10leadership Development

1
Leadership Development
Leadership is important, without Leadership the important is nothing.
By Pungki Purnadi
www.pungkipurnadiassociates.com
For CHRP49 - 2019

MODULE OBJECTIVES
This module will help the participants in
• Understand the theories and their application of

Designing & implementing Leadership
Development
• Know best practices on how to design & implement
Leadership Development program in this
disruptive & millennium era.
• Support Succession Planning within the company
organization as in line with Company Vision
Mission Values Objectives
Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Leadership is
Managing change and moving
groups to new targets.
Getting exceptional result through others.

Working with and through teams.
Having a vision & being able to develop
strategies.
Leadership is
Respecting other people but
being demanding of them.
Being open to ideas and listening.

Communicating effectively and persuasively.
Knowing how to inspire others yet also how to
empower them to complete the task.

requires a different set of actions and indeed
a completely different mind-set
* CREATING A SENSE OF DIRECTION
It is challenged. Out of these challenge a
vision for something different is born.
* COMMUNICATING THE VISION
The vision must meet the realized or
unconscious needs of other people & the
leader must work to give it credibility.
The leader must ENERGIZE, INSPIRE &
MOTIVATE.
Jack Welch LEADERSHIP
Energy, pemimpin dengan energi pribadi yang luar biasa

Energize, mereka yang menyulut semangat tim dan tidak
mengintimidasi mereka
Edge, orang yang mempunyai semangat bersaing dan tekad untuk
menang
Execution, pemimpin yang mempunyai reputasi dalam
perolehan hasil

There is a difference between
leadership and management.
Leadership is of the spirit,
compounded of personality and vision;
it’s practices is an art.
Management is of the mind, a matter
of accurate calculation…. Its practices
is a science.
MANAGERS ARE NECESSARY; LEADERS
ARE ESSENTIAL
Involve the following & predominantly
activity based :
* PLANNING & BUDGETING
This involves target-setting. Establishing
procedures for reaching target
* ORGANIZING & STAFFING
Setting the organization structure & hiring
the right people
* CONTROLLING & PROBLEM SOLVING
Monitoring the results against the plan.
Identifying problem & working out how to
solve.
LEADER MANAGER
Concerned with doing right thing. Concerned with doing things right.
Takes the long-term view. Takes the short-term view.
Concentrates on what & why. Concentrates on how.
Thinks in term of innovation, Thinks in term of administration,
development, and the future. maintenance, and the present.
Sets the vision ; the tone. Sets the plan ; the pace.
Hopes others will respond & Hopes others will complete their
follow. tasks.
Appeals to hopes and dream. Monitors boundaries, define limits.
Expect others to help realize a Expect others to fulfill their
vision. mission or purpose.
Inspires innovation. Inspires stability.

ABLE TO BUILD EFFECTIVE TEAMS.
KNOWS HOW TO LISTEN.
CAPABLE OF MAKING DECISION
ON THEIR OWN.
ENERGETIC & INNOVATIVE.
VISIONARY.
HAVE HIGH ETHICAL STANDARDS.
A STRONG PRESENCE & STRONG
WILLED.
MATURE.
A GOOD PRESENTER.
KNOWS HOW TO MANAGE COMMITTEES
& INTERNATIONAL IN OUTLOOK.

UNDERSTAND NEW TECHNOLOGIES.
CHARISMATIC & ADMIRED BY
EMPLOYEES AT ALL LEVELS.
DEMOCRATIC.
LITERATE.
MOTIVATED.
COMPASSIONATE.
Behavior is a vital criteria in leadership.
There is no good or bad behavior, only
appropriate or inappropriate behavior.
The only norms which exist are the perceptions of
a Leader as perceived by the relevant
organization & the profiles of star performers
fulfilling the relevant function.
Strengths of a passive profile can be effectively
harnessed by the strengths of an active profile
and vice versa, thereby transferring inappropriate
behavior into appropriate behavior is important.

LEADERSHIP Development
ESSENTIAL QUALITY OF EFFECTIVE
LEADERSHIP
By Pungki Purnadi

KENAPA ADA PEMIMPIN*
Seorang pemimpin diadakan dalam
organisasi karena tanggung jawabnya
sangat besar untuk dapat dikerjakan
sendiri
→
Dalam membantu pemimpin menyelesaikan tugas maka
diangkat beberapa orang pekerja untuk membantu
menyelesaikan pekerjaan yang sangat besar tersebut

TUGAS DAN TANGGUNG JAWAB
Seorang pemimpin dalam organisasi adalah

melaksanakan proses mempengaruhi
→
Bekerja dengan dan melalui
orang lain untuk
menyelesaikan masalah
organisasi yang ada sekarang
maupun yang akan datang
KETERGANTUNGAN PEMIMPIN
Seorang pemimpin dalam organisasi menjadi sangat

tergantung pada pekerja begitu pula pekerja menjadi
tergantung pada pimpinan
→
Kinerja pimpinan tergantung atas
hasil pekerja dan kinerja pekerja
tergantung atas hasil pemimpin
jadi pimpinan dan pekerja adalah
satu kesatuan
Ki Hajar Dewantoro*
• Ing Ngarso Sung Tulodo
▫ Leader menjadi contoh
dari pengikutnya
• Ing Madya Mangun Karso
▫ Leader selalu ditengah
pengikutnya untuk
memotivasi mereka
mencapai tujuan
grupnya
• Tut Wuri Handayani
▫ Leader selalu dibelakang
pengikutnya untuk
konsultasi dan petunjuk

BEST
LEADER
always
produce
another BEST
LEADERS

BEST PRACTICES
By Pungki Purnadi

Astra Leadership Competence
Development Program
Business 1 week Astra Development Center
Individual Development Programs
Leadership
Astra Executive Program
Organizational
Leadership
Astra General Management Program
Managerial Leadership
2 week in class
6 months project
Interpersonal Leadership Astra Middle Management Program
2 week in class
4 months project
Self Leadership Astra First- line Management Program
1 week in class
4 months project
Astra Basic Management Program 1 week in class
3 months self-improvement review

LEADERSHIP STYLE
by Pungki Purnadi

Mengatur & mengelola
disiplin kerja
• Seorang pemimpin dalam organisasi menjadi
sangat tergantung pada pekerja begitu pula
pekerja menjadi tergantung pada pimpinan
• Untuk keseimbangan tugas ini maka salah satu
fungsi pemimpin adalah mengatur dan
mengelola disiplin kerja
• Untuk pelaksanaan disiplin kerja ini
manfaatkanlah prinsip kepemimpinan
situasional; Directing, Coaching, Supporting, dan
Delegating

Being autocratic or democratic is the
usual way of thinking about leadership.
An alternative to being autocratic or
democratic leader is to be a
situational leader.

Leadership Variables
❖Follower
❖Boss
❖Associates/Peers
❖Organization
❖Job Demands
❖Time

Why Situational Leadership?
Because today’s world nothing is so fixed and

cast in stone.
Employee’s development level may

vary from time to time.
And basically, there is no

one single leadership style that fits all.

Subordinate’s Development Level
❖Competence:
Task, Knowledge and
Skills
❖Commitment:
Motivation and
Confidence

Leadership Behavior
❖ Directing Leaders define the roles and
tasks of the follower and supervise them
closely.
Decisions are made by the leader and

announced, so communication is largely
one-way.
High Directive, Low Supportive

Leader Defines Roles of Followers
Problem Solving & Decision Making Initiated by the Leader
One-way Communication

Leadership Behavior
❖ Coaching Leaders still define roles and
Tasks, but seeks ideas and suggestions
from the follower.
Decisions remain the leader’s prerogative,

but communication is much more two-way.
High Directive, High Supportive

Leader Now Attempts to Hear Followers Suggestions,
Ideas, and Opinions
Two-way Communication
Control Over Decision Making Remains with the Leader

Leadership Behavior
❖ Supporting Leaders pass day-to-day
decisions, such as task allocation and
process, to the follower.
The leader facilitates and takes part in

decisions, but control is with the follower.
High Supportive, Low Directive

Focus of Control Shifts to Follower
Leader Actively Listens
Follower Has Ability and Knowledge to Do the Task

Leadership Behavior
❖ Delegating Leaders are still involved in
decisions and problem solving, but control
is with the follower.
The follower decides when and how the

leader will be involved.
Low Supportive, Low Directive

Leader Discusses Problems With Followers
Seeks Joint Agreement on Problem Definitions
Decision Making Is Handled by the Subordinate
They “Run Their Own Show”

Levels of Development
D1
Low Competence, High Commitment
Leading employees of development
level - 1 : new recruits, fresh graduates,
the ones with abundant of motivation &
energy but limited knowledge, skills,
abilities and exposure.
Give a lot of directions, clear

assignments with detail targets.
“Enthusiastic Beginner”

D2
Some Competence, Low Commitment
Leading employees of development level - 2 :
Little bit of experience, knowledge and skills
but finding themselves disillusioned that the
‘real world’ may pose them different realities
than of their expectations and their
motivating starts declining.
Require coaching approach to keep them

moving forward.
“Disillusioned Learner”

D3
Moderate to High Competence,
Variable Commitment
level - 3 : more experience, somewhat
high skills and deeper knowledge but
lack of motivation.
Supporting will provide them with

guidance to excel.
“Reluctant Contributor”
D4
High Competence, High Commitment

level - 4 : top knowledge and
experience as well as high motivation.
Give goals & targets, delegate

everything with their own and will excel.
“Peak Performer”
SITUATIONAL
LEADERSHIP*
Leadership Style (S1 – S4) of the leader must
correspond to the Development Level (D1 –
D4) of the follower – and it’s the leader who
adapts.

KEN BLANCHARD’S SITUATIONAL
LEADERSHIP THE FOUR LEADERSHIP STYLES
(HIGH)
HIGH SUPPORTIVE HIGH SUPPORTIVE

AND AND
LOW DIRECTIVE HIGH DIRECTIVE
BEHAVIOR BEHAVIOR
SUPPORTIVE BEHAVIOR
S3 S2
LOW SUPPORTIVE LOW SUPPORTIVE
AND AND
LOW DIRECTIVE HIGH DIRECTIVE
BEHAVIOR BEHAVIOR
S4 S1
(LOW)
(LOW) DIRECTIVE BEHAVIOR (HIGH)
HIGH MODERATE LOW
D4 D3 D2 D1
DEVELOPED DEVELOPING
DEVELOPMENT LEVEL OF FOLLOWER(S)
The Leader’s Goal
Build Your Follower’s Development Level So You Can

Start Using Less Time-consuming Styles
(S3 and S4) and Still Get High Quality Results.
Situational Leadership
is not something you do “TO” people but something
you do “WITH” people.

Mengidentifikasi Calon Pemimpin
• Watak : kejujuran, integritas, disiplin pribadi, bisa diajar,
bisa diandalkan, kegigihan, kebijaksanaan, etika kerja.
• Pengaruh, setinggi apa, siapa yang mempengaruhi, siapa
yang dipengaruhi.
• Sikap Positif
• Keahlian berkomunikasi, menyukai orang lain adalah
awal kemampuan berkomunikasi.
• Bakat
• Catatan Prestasi, pemimpin yang terbukti keunggulanya
punya catatan prestasi yang terbukti pula keunggulannya.
• Keyakinan, seorang pemimpin mempunyai kemampuan
untuk menanamkan pada diri anak buahnya keyakinan
dalam diri mereka sendiri.
• Tidak Puas dengan Status Quo, seorang pemimpin yang
menyukai status quo akan segera menjadi pengikut.

BEST - maintain the Leader candidates
• Believe in them.
• Encourage them.
• Share with them.
• Trust them.
Melakukan hal yang benar, itu bagus sekali. Mengajar
orang lain melakukan hal yang benar, bahkan lebih
bagus

TRUST
maintain the Leader candidates
Kepemimpinan hanya bisa berfungsi berdasarkan kepercayaan
• Time, for listening & feedback.

• Respect
• Unconditional Positive Regard, on
acceptance.
• Sensitivity
• Touch, support with shake hand, etc.

IDEA - developing Leader candidates
• Instruction
• Demonstration
• Exposure
• Accountability

Empat Gaya Dasar Kepemimpinan
• MENGARAHKAN,
pemimpin
memberikan instruksi
spesifik dan dari dekat
mengawasi
penyelesaian tugas

• MELATIH, pemimpin
terus memberikan
pengarahan, dan dari
dekat mengawasi
penyelesaian tugas, tetapi
juga menjelaskan
keputusan, menawarkan
saran dan mendukung
kemajuan

• MENDUKUNG, pemimpin
memudahkan dan
mendukung upaya
bawahan menuju
penyelesaian tugas serta
berbagi tanggung jawab
untuk pembuatan
keputusan dengan mereka

• MENDELEGASIKAN,
pemimpin menyerahkan
tanggung jawab untuk
pembuatan keputusan dan
pemecahan masalah
kepada bawahan

Gaya & Perilaku Dasar Kepemimpinan
• Gaya Kepemimpinan
adalah bagaimana anda
berperilaku ketika anda
berusaha mempengaruhi
unjuk kerja seseorang.
• Gaya Kepemimpinan
adalah perpaduan antara
perilaku Direktif &
Supportif.

Perilaku Dasar Kepemimpinan
• DIREKTIF : Struktur,
Pengendalian dan
Pengawasan.
• SUPPORTIF : Pujian,
Mendengarkan dan
Memudahkan.

• DIREKTIF : Melibatkan
dengan jelas, memberitahu
orang lain apa yang harus
dilakukan, dimana
melakukannya, bilamana
melakukannya, dan
kemudian mengawasi dari
dekat unjuk kerja mereka.

• SUPPORTIF : Melibatkan,
mendengarkan orang lain,
memberikan dukungan
dan dorongan untuk upaya
mereka, kemudian
memudahkan keterlibatan
mereka dalam pemecahan
masalah dan pembuatan
keputusan.

tinggi
Perilaku banyak Perilaku banyak
memberikan dukungan memberikan pengarahan
S
dan kurang memberikan & banyak memberikan
U pengarahan. dukungan.
P SUPPORTIF – G3 MELATIH – G2
P
O
R Perilaku kurang Perilaku banyak
T
I memberikan dukungan & memberikan pengarahan
F kurang memberikan & kurang memberikan
pengarahan. dukungan.
DELEGASI – G4 DIREKTIF – G1
rendah
tinggi
DIREKTIF
Gaya Kepemimpinan &
Perkembangan Manusia
• Kecakapan Tinggi, Mendelegasikan

Komitmen Tinggi Menyerahkan Tanggung Jawab
Untuk Pembuatan Keputusan
Sehari-hari
• Kecakapan Tinggi, Mendukung
Komitmen Bervariasi Memuji, Mendengarkan &
Memudahkan
• Kecakapan Sedikit, Melatih
Komitmen Rendah Mengarahkan dengan contoh
• Kecakapan rendah, Memberikan Pengarahan

Struktur, Kontrol & Pengawasan
Komitmen rendah
Next Steps……
• How to design & implement the
Leadership Development program
which support the Succession
Planning in the company
organization ?
53
good luck & success!
If you need further assistance, please
contact me at 08121055000
Or visit www.pungkipurnadi.com
Or sending e-mail to :
Pungki.purnadi@gmail.com
pungki@pungkipurnadi.com

Pungki Purnadi, ST.MM.MHRM.
Pungki Purnadi is Business Management expert & certified Human Capital
practitioner, having more than 28 years experience in handling Human Capital (HC)
Management matter. His engineering background education and master human
resources management support him to become the innovative HC Practitioner. He
had various working experiences regionally and internationally such as with TOTAL
Indonesie, MedcoEnergi, Petronas Carigali, WorleyParsons, Petrosea and some
years with international management consultant, handling some HR matters in
various industries.
During his working experiences, he had been assigned to various key HR position
domestically & internationally (in France, England, Scotland, Norway, Turkey, Arab
Emirates, Iran, Libya, Nigeria, Sudan, Argentine, Australia, Myanmar, Thailand and
Malaysia) such as Training & Development Manager, HRD Manager, Country HR
Manager, South East Asia Regional HR Manager and Human Capital Director. He is
also one of the founders who have an initiative to conduct HR certification in
Indonesia such as Certified Human Resources Professional (CHRP); Certified Human
Resource Management (CHRM) and Certified Professional Human Capital
Management (CPHCM). As HR practitioners, he is very active to run and facilitating
several HR program.

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1

Leadership is important, without Leadership the important is nothing.

For CHRP49 - 2019

• Understand the theories and their application of

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Getting exceptional result through others.

Being open to ideas and listening.

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Energy, pemimpin dengan energi pribadi yang luar biasa

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Seorang pemimpin dalam organisasi adalah

Seorang pemimpin dalam organisasi menjadi sangat

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Because today’s world nothing is so fixed and

Employee’s development level may

And basically, there is no

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Decisions are made by the leader and

High Directive, Low Supportive

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Decisions remain the leader’s prerogative,

High Directive, High Supportive

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

The leader facilitates and takes part in

High Supportive, Low Directive

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

The follower decides when and how the

Low Supportive, Low Directive

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Give a lot of directions, clear

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Require coaching approach to keep them

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Supporting will provide them with

Leading employees of development

Give goals & targets, delegate

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

HIGH SUPPORTIVE HIGH SUPPORTIVE

(LOW) DIRECTIVE BEHAVIOR (HIGH)

HIGH MODERATE LOW

Build Your Follower’s Development Level So You Can

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

• Time, for listening & feedback.

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Certified Human Resources Professional – Unika Atma Jaya - Jakarta