Creating opportunities for improvement to the personal quality attributes of the

company's prospective leaders by using Importance-Performance Analysis (IPA)

Danang Taufik Karunia

Telkom Corporate University-Center
Bandung, Indonesia

Abstact
Purpose: This paper presents a map of Personal Quality attributes from the company's prospective leaders by using
Importance-Performance Analysis (IPA) in term to understand its key challenges and critical management issues.
Design/methodology/approach: Using a simple survey to get assessment of the self perception and personal expectations
on personal quality attributes, a total of 107 respondents were collected from the participants of a leadership course. Selected
Personal quality attributes are surveyed consisted of achievement orientation, action management, business awareness,
collaboration, leadership of endurance and spirit of loving. The survey results further processed using importance-
performance analysis to produce the map position of their quality personal attributes.
Findings: From the results of mapping the position of the quality of personal attributes, is expected an overview of which
attributes have opportunities for improvement in order to produce Great Leaders in future.
Research limitations/implications: Further research should be conducted by using all the personal quality attributes.
Originality/value: survey conducted at Telkom
Research Type: research paper, survey
Key words: prospective leader, personal quality, importance-performance analysis

Introduction
Today, several companies are facing shortage of prospective of leaders at both the executive and general management [1]. It
is caused by various factors, such as rapid business growth, many leaders who retire, the difficulty of retaining talented
people, and some important people hijacked by a competitor. And it happens when leadership is crucial to the growth of an
organization's business
To deal with this reality, companies can essentially improve the quality of employees within the organization to grow and
maintain their own leaders. Build leadership skills in an enterprise is a necessity to do so the company can maintain its
sustainability in the future. Replacement of leadership is not just a matter of time but also the readiness of successors.
Companies are required so as to be able to improve the behavior and attitude of the leadership of each employee and prepare
as well as opt for a replacement candidate for the current leaders. In preparing prospective leaders, companies need to
establish criteria of leadership to suit the needs and requirements of the business.
By finding an effective way to grow their own leaders, companies can ensure that they have the executive talent they need in
an increasingly competitive world [2]. So that they not only take the talent from the outside, but they also develop talent
within. And, they can improve their ability to retain their best and brightest employees. Under current conditions, talented
leaders enjoy a myriad of alternatives.
To confront these issues, Telkom Indonesia has determined Competency Directory [3] consisting of Mandatory
Competencies, Personal Qualities, Skill & Knowledge Competencies. And to equip the prospective leaders, Telkom
Indonesia developed leadership development programs that emphasize the application of the Mandatory Competencies &
Personal Qualities for prospective leaders.
In this paper, the study is practiced only for 6 (six) personal quality attributes are taken from the 55 (fifty-five) attributes of
personal quality in Telkom. Furthermore, using a simple survey to get assessment of the self perception and personal
expectations on personal quality attributes, a total of 107 respondents were collected from the participants of a leadership
course. The survey results further processed using importance-performance analysis to produce the map position of Personal
Quality attributes from the company's prospective leaders by using Importance-Performance Analysis (IPA) in term to
understand its key challenges and critical management issues.

Litearture Review
A. Personal Quality attributes
From 55 personal quality attributes, we select 6 personal quality attributes to be assesed. Selected Personal quality attributes
are surveyed consisted of (1) achievement orientation, (2) action management, (3) business awareness, (4) collaboration, (5)
leadership of endurance and (6) spirit of loving.
Description of 6 personal quality are follows as [2]:
1 Achievement Orientation
The ability to achieve challenging goals and beter work job performance.
Key Behavior:
• Set goals that exceed the expectations (AO01)
• Perform a variety of ways to achieve work goals (AO02)
• Improve higher performance continuously (AO03)
2 Action Management
The ability to manage all resources in achieving the company's strategic objectives
Key Behavior:
• Set goals and action plan systematically (AM04)
• Managing resources optimally to achieve targets (AM05)
3 Business Awareness
The ability to understand their role in achieving the company's business objectives
Key Behavior:
• Understand the company's business. (BA06)
• Understanding the contribution of the unit in the company's achievement (BA07)
• Account any Business risk (BA08)
4 Collaboration
Finding ways to work effectively with others, maintain a good working relationship between person
Key behavior:
• Demonstrate openness and share ideas to improve performance (CO09)
• Share information and best practice to improve performance (CO10)
• Providing resources between Unit / Directorate / Group to achieve greater corporate goals (CO11)
5 Leadership of Endurance
The ability to provide energy to others as well as physical and mental endurance in completing the task.
Key behavior:
• Have the physical and mental strength to be able to survive in all situations.(LE12)
• Have the discipline and focus to complete tasks quickly and accurately (LE13)
• Able to accept failure with a big heart and make it as a learning process.(LE14)
6 Spirit of Loving
The ability to perform the role of a father in running leadership
Key behavior:
• Show respect and not blame each other (SL15)
• Creating a pleasant working atmosphere and support the leadership development process (SL16)

B. Importance-Performance Analysis (IPA)

Importance-performance analysis is a simple analysis technique that first described in 1977 by JA Mantilla and John. C.
James [4] and over the years, and many modifications and variations of IPA (Eskildsen, Jacob K. and Kristensen , Kai.
(2006) [5]).
Importance-Performance analysis is done based on the assessment given by the respondents for the perceived of importance
and performance attributes. This analysis is a simple but useful analytical tool which has the capability of visually describing
the respondent's assessment of the importance of the performance attributes understudied. IPA is described in a two-
dimensional matrix (grid), which describes the perceived performance or evaluation of importance along the x-axis and
along the y axis. Matrix is further divided into four quadrants which resulted in four different strategies (Fig. 1).
 Figure 1. Importance-Performance Analysis quadrant chart (adapted from Martilla and James, 1977).
In Figure 1, quadrant shows a variety of strategies based on the position of the attribute in the grid. Description of each zone
on a quadrant are as follows:
Quadrant 1: Keep up the Good Work
It is a region that includes the factors that are considered important by the leaders, and the factors that are considered leaders
have felt so in accordance with the relatively higher level of performance. Attributes/beh that fall into this quadrant must be
maintained for all of these attributes makes superior in the eyes of prospective leaders
Quadrant 2: Concentrate Here
It is a region that includes the factors that are considered important by prospective leaders, but in fact these factors have not
been in accordance with the expectations of prospective leaders (the level of performance obtained is low). Attributes that
fall into this quadrant should be increased
Quadrant 3: Low Priority
This is the area that contains the attributes that are considered less important by the leaders, and in fact performance is not
too special. Increase the attributes that are included in this quadrant can be reconsidered because of its influence on the
perceived benefits by a prospective leader is very small.
Quadrant 4: Possible Overkill
This is the area that contains the attributes that are considered less important factors by prospective leaders, and felt too
much. Attributes that are included in this quadrant can be reduced so that the company can save resources.

Research Methodology and Data Analysis

A. Methodology and Sampling
This study focused in perceptions and expectations of prospective leaders of the personal quality attributes. Personal quality
attributes which evaluated using six scales measuring attributes consisting of 16 key behaviors.
The respondents were asked to rate their expectation or their level of importance a well as their perceptions or evaluations of
the behaviors listed in the questionnaire. The items for the self-perceptions of behaviors of personal quality were
operationalized on a six-point Likert scale anchored at (1) poor performance and (6) excellent performance. The questions
asking respondents to rate the level of importance of the behaviors were anchored with (1) not at all important and (6)
extremly important. The survey was undertaken for duration of three months which involved participants at leadership
development training program in the identified areas. With the presence of administrator, respondents were asked to
complete the survey questionnaires and handed over upon completion.
107 questionnaires were distributed based on the convenience sampling of the participant populations in leadership
development training program in the stipulated areas within Bandung. A total number of 107 usable questionnaires were
received, which represent a valid response rate of 100%. The sample comprised of 76,32 % males and 23,68% females.
Approximately 46,75 % of the samples were in the years of service from 5-10 years and 60,53% were Supervisior position.
In terms of education level, majority of the respondents have University Degree qualification at 83,64 %. Table 1 presents
the demographic and profiling of the respondents
 Table 1. Result of Demographic and Profilling
Demographic Variables Research Sample (n=107)
No. of Respondents %
Gender Male 80 74,77
Female 27 25,23
Education Bachelor Degree 15 14,02
Level
Undergraduate 81 75,70
Postgraduate 11 10,28
Job Position Junior Manager 19 17,76
Supervisor 69 64,49
Staff 19 17,76
Period < 5th 31 28,97
5-10th 52 48,60
>10-15th 24 22,43

B. Data Analysis
To get good results, has tested the validity and reliability by using tool (SPSS)[5].
a. Validity Test
• Achievement Orientation
Table 2. Result of Achievement Orientation Attributes Correlation
Correlations
AO1 AO2 AO3 ATOTot
** **
AO1 Pearson Correlation 1 .499 .598 .835**
Sig. (2-tailed) .000 .000 .000
N 107 107 107 107
AO2 Pearson Correlation .499** 1 .573** .815**
Sig. (2-tailed) .000 .000 .000
N 107 107 107 107
AO3 Pearson Correlation .598** .573** 1 .868**
Sig. (2-tailed) .000 .000 .000
N 107 107 107 107
** ** **
ATOTot Pearson Correlation .835 .815 .868 1
Sig. (2-tailed) .000 .000 .000
N 107 107 107 107
**. Correlation is significant at the 0.01 level (2-tailed).
From the table above, for AO1 attribute correlation value is 0.835, with a probability of correlation [sig. (2-
tailed)] of 0000. Seen from the table r for n = 107 the significant level is 0.2226. Thus AO1 attribute is valid,
because the value of the correlation probabiltas [sig. (2-tailed)] <than significant level (a) of 0.01. Likewise
AO2 and AO3 attributes.
• Action Management
Table 3. Result of Action Management Attributes Correlation
Correlations
AM1 AM2 AMTot
AM1 Pearson Correlation 1 .531** .880**
Sig. (2-tailed) ,000 ,000
N 107 107 107
AM2 Pearson Correlation .531** 1 .870**
Sig. (2-tailed) ,000 ,000
N 107 107 107
AMTot Pearson Correlation .880** .870** 1
Sig. (2-tailed) ,000 ,000
N 107 107 107
**. Correlation is significant at the 0.01 level (2-tailed).
From the table above, for AM1 attribute correlation value is 0.880, with a probability of correlation [sig. (2-
tailed)] of 0000. Seen from the table r for n = 107 the significant level is 0.2226. Thus AM1 attribute is valid,
because the value of the correlation probabiltas [sig. (2-tailed)] <than significant level (a) of 0.01. Likewise
AM2 attribute.
• Business Awareness
Table 4. Result of Business Awareness Attributes Correlation
Correlations
BA1 BA2 BA3 BATot
BA1 Pearson Correlation 1 .611** .578** .858**
Sig. (2-tailed) ,000 ,000 ,000
N 107 107 107 107
BA2 Pearson Correlation .611** 1 .609** .856**
Sig. (2-tailed) ,000 ,000 ,000
N 107 107 107 107
BA3 Pearson Correlation .578** .609** 1 .854**
Sig. (2-tailed) ,000 ,000 ,000
N 107 107 107 107
BATot Pearson Correlation .858** .856** .854** 1
Sig. (2-tailed) ,000 ,000 ,000
N 107 107 107 107
**. Correlation is significant at the 0.01 level (2-tailed).
From the table above, for BA1 attribute correlation value is 0.858, with a probability of correlation [sig. (2-
tailed)] of 0000. Seen from the table r for n = 107 the significant level is 0.2226. Thus BA1 attribute is valid,
because the value of the correlation probabiltas [sig. (2-tailed)] <than significant level (a) of 0.01. Likewise
BA2 and BA3 attributes.
• Collaboration
Table 5. Result of Collaboration Attributes Correlation
Correlations
CO1 CO2 CO3 COTot
CO1 Pearson Correlation 1 .775** .395** .795**
Sig. (2-tailed) ,000 ,000 ,000
N 106 106 105 106
CO2 Pearson Correlation .775** 1 .522** .857**
Sig. (2-tailed) ,000 ,000 ,000
N 106 106 105 106
CO3 Pearson Correlation .395** .522** 1 .832**
Sig. (2-tailed) ,000 ,000 ,000
N 105 105 105 105
COTot Pearson Correlation .795** .857** .832** 1
Sig. (2-tailed) ,000 ,000 ,000
N 106 106 105 107
**. Correlation is significant at the 0.01 level (2-tailed).
From the table above, for CO1 attribute correlation value is 0.795, with a probability of correlation [sig. (2-
tailed)] of 0000. Seen from the table r for n = 107 the significant level is 0.2226. Thus CO1 attribute is valid,
because the value of the correlation probabiltas [sig. (2-tailed)] <than significant level (a) of 0.01. Likewise
CO2 and CO3 attributes.

• Leadership Endurance
Table 6. Result of Leadership Endurance Attributes Correlation
Correlations
LE1 LE2 LE3 LETot
LE1 Pearson Correlation 1 .636** .454** .821**
Sig. (2-tailed) ,000 ,000 ,000
N 106 106 106 106
LE2 Pearson Correlation .636** 1 .573** .880**
Sig. (2-tailed) ,000 ,000 ,000
N 106 106 106 106
LE3 Pearson Correlation .454** .573** 1 .814**
Sig. (2-tailed) ,000 ,000 ,000
N 106 106 106 106
LETot Pearson Correlation .821** .880** .814** 1
Sig. (2-tailed) ,000 ,000 ,000
N 106 106 106 107
**. Correlation is significant at the 0.01 level (2-tailed).
From the table above, for LE1 attribute correlation value is 0.821, with a probability of correlation [sig. (2-
tailed)] of 0000. Seen from the table r for n = 107 the significant level is 0.2226. Thus LE1 attribute is valid,
because the value of the correlation probabiltas [sig. (2-tailed)] <than significant level (a) of 0.01. Likewise
LE2 and LE3 attributes.
 • Spirit of Loving
Table 7. Result of Spirit of Loving Attributes Correlation
Correlations
SL1 SL2 SLTot
SL1 Pearson Correlation 1 .762** .938**
Sig. (2-tailed) ,000 ,000
N 106 106 106
SL2 Pearson Correlation .762** 1 .939**
Sig. (2-tailed) ,000 ,000
N 106 106 106
SLTot Pearson Correlation .938** .939** 1
Sig. (2-tailed) ,000 ,000
N 106 106 107
**. Correlation is significant at the 0.01 level (2-tailed).
From the table above, for SL1 attribute correlation value is 0.938, with a probability of correlation [sig. (2-
tailed)] of 0000. Seen from the table r for n = 107 the significant level is 0.2226. Thus SL1 attribute is valid,
because the value of the correlation probabiltas [sig. (2-tailed)] <than significant level (a) of 0.01. Likewise
SL2 attribute.
From the validity test the above, then all the attributes are valid.

b. Reliability Test
• Achievement Orientation
Table 8. Result of Business Awareness Attributes Correlation
Reliability Statistics
Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items
,842 ,902 4

Reliabiltas coefficient value above is 0.842. The criteria for n = 107, this value was greater than 0.2226, then
the results of the survey have a good level of reliability.
• Action Management
Table 9. Result of Business Awareness Attributes Correlation
Reliability Statistics
Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items
,880 ,905 3

Reliabiltas coefficient value above is 0.880. The criteria for n = 107, this value was greater than 0.2226, then
the results of the survey have a good level of reliability.

• Business Awareness
Table 10. Result of Business Awareness Attributes Correlation
Reliability Statistics
Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items
,848 ,914 4

Reliabiltas coefficient value above is 0.848. The criteria for n = 107, this value was greater than 0.2226, then
the results of the survey have a good level of reliability.

• Collaboration
Table 11. Result of Business Awareness Attributes Correlation
Reliability Statistics
Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items
,833 ,903 4

Reliabiltas coefficient value above is 0.833. The criteria for n = 107, this value was greater than 0.2226, then
the results of the survey have a good level of reliability.
 • Leadership Endurance
Table 12. Result of Business Awareness Attributes Correlation
Reliability Statistics
Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items
,842 ,902 4

Reliabiltas coefficient value above is 0.842. The criteria for n = 107, this value was greater than 0.2226, then
the results of the survey have a good level of reliability.

• Spirit of Loving
Table 13. Result of Business Awareness Attributes Correlation
Reliability Statistics
Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items
,912 ,956 3

Reliabiltas coefficient value above is 0.912. The criteria for n = 107, this value was greater than 0.2226, then
the results of the survey have a good level of reliability.
From the reliabity test the above, all the attributes are reliable.
Results
Table 14 presents the Result of Performance and Improtance Mean Score dan Gapnya. Table 14 describe that :
1. Most important behavior is “Creating a pleasant working atmosphere and support the leadership development
process”, with mean score 5.69
2. Least important attribute is “Providing resources between Unit / Directorate / Group to achieve greater corporate
goals”, with mean score 5,41.
3. Excellent performance attribute is “Creating a pleasant working atmosphere and support the leadership development
process”, with mean score 5.08
4. Lowet performance attribute is “Providing resources between Unit / Directorate / Group to achieve greater corporate
goals”, with mean score 4,39.
5. Biggest Gap is “Providing resources between Unit / Directorate / Group to achieve greater corporate goals”, with -
1,02.
These findings suggest that management sholud concetrate on “Providing resources between Unit / Directorate / Group to
achieve greater corporate goals”, which are considered very critical. Hence, immediate action should be taken to improve
management in term of prospective leader preparation. It is belived that if the management fails to take any remedial actions,
this might lead to severe problems.
Tabel 14. Result of Performance and Improtance Mean Score
Items Mean Mean Gap
Importance Performance
(Expectation) (Self-Perception)
(a) (b) (a-b)
Achievement Orientation
Set goals that exceed the expectations 5,44 4,62 -0,82
Perform a variety of ways to achieve work goals 5,48 4,8 -0,67
Improve higher performance continuously 5,55 4,78 -0,78
Achievement Orientation Mean Score 5,49 4,73 -0,76
Action Management
Set goals and action plan systematically 5,46 4,54 -0,92
Managing resources optimally to achieve targets 5,53 4,62 -0,91
Action Management Mean Score 5,495 4,58 -0,92
Business Awareness
Understand the company's business. 5,57 4,56 -1,01
Understanding the contribution of the unit in the company's 5,58 4,93 -0,65
achievement
Account any Business risk 5,48 4,54 -0,93
Business Awareness Mean Score 5,53 4,735 -0,80
Collaboration
Demonstrate openness and exchange ideas to improve performance 5,66 4,82 -0,84
 Items Mean Mean Gap
Importance Performance
(Expectation) (Self-Perception)
(a) (b) (a-b)
Share information and best practical to improve performance 5,65 4,9 -0,75
Providing resources between Unit / Directorate / Group to achieve 5,41** 4,39** -
greater corporate goals 1,02****
Collaboration Mean Score 5,53 4,65 -0,89
Leadership of Endurance
Have the physical and mental strength to be able to survive in all 5,57 4,77 -0,8
situations.
Have the discipline and focus to complete tasks quickly and 5,63 4,63 -1
accurately
Able to accept failure with a big heart and make it as a learning 5,62 4,75 -0,87
process.
Leadership of Endurance Mean Score 5,625 4,69 -0,94
Spirit Of Loving
Show respect and not blame each other 5,66 5,03 -0,63
Creating a pleasant working atmosphere and support the leadership 5,69* 5,08*** -0,61
development process
Spirit Of Loving Mean Score 5,68 5,06 -0,62
Overall mean score 5,56 4,74 -0,82
Notes :
a. *highest mean score (importance)
b. **lowest mean score (importance
c. ***highest mean score (performance)
d. ****lowest mean score (performance)
e. *****biggest gap

Figure 2 shows the gap between the expectation (blue line) and performance (red line) mean score of each attribute.

6,00 5,53 5,57 5,58 5,48 5,66 5,65

5,44 5,48 5,55 5,46 5,41 5,57 5,63 5,62 5,66 5,69
5,00 5,035,08
4,62 4,80 4,78 4,54 4,62 4,56 4,93 4,54 4,82 4,90 4,39 4,77 4,63 4,75
4,00
3,00
2,00
0,82 0,67 0,78 0,92 0,91 1,01 0,65 0,93 0,84 0,75 1,02 0,80 1,00 0,87 0,63 0,61
1,00
0,00
AO1 AO2 AO3 AM4 AM5 BA6 BA7 BA8 CO9 CO10 CO11 LE12 LE13 LE14 SL15 SL16

Gap Harapan (Mean) Persepsi (Mean)

Figure 2. Gap Analysis Chart

Figure 3 shows Importance-Performance Analysis which demonstrate clearly the four classifications of strategies, with the
mean score of overall importance (5.562) and overall performance (4.743) were used to split the axes.
 Figure 3. IPA Grid for Leadership Attributes
From the above data processing (Figure 3), obtained the following results:
• Quadrant-I : Keep Up the Good Work
This behavior is a key behavior for employees to become leaders. Management must maintain superior evaluation
and further exploit the potential of behavior. Management may have to continue their efforts and resources on this
behavior
Leadership Behavior :
SL15 (Show respect and not blame each other)
SL16 (Creating a pleasant working atmosphere and support the leadership development process)
CO9 (Demonstrate openness and exchange ideas to improve performance)
CO10 (Share information and best practical to improve performance)
BA7 (Understanding the contribution of the unit in the company's achievement)
LE14 (Able to accept failure with a big heart and make it as a learning process)
LE12 (Have the physical and mental strength to be able to survive in all situations)
• Quadrant II : Concentrate Here
This zone is critical to gaining a good position in the personal quality attributes and these behaviors can be shifted
to ‘critical strength’ if resources can be reallocated from less important behaviors. In order to enhance overall
evaluations of leader, its management should focus on these behaviors and it is believed that if they are ignored,
this might cause severe problems
Leadership Behaviors :
LE13 (Have the discipline and focus to complete tasks quickly and accurately)
BA6 (Understand the company's business)
• Quadrant III : Low Priority
It suggest that although performance levels may be low, management should not give much priority to improving
the behaviors that fall into this be not important, and obviously have less influenced on the evaluations of the
personal quality. Therefore it is not necessary for the management to focus additional effort here
Leadership Behaviors:
BA8 (Account any Business risk)
AM4 (Set goals and action plan systematically
 AM5 (Managing resources optimally to achieve targets)
AO1 (Set goals that exceed the expectations)
CO11 (Providing resources between Unit / Directorate / Group to achieve greater corporate goals)
• Quadrant IV : Possible Overkill
Management should consider the present efforts on these behaviors as being waste of resources. There fore, if
management need to cut cost, this is the area in which cuts could be made and should consider allocating some of
these resources elsewhere (i.e., the “concentrate here” quadrant). In this case, management may consider
performing a variety of ways to achieve work goals
Leadership Behaviors:
AO2 (Perform a variety of ways to achieve work goals)
AO3 (Improve higher performance continuously)
Discussion & Conclusion
The results presented in study demonstrate that the point plotted in the ‘Concentrate Here’ quadrant of the Importance-
Performance Analysis chart (see Fig.3) indicate that Company must take immediate action to improve these aspects: LE13
(Have the discipline and focus to complete tasks quickly and accurately) and BA6 (Understand the company's business).
From Table 14, the statement bearing CO11 ‘Providing resources between Unit / Directorate / Group to achieve greater
corporate goals’ (Collaborative) is the most important behavior to be a prospetive leader. It is shown that the gap between
the improtance and performance means is the biggest. Whereas LE13 (Have the discipline and focus to complete tasks
quickly and accurately) and BA6 (Understand the company's business) also has a gap value > = 1.
But on the Importance-Performance Analysis chart (see Fig.3), 'Providing resources between Unit / Directorate / Group to
Achieve greater corporate goals' (Collaborative behavior) are in Low Priority Quadrant. This is the opposite statement.
So we conclude that all three behaviors should be the focus for management, and it is an opportunity for improvement to
management in forming a prospective leader.
Opportunity for improvement
Management should prepared prosepective leader to :
a. Have the discipline and focus to complete tasks quickly and accurately, with improve employees basic discipline, and
equip them with conceptual & analytical thinking competency. Prospective leaders needed to improve ability to identify
sources of problems, using logical thinking approach, systematic and organized in chronological order, and understand
a situation or a problem with his perspective as an integrated solution.
b. Understand the company's business, with provide company business informations & strategies through socialization and
coaching & mentoring them. Prospective leaders needed to improve the willingness and ability to collect information
about company’s business, and used the knowledge about a situation or culture of the organization to identify and
anticipate of the business decisions taken. Prospective leaders needed coaching and mentoring by leaders who are role
models, to transfer experience (wisdom) and knowledge to lead organization.
c. Providing resources between Unit / Directorate / Group to Achieve greater corporate goals, with eliminated silos and
increase synergies between Unit / Directorate / Group. Prospective leaders needed to improve the ability and
willingness to networking with other units, Prospective leaders needed to improve the ability and willingness to
networking with other units, sharing of information and resources so that corporate goals can be achieved.

References
[1] Charan, Ram, (2008)., Leaders at All Levels: Deepening Your Talent Pool to Solve the Succession Crisis, ed. 1,
Jossey-Bass, John Wiley & Sons, Inc., San Fransisco.
[2] Byham, William C. , Smith, Audrey B. & Paese, Matthew J. (2002). Grow Your Own Leaders, ed. 1, Financial
Times Prentice Hall, Prentice-Hall, Inc., Upper Saddle River, NJ.
[3] PT. Telekomunikasi Indonesia, Tbk. (2011), Telkom Competence Directory, ed. 7/2011, Bandung, Indonesia.
[4] Martilla, JA and James, John C. (1977). Importance-Performance Analysis, Journal of Marketing, Vo 41, No 1, 1977
[5] Eskildsen, Jacob K. and Kristensen , Kai. (2006) Enhancing importanceperformance analysis, International Journal
of Productivity and Performance Management Vol. 55 No. 1, 2006 pp. 40-60, Emerald.
[6] Landau, Sabine and Everitt, Brian S. (2003). A Handbook of Statistical Analyses Using SPSS, ed. 1, Chapman and
Hall/CRC.