareness to differentiate between right and wrong actions.

      Ethical violations in business practices in Indonesia are a serious problem that can damage a company's integrity and reputation and destroy public trust. So good strategies are needed, such as increasing awareness and training related to business ethics, to prevent it.

      However, she reminded that cooperation between the government, business sector and civil society is very important in fighting ethical violations and promoting fair and responsible business practices.

      KASUS/PROBLEM B

      SCRIPT – ANALISIS MASALAH

       

      1. Tiap kelompok Brainstorming

       

      group 1: ethics is very influential in preventing dirty practices by business people.

      group 2: the importance of paying taxes to support governance so that moral leadership is maintained.

      Group 3: Business people must be able to distinguish between good and bad actions so that ethics are maintained.

      group 5: the importance of moral awareness of business people in order to avoid unethical and unlawful actions.

      group 6: the importance of ethics to maintain the integrity and reputation of the company.

      group 7: the need for individual awareness in handling matters of corporate ethics to create a business environment with integrity in Indonesia.

       

      2. Alternatif Solusi

       

      Creating an ethical climate is not easy or just a matter of following a simple recipe. Conflicts over values can arise even when an organization has clearly published values that are embraced by everyone. That can happen when employees and leaders have divergent perceptions of whether the leader’s behavior embodies important

      corporate values.

        

        

       

      SCRIPT-PROBLEM SOLVING ACTIVITES

      4. Mengumpulkan informasi dan Pengembangan Solusi

       Ethical violations in business practices in Indonesia are a serious problem that can damage a company's integrity and reputation and destroy public trust. So good strategies are needed, such as increasing awareness and training related to business ethics, to prevent it.

       

       cooperation between the government, business sector and civil society is very important in fighting ethical violations and promoting fair and responsible business practices.

        

       

       

       

       

       

       

      4.  Presentasi (Sharing) dan Penyajian Hasil Karya


       

      Group 4:

      - Cika Nandita Roesly (2211011116)

      https://youtu.be/NiVH1vUkHWY?feature=shared

       

      - Khoirul Anam (2211011173)

      https://youtu.be/AmPsGjwUcUA?si=JcXw6g5NjJdZlsVr

       

      - Fauzi Arfan (2251011013)

      https://youtu.be/Pk6-6mut6RY?feature=shared

       

      - Zahwa Nura Aziza (2251011030)

      https://youtu.be/WFQct-cMWMc?si=IVV46gJeWKfgnnKJ

       

       

       

       

       

       

      SCRIPT-REFLEKSI DAN TINDAK LANJUT

       

      According to Professor at the Faculty of Business Economics, University of Indonesia, Cynthia Afriani Utama, there are still many companies that get around taxes (transfer pricing), unclean policies, unethical culture. So he considered that it was necessary for an individual's ability or moral awareness to differentiate between right and wrong actions.

      Ethical violations in business practices in Indonesia are a serious problem that can damage a company's integrity and reputation and destroy public trust. So good strategies are needed, such as increasing awareness and training related to business ethics, to prevent it.

       

       

       

       

       

       

      Validate

      Date: 30 Agust 2023

       

       

      Lecturer:    (1)                                                                 (2)                                                   (3)

       

    • PENDAHULUAN

    • Tujuan pembelajaran Buku

      Assalamu'alaikum  wr wb
      Pemimpin dapat menggunakan kekuasaan untuk kebaikan atau keburukan, dan nilai-nilai pribadi serta kode etik seorang pemimpin mungkin merupakan salah satu penentu terpenting tentang bagaimana pemimpin tersebut menjalankan berbagai sumber kekuasaan yang tersedia. Bahwa aspek kepemimpinan ini perlu dicermati lebih cermat tampaknya cukup jelas dalam menghadapi gelombang skandal dekade terakhir yang melibatkan pemimpin politik, bisnis, dan bahkan agama yang secara kolektif mengguncang kepercayaan pada para pemimpin dan lembaga kita.

    • PENYAJIAN

    • PPT Kelompok 3 Halaman

      Kelompok 3:
      1. Azmi Farhan Fauzian 1811011069
      2. Salsabila Nisrina 1851011003
      3. Sarassasti Ayu Nabila 1851011002
      4. Muhammad Rusdiansyah 1811011067
      5. Sherly Noveliza 1811011019
      6. Desty Gita Ramadhanty 1811011017
      7. Rayhan Aliamin 1851011012

    • Presentasi Mahasiswa Berkas 14.5MB Dokumen PDF

      Silahkan dipelajari, dipahami dan diskusikan 

    • PENUTUP

  • Session 5; Chapter 5: Values, Ethics, and Character

    • Introduction

      c

      Assalamu'alaikum wr wb

      Dear students,

      Leaders face dilemmas that require choices between competing sets of values and priorities, and the best leaders recognize and face them with a commitment to doing what is right, not just what is expedient. Of course the phrase doing what is right sounds deceptively simple. Sometimes it takes great moral courage to do what is right, even when the right action seems clear. At other times, though, leaders face complex challenges that lack simple black-and-white answers. Whichever the case, leaders set a moral example to others that becomes the model for an entire group or organization, for good or bad. Leaders who themselves do not honor truth do not inspire it in others. Leaders concerned mostly with their own advancement do not inspire selflessness in others. Leaders should internalize a strong set of ethics—principles of right conduct or a system of moral values.

    • LEARNING OBJECTIVE

      1. Importance of Values in Leadership

      2. Ethics and Decision-Making

      3. Core Ethical Principles

      4. The Importance of Character in Leadership

      5. The Impact of Ethical Leadership
      6. Conclusion

    • PRESENTATION

      Thank you very much for your seriousness in participating in the learning. Evaluation of your learning can be seen in the following folder.
      See you next week

    • Evaluation Ch 5. Values, Ethics and Character Forum

      Answers this questions...

      1. What Are Critical Elements of Developing Ethical Leadership?
      2. led Hannah and Avolio to recommend greater attention be paid to a concept they call moral potency. It has three main components. Explain about that !
      3. Explain about       Ten characteristics are often associated with servant leaders.

    • Closing

      Ya Allah..., 

      Thank you for loving all of us with good health so we can study today in great spirit. 

      Today is a great learning experience for all of us. 

      Please make the things that I know how to be useful and something I will remember and implement in daily life. 

      You have great power to makes the impossible happen. 

      Please allow us to be more understanding of the lesson even from before. 

      Thank you for allowing us to learn something new and make us richer with information. 

      Aamiin...

      Thank you very much for your seriousness in participating in the learning. 

      See you next week...

    • Introduction 

      Bismillahirohmannirohim..

      Assalamualaikum Wr.Wb.....

      Salam sejahtera untuk kita semua, Om Swastiastu, Nama Budaya, Salam Kebajikan..

      Tabikpuuun...

      n

      Dear students,

      In Chapter 1 leadership was defined as “the process of influencing an organized group toward accomplishing its goals.” Given this definition, one question that leadership researchers have tried to answer over the past century is whether certain personal attributes or characteristics help or hinder  the leadership process. In other words, does athletic ability, height, personality, intelligence, or creativity help a leader to build a team, get results, or influence a group?

      earning objectives chapter 6 leadership attributes

      1. to be abel to know personality traits and leadership

      2. to be able to know personalyt types and leadership

      3. to be abel to know intellegence and leadership

      4. to be able to know emotional intelligence and leadership

      Don't forget to fill in your presence

      Thank you for your attention and participation



    • Learning Materials: Leadership Attributes Folder

      Book: Leadership_ Enhancing the Lessons of Experience

    • Project-Based Learning Assigment: Persentation dan Paper Penugasan

      Send your draft and PPT

      Your assignment:

      • PPT presentation
      • You may send also your PBL presentation in youtube link
      • Your document of 10 articles resume according to PBL instruction

    • Project-Based Presentation URL

      PBL Presentation by Khevin Angga Putra 

      PBL Presentation by Chen Tia 

    • Closing
      Thank you very much for your seriousness in participating in the learning. Project Based Learning Step 1 Decision next in the following folder.
      See you next week

    • PROJECT BASED LEARNING Halaman

       

       

       

       

      CASE/PROBLEM BASED TEMPLATE 

       

      IDENTITAS MATAKULIAH

      Matapelajaran:

      Leadership

      Pokok Bahasan: 

      Leadership Attributes

      Sub Pokok Bahasan:

       

      CPMK

      Knowing the relationship between Personality Traits and Leadership 

      Knowing the relationship between Personality Types and Leadership 

      Understand the important of Intelligence in Leadership 

      Understand the relationship between Emotional Intelligence and Leadership

      Sub CPMK

       

      Kasus/Problem:

      The leadership style of director PT. KAI

       

       

      SCRIPT – INTRODUCTION/ORIENTASI PADA MASALAH

       

      Orientasi pada masalah/Defining the Problem (Open ended problem/Real life Problem)

       

      KASUS/PROBLEM A

       

      In leading Jonan uses the principle of leading by example. This aims to make his employees able to work and follow directions in order to achieve the goals to be achieved. 

      In Jonan's leadership era, he was able to change in terms of the mindset that occurred to the community through the use of technology from the replacement of the conventional ticket system to the e-ticketing system. the culture of queuing and orderly entry and exit of the station through one door is also familiarized. As well as a decrease in the number of free riders, it can be seen through the increase in the number of KRL passengers, namely within a month of e-ticketing being implemented, there was an increase in the number of users by 20%, namely 575,134 KRL users per day.

      KASUS/PROBLEM B

      SCRIPT – ANALISIS MASALAH

       

      1. Tiap kelompok Brainstorming

      Personality is an important things in leadership because personlity affect how they in an organization.

      There is so much assessment to determine a personality such as big 5 theory abd MBTI.

      There is a relationship between leader intelligence and experience level. The performance of a leader is a combination between intelligence and experience

      Leader not just need to have a good intelligence but also a good emotional intelligence. This will help a leader to control their emotion and their team emotion.

       

       

       

      2. Alternatif Solusi

       

      A leader should have a balance between personality, intelligence, and emotional intelligence in leadership. all three have an important role in achieving company goals and also in managing member satisfaction. the above can be developed by conducting several assessments, evaluating, and continuing to improve the above.

       

       

       

       

       

       

      SCRIPT-PROBLEM SOLVING ACTIVITES

      4. Mengumpulkan informasi dan Pengembangan Solusi

       

      Understanding the relationship between personality traits and leadership is crucial. Certain traits, such as extraversion, conscientiousness, and openness, are often associated with effective leadership. These traits can contribute to a leader's ability to inspire and guide a team. Personality types, often assessed through tools like the Myers-Briggs Type Indicator (MBTI), can provide insights into leadership styles. Different personality types may excel in various leadership roles. Intelligence, both in terms of cognitive and emotional intelligence, also plays a critical role in leadership. Cognitive intelligence helps leaders make informed decisions and solve complex problems, while emotional intelligence enables them to understand and manage their own emotions and those of their team members, leading to better interpersonal relationships and team dynamics. Meanwhile, Leaders with high emotional intelligence can navigate complex social situations, inspire trust and loyalty, and effectively manage conflicts.

       

       

       

       

       

       

       

      4.  Presentasi (Sharing) dan Penyajian Hasil Karya

       

      -Rafa Nithalaida (2211011065)

       

      -Tiara Rizky Cahya (2211011140)

       

      -Anna Radionova (PB23111011001)

       

       

       

       

       

       

      SCRIPT-REFLEKSI DAN TINDAK LANJUT

       

      In conclusion, Jonan's leadership style, characterized by leading by example, had a transformative impact on the community during his era. Through the introduction of technology and the shift from a conventional ticketing system to e-ticketing, Jonan not only improved the efficiency of the transportation system but also influenced a change in societal mindset. The adoption of e-ticketing promoted a culture of queuing and orderly station entry and exit, significantly reducing free riders.

       

      The results were remarkable, with a substantial 20% increase in the number of KRL passengers within just a month of implementing e-ticketing. This case exemplifies the power of effective leadership in fostering positive changes in both technology adoption and cultural shifts within a community. Jonan's approach of leading by example contributed to the success of this transformation.

       

       

       

       

       

       

      Validate

      Date: 5 Oktober 2023

       

       

      Lecturer:    (1)                                                                 (2)                                                   (3)

       

    • PENDAHULUAN

    • Assalamu'alaikum wr wb

      Pada Bab 1, kepemimpinan didefinisikan sebagai "proses mempengaruhi kelompok yang terorganisir untuk mencapai tujuannya." Dengan definisi ini, satu pertanyaan yang coba dijawab oleh para peneliti kepemimpinan selama abad yang lalu adalah apakah atribut atau karakteristik pribadi tertentu membantu atau menghalangi proses kepemimpinan. Dengan kata lain, apakah kemampuan atletik, tinggi badan, kepribadian, kecerdasan, atau kreativitas membantu seorang pemimpin untuk membangun tim, mendapatkan hasil, atau memengaruhi kelompok?

    • PENYAJIAN

    • Video Persentasi oleh Kelompok 4 URL

      ATRIBUT KEPEMIMPINAN

      Kelompok 4
      1. Mochammad Abirama Permana Setyoko 1951011036
      2. M ghiki ega Z 1951011008
      3. Muhammad Adha Agung 1951011030
      4. Moch. Praba Chasa Dhana 1951011004
      5. Arif Ahmad Dhani 1911011074
      6. Bagas Aef Syaifulloh 1951011024
      7. Alfath Muharom S 1951011034

    • PENUTUP

    • Soal Latihan Penugasan

      Kerjakan soal latihan ini secara mandiri

      1, Apa nilai-nilai dalanm kepemimpinan?

      2. Etika kepemimpinan adalah standar moral yang memberikan batas yang jelas antara yang “baik” dan “buruk”, serta menjadi pedoman pemimpin dalam pengambilan keputusan. Sebutkan dan jelaskan ciri ciri etika kepemimpinan

      3. Apa pendapat saudara ketika ada seseorang yang mengatakan bahwa kepribadian tidak bisa diubah?

      4. Sebutkan atribut-atribut umum yang dipandang perlu dimiliki oleh seorang pemimpin.


    • Presentasi Mahasiswa Kelompok 5 Berkas 2.5MB Presentasi Powerpoint 2007

  • Session 6; Chapter 6: Leadership Attributes

    • Introduction 

      a

      Assalamu'alaikum wr wb

      Dear students,

      Leadership: Enhancing the Lessons of Experience, Ninth Edition

      The purpose of this chapter is to summarize what we currently know about personality, intelligence, and leadership. In other words, what does the research say about the leadership effectiveness of people who are smart, outgoing, innova- tive, and calm versus those who are dumb, shy, practical, and excitable? Do smarter people always make better leaders? Are there situations where tense and moody leaders are more effective than calm leaders? This chapter answers many common questions regarding the roles of personality, intelligence, creativity, and emotional intelligence in leadership effectiveness. As an overview, the chapter defines these four key attributes, reviews some important research findings for these attributes, and discusses the implications of this research for leadership practitioners.

    • PRESENTATION

      Thank you very much for your seriousness in participating in the learning. Evaluation of your learning can be seen in the following folder.
      See you next week


    • RESPONSI 6 Forum

      Leadership: Enhancing the Lessons of Experience, Ninth Edition

      Answers this questions..

      1. What OCEAN personality traits, intelligence components ,or EQ components do you think would help professional sports players be more or less success- ful? Would successful coaches need the same or different personality traits and preferences? Would successful players and coaches need different traits for different sports?

      2. How would you rank-order the importance of analytic intelligence, practical intelligence, creative intelligence, or emotional intelligence for politicians? Would this ranking be the same for college professors or store managers at a Walmart or Aldi store?

      3. Think of all the ineffective leaders you have ever worked or played for. What attributes did they have (or, perhaps more important, lack) that caused them to be ineffective?

      4. Individuals may well be attracted to, selected for, or successful in leadership roles early in their lives and careers based on their analytic intelligence. But what happens over time and with experience? Do you think wisdom, for ex- ample, is just another word for intelligence, or is it something else?

      5. What role would downsizing play in an organization’s overall level of practical intelligence?

      6. Weusuallythinkofcreativityasacharacteristicofindividuals,butmightsome organizations be more creative than others? What factors do you think might affect an organization’s level of creativity?

      7. Can better leaders more accurately perceive and leverage emotions? How could you determine if this was so?

    • Closing

      Ya Allah..., 

      Thank you for loving all of us with good health so we can study today in great spirit. 

      Today is a great learning experience for all of us. 

      Please make the things that I know how to be useful and something I will remember and implement in daily life. 

      You have great power to makes the impossible happen. 

      Please allow us to be more understanding of the lesson even from before. 

      Thank you for allowing us to learn something new and make us richer with information. 

      Aamiin...

      Thank you very much for your seriousness in participating in the learning. 

      See you next week...


    • Introduction 

      Bismillahirohmannirohim..

      Assalamualaikum Wr.Wb.....

      Salam sejahtera untuk kita semua, Om Swastiastu, Nama Budaya, Salam Kebajikan..

      Tabikpuuun...

      n


      Dear students,

      In the previous chapter we examined many facets of power and its use in leadership. Leaders can use power for good or ill, and a leader’s personal values and ethical code may be among the most important determinants of how that leader exercises the various sources of power available. That this aspect of leadership needs closer scrutiny seems evident enough inthe face of the past decade’s wave of scandals involving political, business, and even religious leaders who collectively rocked trust in both our leaders and our institutions. It should be sobering and worrisome that a serious presidential contender in one of our major parties not only had an ongoing extramarital affair during the campaign, which he lied about at  the time (including his possible paternity of a child from that affair, later  validated and admitted), but also managed to induce his own staff tocover it up. We might only wonder about what levels of honesty we could have expected from  that  White House had events unfolded differently. In the face of such depressing headlines about corrupt leadership, it is notsurprising that scholarly and popular literature have turned greater attention to the question of ethical leadership.

      earning objectives chapter 7 leadership behavior 

      1. to be abel to know studies of leadership behavior

      2. to be able to know the leadership pipeline

      3. to be able to know community leadership 

      4. to be able to know assesing leadership behaviors multilateral feedback instruments 

      Don't forget to fill in your presence

      Thank you for your attention and participation


    • Presentation Section 6

    • Learning Materials: Leadership Behavior Folder

      Book: Leadership_ Enhancing the Lessons of Experience

    • PROJECT BASED REPORT Halaman

       

       

       

      CASE/PROBLEM BASED TEMPLATE 

       

      IDENTITAS MATAKULIAH

      Matapelajaran:

      Ledership

      Pokok Bahasan:

      Leadership Behavior

      Sub Pokok Bahasan:

      Studies of Leadership Behavior, The leadership Pipeline, Community Leadership, and Assessing Leadership Behaviors.

      CPMK

      -

      Sub CPMK

      -

      Kasus/Problem:

      Enron’s Bankruptcy in 2001

       

       

      SCRIPT – INTRODUCTION/ORIENTASI PADA MASALAH

       

      Orientasi pada masalah/Defining the Problem (Open ended problem/Real life Problem)

       

      KASUS/PROBLEM A

      Enron's bankruptcy in 2001 stemmed from leadership failures, driven by unethical behavior, lack of accountability, and a culture of deception. CEO Kenneth Lay and other top executives, once seen as charismatic leaders, succumbed to greed and arrogance, leading to unsustainable expansion and a disregard for rules. This case highlights the crucial need for ethical leadership, corporate governance, transparency, and accountability in business. It spurred reforms and raised awareness of the consequences of leadership misconduct.

      KASUS/PROBLEM B

      SCRIPT – ANALISIS MASALAH

       

      1. Tiap kelompok Brainstorming

      group 1: the case is great example for a leadership behavior. bcs the leader should be ethical, transparent, bcs the leader is a very important role.

      group 2: the material is really related with the material since the material explained about leadership behavior and your case mention that the caused of the Enron's bankruptcy because of their leader was greed and arrogance (which is kind of misbehaviour).

      Its important for the company to have a division to supervise the leader, so they will not doing misbehaviour that could harm the corporate.

      group 3: The case is related with the material and it's a good example of the importance behavior of a leader. Because the material talk about how should a leader behave and the case discusses what happens if a leader does not behave like a leader should be.

      group 4: The main point of the Enron's bankruptcy case is that it was primarily caused by a severe breakdown in ethical leadership and corporate governance. The case underscores how unethical behavior, driven by greed and a lack of accountability, led to the downfall of a once-prominent company. The main takeaways from this case are the importance of ethical leadership, transparency, and adherence to regulations in maintaining the integrity and sustainability of any business. It serves as a cautionary tale about the devastating consequences of unethical conduct at the highest levels of an organization and the need for stricter oversight and reforms in corporate governance.

      group 5: I think the case is already related to the materials. I think, Enron Bankcruptcy happened because they really do not understand about the important of leadership behaviors, so they experience failure. From Enron’s Bankruptcy we can understand strategic thinking, decision making, emotional intelligence, and the ability to influence others.

      group 7: In my opinion, this is an example of leader behavior that we should avoid.  The CEO may have good charisma but it is not used well by carrying out reckless expansion and breaking the rules.  Due to this behavior the company experienced bankruptcy.

       

       

       

      2. Alternatif Solusi

       

      To avoid this kind of situation, the following solutions can be implemented:

      Leaders with Integrity: Ensure that company leaders have high integrity and are accountable for their actions.

      Leader Engagement: Company leaders should be actively involved in key decision-making and ensure transparency in all aspects of company operations.

      Promotion of an Ethical Culture: Leaders should promote a culture of ethics throughout the organisation, emphasising the importance of ethical behaviour in business.

      Performance Monitoring: Leaders should closely monitor performance, not only in terms of finances, but also in terms of corporate culture and employee behaviour.

       

      SCRIPT-PROBLEM SOLVING ACTIVITES

      4. Mengumpulkan informasi dan Pengembangan Solusi

      To avoid such situation, the following solutions can be implemented:

      1. Dissolution of Enron: Enron was dissolved, and its assets were liquidated through the bankruptcy process.
      2. Investigations and Legal Actions: Investigations led to convictions of key Enron executives and legal actions against those involved in the fraud.
      3. Sarbanes-Oxley Act: The Sarbanes-Oxley Act (SOX) was passed, introducing regulatory reforms in corporate governance, financial reporting, and auditing.
      4. Recovery for Creditors and Shareholders: Some funds were recovered for Enron's creditors and shareholders, but not all losses were fully recouped.

       

       

      4.  Presentasi (Sharing) dan Penyajian Hasil Karya

       

       

       

      Group 6 link youtube presentation:

      - Bintang Nadhiva B. (2211011020): https://youtu.be/x1TJSB8IOgg?si=UCOWwoSp2KAzomQp

      - Rhea Natania M. S. (2211011029): https://youtu.be/AQxyBQc4GvQ?si=KQR5N7XDRozpDMiu

      - Arif Rahmansyah (2211011123): https://youtu.be/a_wNEU15z8I?si=iYyoL_0KGKaJu3kX

      - Muhammad Fathurrohman (2211011133): https://youtu.be/OAqoAIXvivc?si=MgcmIsMtq-y8YjXY

       

       

       

      SCRIPT-REFLEKSI DAN TINDAK LANJUT

      Enron's bankruptcy in 2001 stemmed from leadership failures, driven by unethical behavior, lack of accountability, and a culture of deception. CEO Kenneth Lay and other top executives, once seen as charismatic leaders, succumbed to greed and arrogance, leading to unsustainable expansion and a disregard for rules. This case highlights the crucial need for ethical leadership, corporate governance, transparency, and accountability in business. It spurred reforms and raised awareness of the consequences of leadership misconduct.

       

       

       

       

       

       

       

      Validate

      Date:

       

       

      Lecturer:    (1)                                                                 (2)                                                   (3)

       

    • Closing

      Thank you very much for your seriousness in participating in the learning. Evaluation of your learning can be seen in the following folder.
      See you next week

    • PENDAHULUAN

    • Assalamu'alaikum wr. wb

      Pada bab sebelumnya, kita membahaas banyak aspek kekuasaan dan penggunaannya dalam kepemimpinan. Pemimpin dapat menggunakan kekuasaan untuk kebaikan atau keburukan, dan nilai-nilai pribadi serta kode etik seorang pemimpin mungkin merupakan salah satu penentu terpenting tentang bagaimana pemimpin tersebut menjalankan berbagai sumber kekuasaan yang tersedia. Bahwa aspek kepemimpinan ini perlu dicermati lebih cermat tampaknya cukup jelas dalam menghadapi gelombang skandal dekade terakhir yang melibatkan pemimpin politik, bisnis, dan bahkan agama yang secara kolektif mengguncang kepercayaan baik pada pemimpin maupun institusi kita. Harusny menjadi serius dan mengkhawatirkan ketika calon presiden  di salah satu partai besar, tidak hanya melakukan pengkhianatan yang sedang berlangsung selama kampanye, yang dia bohongi pada saat itu, tetapi juga berhasil membujuk stafnya sendiri untuk menutupinya. Kita mungkin hanya bertanya-tanya tentang tingkat kejujuran apa yang dapat kita harapkan dari  jika peristiwa-peristiwa terjadi secara berbeda. Dalam menghadapi tajuk utama yang menyedihkan tentang kepemimpinan yang korup, tidaklah mengherankan bahwa literatur ilmiah dan populer telah mengalihkan perhatian yang lebih besar pada pertanyaan tentang kepemimpinan etis.

    • PENYAJIAN

    • Presentasi Mahasiswa, 1 Oktober 2021 Berkas 184.6KB Dokumen PDF

      Silahkan dipelajari, dipahami dan diskusikan

    • PENUTUP

  • Session 7; Chapter 7: leadership behavior & Chapter 8: skills for building personal credibility and influencing others

    • 7th assignment Forum

      Answers this questions ..

      1. Explain about The Building Blocks of Skills !

      2. Explain about The Leadership Pipeline

      3. Explain about The components of Community Leadership !

      4. There are “basic” skills with which almost every leader should be equipped:

      • Building Credibility 

      • Communication
      • Listening
      • Assertiveness

      • Conducting Meetings

      • Effective Stress Management • Problem Solving
      • Improving Creativity

      Explain about that

    • Closing

      Ya Allah..., 

      Thank you for loving all of us with good health so we can study today in great spirit. 

      Today is a great learning experience for all of us. 

      Please make the things that I know how to be useful and something I will remember and implement in daily life. 

      You have great power to makes the impossible happen. 

      Please allow us to be more understanding of the lesson even from before. 

      Thank you for allowing us to learn something new and make us richer with information. 

      Aamiin...

      Thank you very much for your seriousness in participating in the learning. 

      See you next week...


    • Introduction

      Introduction 

      Bismillahirohmannirohim..

      Assalamualaikum Wr.Wb.....

      Salam sejahtera untuk kita semua, Om Swastiastu, Nama Budaya, Salam Kebajikan..

      Tabikpuuun...

      N

      Dear Students,

      Throughout our meeting we have been talking about different ways to assess leaders. But when all is said and done, how can we tell good leaders from bad ones? This is a critically important question: if we can specifically identify what leaders actually do that makes them effective, then we can hire or train people to exhibit these behaviors. One way to differentiate leaders is to look at what they do on a day-to-day basis. Some leaders do a good job of making decisions, providing direction, creating plans, giving regular feedback, getting their followers the resources they need to be successful, and building cohesive teams. Other leaders have difficulties making decisions, set vague or unclear goals, and ignore followers’ requests

      earning objectives chapter 8 skills for building personal credibility and infuencing others

      1. to be abel to know building crebility

      2. to be able to know communication

      3. to be able to know listening

      4. ti be able to know assertiveness

      5. to be able to know conducting meetings

      6. to be able to know effective stress management

      7. to be able to know problem solving 

      8. to be able to know improving creativity

      Don't forget to fill in your presence

      Thank you for your attention and participation




    • PENDAHULUAN

      Assalamu'alaikum wr. wb

      Sepanjang pertemuan, kita telah membicarakan tentang berbagai cara untuk menilai para pemimpin. Tetapi ketika semua dikatakan dan dilakukan, bagaimana kita bisa membedakan pemimpin yang baik dari yang buruk? Pertanyaan ini yang sangat penting: jika kita dapat secara spesifik mengidentifikasi apa yang sebenarnya dilakukan oleh para pemimpin yang membuat mereka efektif, maka kita dapat mempekerjakan atau melatih orang untuk menunjukkan perilaku ini. Salah satu cara untuk membedakan para pemimpin adalah dengan melihat apa yang mereka lakukan setiap hari. Beberapa pemimpin melakukan pekerjaan dengan baik dalam membuat keputusan, memberikan arahan, membuat rencana, memberikan umpan balik rutin, mendapatkan pengikut mereka sumber daya yang mereka butuhkan untuk sukses, dan membangun tim yang kohesif. Pimpinan lain mengalami kesulitan dalam mengambil keputusan, menetapkan tujuan yang tidak jelas atau tidak jelas, dan mengabaikan permintaan pengikut


    • PENYAJIAN

    • Video Persentasi oleh Kelompok 5 URL

      BAB 8: Skills for Building Personal Credibility and Influencing Others
      Kelompok 5
      Ayang nurma diana (1851011019)
      2. Fikry Afriyanda (1851011018)
      3. N.A.Regata Satya Dewi ( 1851011001 )
      4. Muhammad Zulfikri M (1811011039)
      5. Endang afy (1811011001)
      6. Heny puspita sari Saputri (1811011049)
      7. Deryco putra

  • Session 8; MID TERM

    S

    • Closing

      Ya Allah..., 

      Thank you for loving all of us with good health so we can study today in great spirit. 

      Today is a great learning experience for all of us. Please make the things that I know how to be useful and something I will remember and implement in daily life. You have great power to makes the impossible happen. Please allow us to be more understanding of the lesson even from before. Thank you for allowing us to learn something new and make us richer with information. Aamiin...

      Thank you very much for your seriousness in participating in the learning. See you next week


    • PENYAJIAN

    • PENUTUP

    • KESIMPULAN Folder

      Banyak pendekatan untuk memahami pengaruh motivasi yang berbeda untuk meningkatkan kinerja dan kepuasan. Hierarki kebutuhan Maslow misalnya mengasumsikan bahwa orang-orang termotivasi untuk memenuhi seperangkat kebutuhan universal. Orientasi pencapaian memandang motivasi sebagai ciri kepribadian dan mengasumsikan beberapa orang telah dipersiapkan untuk lebih termotivasi daripada yang lain. Penetapan tujuan melihat motivasi dari perspektif kognitif. Pendekatan ini mengasumsikan bahwa orang membuat pilihan yang rasional dan sadar tentang arah, intensitas, dan kegigihan perilaku mereka, dan umumnya terlibat dalam perilaku yang memaksimalkan hasil dan meminimalkan biaya. Dua teori terakhir, pemberdayaan dan pendekatan operan, menguji motivasi dari perspektif situasional. Praktisi kepemimpinan kemungkinan besar akan lebih efektif jika mereka belajar mengenali situasi di mana berbagai pendekatan, atau wawasan khusus mereka, mungkin berguna secara berbeda.

    • UTS Kuis

      Waktu 75 menit

  • Session 9; Chapter 9: Motivation, Performance, and Effectiveness

    • PEMBUKAAN

      Assalamu'alaikum wr. wb

      Seperti yang telah kita bahas, pemimpin perlu memahami beberapa hal tentang diri mereka sendiri. Keterampilan, kemampuan, nilai, motif, dan keinginan mereka merupakan pertimbangan penting dalam menentukan gaya kepemimpinan dan preferensi mereka. Pemimpin juga perlu memahami, sebanyak mungkin, karakteristik yang sama dari pengikut mereka. Tetapi jika ingin mengetahui karakteristik diri dan masing-masing pengikut, itu masih belum cukup. Hal ini karena kelompok dan tim berbeda dari sekadar keterampilan, kemampuan, nilai, dan motif orang-orangnya. Grup dan tim memiliki karakteristik khusus masing-masing.

    • PEMBAGIAN TUGASKelompok 1: Intan, Bunda Ria, Mala

      * Bab 1: Apa yang Dimaksud dengan Kepemimpinan?

      * Bab 2: Pengembangan Pemimpin


      Kelompok 2: Talitha, Anin, Febi

      * Bab 3: Keterampilan untuk Mengembangkan Diri sebagai Pemimpin

      * Bab 4: Kekuasaan dan Pengaruh

      * Bab 5: Kepemimpinan, Etika, dan Nilai-Nilai


      Kelompok 3: Sri Hartati, Ranti, Fadhil Farizi

      * Bab 6: Atribut Kepemimpinan

      * Bab 7: Perilaku Kepemimpinan

      * Bab 8: Keterampilan untuk Membangun Kredibilitas Pribadi dan Mempengaruhi Orang Lain


      Kelompok 4: Beni, Bino, Tian

      * Bab 9: Motivasi, Kepuasan, dan Kinerja

      * Bab 10: Kelompok, Tim, dan Kepemimpinan Mereka

      * Bab 11: Keterampilan untuk Mengembangkan Orang Lain


      Kelompok 5: Nelfit, Rica, Afrida

      * Bab 12: Situasi

      * Bab 13: Teori Kontingensi dalam Kepemimpinan


      Kelompok 6: Jeni, Mega, Kerin

      * Bab 14: Kepemimpinan dan Perubahan

      * Bab 15: Sisi Gelap Kepemimpinan

      * Bab 16: Keterampilan untuk Mengoptimalkan Kepemimpinan Saat Situasi Berubah


      Kelompok 7: Willia, Melly, Putri

      * Bab 2: Peran dan Pengambilan Keputusan Manajerial

      * Bab 3: Perilaku Kepemimpinan


      Kelompok 8: Vindi, Selin, Pak Taufan

      * Bab 4: Kepemimpinan dalam Perubahan

      * Bab 5: Kepemimpinan yang Memberdayakan (Empowering Leadership)


      Kelompok 9: Bagas, Dhika, Kevin

      * Bab 6: Sifat dan Keterampilan Pemimpin

      * Bab 7: Teori Kontingensi tentang Kepemimpinan yang Efektif


      Kelompok 10: Ade, Dewiana, Ledi

      * Bab 8: Kekuasaan dan Pengaruh dalam Kepemimpinan

      * Bab 9: Teori Diadik dan Pengikut (Followership)


      Kelompok 11: Roy, Naufal, Fernando, Elvin

      * Bab 10: Kepemimpinan Tim

      * Bab 11: Kepemimpinan Strategis


      Kelompok 12: Fifkha, Eliya, Rian

      * Bab 12: Teori Kepemimpinan Karismatik dan Transformasional

      * Bab 13: Kepemimpinan Etis


      Kelompok 13: Nisaa, Katty, Fahmi

      * Bab 14: Kepemimpinan Lintas Budaya dan Keberagaman

      * Bab 15: Pengembangan Kepemimpinan

      * Bab 16: Model Integratif dan Arah Masa Depan


    • PENUTUP

    • KESIMPULAN Folder

      Perspektif kelompok menunjukkan bahwa perilaku pengikut dapat menjadi hasil dari faktor-faktor yang agak independen dari karakteristik individu pengikut. Faktor kelompok yang dapat mempengaruhi perilaku pengikut meliputi ukuran kelompok, tahapan perkembangan kelompok, peran, norma, dan kohesi.
      Model Kepemimpinan Tim menyatakan bahwa efektivitas tim paling baik dipahami dalam hal masukan, proses, dan hasil. Input level terdiri dari karakteristik individu pengikut; desain tim itu sendiri; dan berbagai sistem organisasi yang menciptakan konteks di mana tim akan beroperasi. Process level  menyangkut bagaimana tim berperilaku saat menjalankan tugas mereka, dan output level menyangkut apakah pelanggan dan klien puas dengan produk tim, apakah tim meningkat dan berkembang sebagai unit yang berkinerja, dan apakah pengikut  puas menjadi anggota tim.

  • Session 10; Bab 4: Kepemimpinan dalam Perubahan * Bab 5: Kepemimpinan yang Memberdayakan (Empowering Leadership)

    • TUJUAN PEMBELAJARAN Halaman

      Chapter 4

      Tujuan Pembelajaran :

      • Memahami alasan penolakan terhadap perubahan.

      • Memahami proses psikologis yang terlibat dalam membuat perubahan besar.

      • Memahami cara mengembangkan visi yang menarik bagi organisasi.

      • Memahami cara menerapkan perubahan besar dalam suatu organisasi.

      • Memahami karakteristik organisasi pembelajar.

      • Memahami bagaimana para pemimpin dapat meningkatkan pembelajaran dan inovasi.

      Chapter 5

      Tujuan Pembelajaran

      • Memahami berbagai bentuk kepemimpinan partisipatif dan pemberdayaan

      • Memahami temuan utama dalam penelitian tentang konsekuensi kepemimpinan partisipatif.

      • Pahami situasi di mana kepemimpinan partisipatif kemungkinan besar akan efektif.

      • Pahami kapan dan bagaimana menggunakan konsultasi.

      • Memahami potensi manfaat dan risiko pendelegasian.

      • Pahami kapan dan bagaimana menggunakan delegasi.

    • EVALUASI SESI 10 Forum

      JAWABLAH PERTANYAAN PERTANYAAN BERIKUT INI

      1. Bagaimana proses psikologis yang terlibat dalam membuat perubahan besar?

      2. Bagaimana memahami cara mengembangkan visi yang menarik bagi organisasi?

      3. Bagaimana cara menerapkan perubahan besar dalam suatu organisasi?

      4. Bagaimana para pemimpin dapat meningkatkan pembelajaran dan inovasi?

      6. Jelaskan berbagai bentuk kepemimpinan partisipatif dan pemberdayaan!

      7. Jelaskan potensi manfaat dan risiko pendelegasian dan kapan dan bagaimana menggunakan delegasi.?

  • Session 11; Chapter 12. SKILLS FOR DEVELOPING OTHERS

    • INTRODUCTION

      Assalamuálaikum wr wb

      Good Afternoon Students, welcome to my class. I hope everything is fine with all of you.

      Today we will discuss about other interesting topic in leadership, it is called "Skills for Developing Others"

      In this chapter we will cover a number of additional leadership skills that are somewhat more advanced and that pertain particularly to the leader’s relationship with followers. The skills addressed in this section include the following:
      • Setting Goals
      • Providing Constructive Feedback
      • Team Building for Work Teams
      • Building High-Performance Teams—The Rocket Model
      • Delegating
      • Coaching

      Defined: Taking actions to teach and guide another toward learning resources, in order to broaden his or her skill set and understanding as necessary for advancement to greater levels of proficiency and/or responsibility.

      “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” – John Quincy Adams

      An organization's stability requires a continuous series of top talents under development for positions along the management hierarchy and in other key productive roles. The less effective of leaders in organizations are typically less well-developed in their management philosophy and are less organized more generally, leaving them in a mode of operating that is focused on meeting immediate daily needs. Under such management, staff attrition, especially of talented employees, is predictably high. They do not embrace their opportunity to achieve more by helping others advance toward their personal goals and, by doing so, better serve the long-term growth and other interests of the business. The most effective leaders normally understand the need for ongoing employee development and prioritize it.

      Research shows that most employees value an organization that provides opportunities to develop new skills. Good leaders recognize the importance of this and go out of their way to help their team grow as individuals and as a team.

      What does it mean to develop others?

      It is said that the mark of a good leader is that they create a vision that outlives their leadership. This vision must be shared and carried out gradually by other adept team members. Such an enduring impact is the result of conscientious investments in leadership and employee development. 

      For today’s leaders, developing others requires anchoring your thoughts to the individual and looking outside of the self. That personalization is one reason leadership coaching is so effective as a development tool. However, it’s important to reflect on a few questions to help guide your conversations with your team members. What is the individual like? What are their essential qualities? What are some of their important contributions? Where are they looking to make improvements? 

      It’s on the leader to understand team dynamics and how individuals operate within them in order to help others develop. The best leaders know how to draw out their employees’ strengths. They also put in the time and effort to help them develop within their teams because they understand the impact this has on their organizations. As people grow and improve in their capabilities, so too does your business.

      What are the qualities of leaders who develop others?

      A leader with strong skills in developing others will:

      • Co-create strategies to address development needs.
      • Provide timely, specific, constructive, and positive feedback.
      • Create opportunities for team members to expand their skills. 
      • Identify and agree on professional and personal growth priorities with team members.
      • Align employees’ developmental opportunities to the organization’s strategic needs and plans.

      Benefits and importance of developing employees

      A carefully thought-out employee development strategy is essential at multiple levels. That’s one key reason that leadership coaching is no longer solely reserved for the most senior leaders. When used correctly, leadership coaching can serve a wide range of benefits for all involved, including employees, HR managers, really anyone in any functional area of the business. Some of these benefits include:

      1. Performance improvement: For companies to remain competitive in their niche, an organization must continue to outperform the competition. In fact, according to a meta-analysis from Gallup, companies with the highest levels of employee engagement showed 21 percent higher levels of profitability. Staff development can help an organization meet and even exceed expectations because it keeps people’s skills up to date and improves the bottom line.

         

      1. Better equipped to handle the unexpected: Today’s business climate is all about adapting to change, but change can be a challenge for employees and businesses. However, if it’s appropriately managed, new changes can open up unexpected opportunities. With supportive leadership, consistent employee development, and leadership coaching, you and your team will always be up for the challenge.

         

      1. Attract new employees and improve loyalty: Businesses cannot attract the best and brightest talent and stay competitive without offering the best terms in the market. Companies today are more competitive and agile, and employees are more actively involved in securing a culture of learning and knowledge sharing from their employer. They know develop is key to their growth, and the companies that offer it, win. Promoting leadership development plans that feature personalized leadership coaching helps to create an attractive, supportive work environment, especially when compared to stagnant businesses set in outdated, company-first ways.


      2. Retain employees: Investing in a leadership coaching program for employees to ensure that they can do what they need to keep your business up and running is a proven retention strategy. Further, employee development can be a significant cost saver in the long run. According to The Society for Human Resource Management, it costs a company 6 to 9 months of an employee’s salary to replace him or her. For an employee making $60,000 per year, that could mean $30,000 – $45,000 in costs. Instead of losing potential talent, it makes more sense to your bottom line to develop your current talent rather than invest in sourcing new talent.

      How do leaders develop others?

      As a leader, there are a few vital things you can do to develop your team, and increase employee satisfaction and retention. Here are four essentials when developing others:

      1. Prioritize performance management: Employees are more likely to feel more positive about their individual development if their leader reviews and discusses their performance with regular feedback, and gives them stretch assignments. With the right leadership coaching program, that happens automatically.

        As a leader, it’s easy to over-concentrate on critical organizational tasks. You can focus so much on business details that you forget to focus on your team and direct reports’ performance. Leaders who resist developing their employees assume that employees’ current performance represents their best effort. That is definitely not the case. Leaders who make time to review performance, discuss development plans regularly, and challenge team members to accomplish stretch goals, see and develop greater potential.

      2. Involve team members: Involving your team members in their own development and decisions that impact your business goals makes them feel better about their growth opportunities. Team members appreciate development when they can contribute and participate. When opportunities for advancement are linked to their passion, they become more motivated and in turn, more loyal.

         

      3. Recognize and reward hard work: Most employees appreciate being recognized for their hard work or effort. When leaders do their best in recognition, their employees feel good about their progress and feel like valued members of the team. Development without receiving credit is like a completed task that’s never acknowledged or reviewed. It takes a lot of effort, and with no follow up it can feel like no one cares. 
      1. Ensure the job fits the person: Some people will be much better at some jobs than others, and getting a job that suits a person’s ability helps that individual, and ultimately the organization wins. The best leaders help their team members find their niche. They see team members for their strengths and help them succeed in that context.

         

      Employee development is the process of ensuring that your talent becomes more effective and is capable of tackling major or critical challenges. Like leadership development and leadership coaching, developing others is an imperative for all people managers.



    • GROUP PRESENTATION Berkas 834.7KB Dokumen PDF

    • Introduction Section 11

      Assalamuálaikum wr wb

      Dear student...

      The skills chapter in Part 2 addressed what might be considered relatively basic leadership skills such as listening and communication. In this chapter we will cover a number of additional leadership skills that are somewhat more advanced and that pertain particularly to the leader’s relationship with followers. The skills addressed in this section include:

      •  Setting goals. 
      •  Providing constructive feedback. 
      •  Team building for work teams. 
      •  Building high-performance teams—the Rocket Model. 
      •  Delegating. 
      •  Coaching.    

      learning objectives chapter 11 skils for developing others

      1. to be abel to know setting goals

      2. to be able to know providing constructive feedback

      3. to be able to know team building for work teams

      4. to be able to know building high performance teams the rocket model 

      5. to be able to know delegating

      6. to be able to know coaching

      Don't forget to fill in your presence

      Thank you for your attention and participation

    • Presentation Section  11

    • Closing

      Thank you very much for your seriousness in participating in the learning. See you next week

  • Session 12; QUIZ

    • QUIZ 2 LEADERSHIP, Nov 14th 2024 Penugasan



      This exam consist of 4 questions regarding topics on previous lessons. Please do the quiz hand writtenly, scan it to PDF Format and submit it not more than 1 PM tomorrow.

    • Introduction Section 12

      Assalamuálaikum wr wb

      Dear student...

      In previous chapters we noted that understanding leaders and followers is much more complicated than many people think. For example, we examined how leaders’ personality characteristics, behaviors, and attitudes affect the leadership process. Similarly, followers’ attitudes, experience, personality characteristics, and behaviors, as well as group norms and cohesiveness, also affect the leadership process. Despite the complexities of leaders and followers, however, perhaps no factor in the interactional framework is as complex as the situation. Not only do a variety of task, organizational, and environmental factors affect behavior, but the relative salience or strength of these factors varies dramatically across people. What one person perceives to be the key situational factor affecting his or her behavior may be relatively unimportant to another person.

      learning objectives chapter 12 leadership situation

      1. to be abel to know the task

      2. to be able to know the organization

      3. to be able to know the environment

      4. to be able to know leading across societal cultires

      Don't forget to fill in your presence

      Thank you for your attention and participation

    • Presentation Section 12

    • Video: Leadership Situation URL

      Video Presentation by Chen Tia

    • Closing

      Thank you very much for your seriousness in participating in the learning. See you next wee

  • Session 13; Chapter 15: Leadership and change

    • Introduction Section 13

      Assalamuálaikum wr wb

      Dear student...

      In Part 1 we discussed the process aspects, while Part 2 was devoted to the leader. Part 3 focused on the followers, and in the previous chapter we discussed the situational components of leadership. You may have also noted that while we attempted to focus exclusively on the component of interest for each section, there were often overlapping areas in our leader–follower–situation (L-F-S) model. The overlap is true, and our attempts to segregate the concepts were done merely for simplicity. The world of leadership is a complex one where multiple aspects of the L-F-S model come into play. Leadership is contingent on the interplay of all three aspects of our model, and these contingencies  are the focus of this chapter.

    • Presentation Section 13

    • Closing

      Ya Allah..., 

      Thank you for loving all of us with good health so we can study today in great spirit. 

      Today is a great learning experience for all of us. Please make the things that I know how to be useful and something I will remember and implement in daily life. You have great power to makes the impossible happen. Please allow us to be more understanding of the lesson even from before. Thank you for allowing us to learn something new and make us richer with information. Aamiin...

      Thank you very much for your seriousness in participating in the learning. See you next week


    • Introduction Section 13

      Assalamuálaikum wr wb

      Dear student...

      In Part 1 we discussed the process aspects, while Part 2 was devoted to the leader. Part 3 focused on the followers, and in the previous chapter we discussed the situational components of leadership. You may have also noted that while we attempted to focus exclusively on the component of interest for each section, there were often overlapping areas in our leader–follower–situation (L-F-S) model. The overlap is true, and our attempts to segregate the concepts were done merely for simplicity. The world of leadership is a complex one where multiple aspects of the L-F-S model come into play. Leadership is contingent on the interplay of all three aspects of our model, and these contingencies  are the focus of this chapter.

      learning objectives chapter 13 contingency theories of leadership

      1. to be abel to know leader member exchange theory 

      2. to be able to know the normative decision model 

      3. to be able to know the situastional leadership model

      4. to be able to know the contigency model 

      5. to be able to know the path goal theory

      Don't forget to fill in your presence

      Thank you for your attention and participation

    • Presentation Section 13

  • Pekan ini

    Session 14; Chapter 16: The dark side of Leadership

    • Introduction 

      Assalamuálaikum wr wb

      Dear student...

      It is fitting that this chapter appears at the end of the book because it draws on much of the leader, follower, and situation material described in earlier chapters. As an overview, we will review the research pertaining to and some practical steps for avoiding bad leadership, managerial incompetence, and managerial derailment. Bad leadership is associated with individuals who are effective at building teams and getting results through others, but who obtain results that are morally or ethically challenged. An example here might be Adolf Hitler. Hitler was clearly able to rally an entire country around a common cause and conquered a number of countries, yet the end result was a continent in ruins and the death of over 20,000,000 people. Unlike bad leadership, managerial incompetence concerns a person’s inability  to build teams or get results through others.

    • Presentation

    • Closing of The Lecture

      Ya Allah..., 

      Thank you for loving all of us with good health so we can study today in great spirit. 

      Today is a great learning experience for all of us. Please make the things that I know how to be useful and something I will remember and implement in daily life. You have great power to makes the impossible happen. Please allow us to be more understanding of the lesson even from before. Thank you for allowing us to learn something new and make us richer with information. Aamiin...


      Thank you for your participation and seriousness in this lecture

    • Introduction Section 14

      Assalamuálaikum wr wb

      Dear student...

      Organizations today face myriad potential challenges. To be successful they must cope effectively with the implications of new technology, globalization, changing social and political climates, new competitive threats, shifting economic conditions, industry consolidation, swings in consumer preferences, and new performance and legal standards. Think how technology affected James Cameron’s ability to make Avatar or the changes the U.S. military had to make as it shifted from stemming the tide of communism to fighting more regionalized conflicts. And consider how the events of 9/11/2001, the wars in Iraq and Afghanistan, the threats of global terrorism, the emergence of the European Union, the growth of the Chinese and Indian economies, the economic recession of 2008–2010, and global warming have affected leaders in both the private and public sectors around the world. Leading change is perhaps the most difficult challenge facing any leader, yet this skill may be the best differentiator of managers from leaders and of mediocre from exceptional leaders. The best leaders are those who recognize the situational and follower factors inhibiting or facilitating change, paint a compelling vision of the future, and formulate and execute a plan that moves their vision from a dream to reality.

      learning objectives chapter 14 leadership and change

      1. to be abel to know the rational approach to organizational change

      2. to be able to know the emotional approach to organization

      3. to be able to know leader characteristics

      4. to be able to know followers characteristics

      5. to be able to know situasional vcharacteristics

      Don't forget to fill in your presence

      Thank you for your attention and participation

    • Presentation Section 14

    • Closing

      Thank you very much for your seriousness in participating in the learning. See you next wee

  • Session 15; Chapter 17: Skills for optimizing leadership situation change

    • Introduction

      Assalamu'alaikum wr wb

      Dear Students

      Organizations today face myriad potential challenges. To be successful they must cope effectively with the implications of new technology, globalization, changing social and political climates, new competitive threats, shifting economic conditions, industry consolidation, swings in consumer preferences, and new performance and legal standards. Think how technology enabled Mark Zuckerberg to create Facebook or the changes the U.S. military had to make as it shifted from stemming the tide of communism to fighting more regionalized conflicts. And consider how the events of September 11, 2001, the wars in Iraq and Afghanistan, the threats of global terrorism, the Arab Spring, the wars in Syria and Yemen, Brexit, disruptive technologies, globalization, and global warming have affected leaders in both the private and public sectors around the world. Leading change is perhaps the most difficult challenge facing any leader, yet this skill may be the best differentiator of managers from leaders and of mediocre from exceptional leaders. The best leaders are those who recognize the situational and follower factors inhibiting or facilitating change, paint a compelling vision of the future, and formulate and execute a plan that moves their vision from a dream to reality.


    • Presentation 

    • Closing

      Thank you very much for your seriousness in participating in the learning. See you next wee


    • Introduction Section 15

      Assalamuálaikum wr wb

      Dear student...

      It is fitting that this chapter appears at the end of the book because it draws on much of the leader, follower, and situation material described in earlier chapters. As an overview, we will review the research pertaining to and some practical steps for avoiding bad leadership, managerial incompetence, and managerial derailment. Bad leadership is associated with individuals who are effective at building teams and getting results through others, but who obtain results that are morally or ethically challenged. An example here might be Adolf Hitler. Hitler was clearly able to rally an entire country around a common cause and conquered a number of countries, yet the end result was a continent in ruins and the death of over 20,000,000 people. Unlike bad leadership, managerial incompetence concerns a person’s inability  to build teams or get results through others.

      learning objectives chapter 15 the dark side of leadership

      1. to be abel to know bad leadership

      2. to be able to know managerial incompetence

      3. to be able to know managerial derailment

      4. to be able to know the six root causes of managerial incompetence and derailment

      Don't forget to fill in your presence

      Thank you for your attention and participation


    • Presentation Section 15

    • Video: The Dark Side of Leadership URL

      Video presentation by Albert Jayadi Handoko

    • Closing

      Thank you very much for your seriousness in participating in the learning. See you next wee

    • PENDAHULUAN

      Assalamu'alaikum wr. wb.

      Adik-adik amasiswa pada sesi ini kita akan pelajari skills for optimizing leadership

    • Tujuan pembelajaran Buku

      Keterampilan ini mencakup keterampilan kepemimpinan yang relatif maju yang berguna dalam berbagai tantangan situasional tertentu:
      • Menciptakan visi yang menarik.
      • Mengelola konflik.
      • Negosiasi.
      • Mendiagnosis masalah kinerja dalam individu, kelompok, dan organisasi.
      • Membangun tim di atas.
      • Hukuman.

    • PENYAJIAN

    • PENUTUP

  • Section 16: FINAL EXAM

    A

    • See the source image