Leadership 1

Session 1

Understanding Leadership

Iqbal Muhammad, BBA., MBA.

 Syllabus “Leadership 1”
This course will be delivered in 14 sessions as follows:
Week Topic
1 Understanding Leadership
2 History of Leadership and Theories of Leadership Development
3 Leadership Traits, Competencies and Qualities of Leaders
4 Personal Leadership Development & Canvas
5 Traditional and Contingency Leadership Approach
6 Leadership Communication
7 Contemporary Leadership Approach
8 Mid Examination
9 Heroic vs Post-heroic Leadership
10 New Normal Leadership Approach
11 Leadership and Followership
12 Global Leadership: 20th vs 21st Century Leadership
13 Leadership Storytelling 1
14 Leadership Storytelling 2
15 Final Examination Preparation, Coursework Final Review & Subject Conclusion
16 Final Examination
 Understanding Leadership
(Introduction, definition and scope)
1. What is Leaders - Leadership
2. Why study leadership? Why is it important?
3. Leadership vs Management
4. What is (Good) leadership vs Bad
Leadership?
5. Leadership Traits/Value-based Leadership
 Background
• In leadership literature, more than 100 different definitions of leadership
have been identified (Rost, 1991). 
• Leadership has long intrigued humankind and has been the topic of
extensive literature for centuries. 
• Studies on leadership have emerged from every discipline “that has had
some interest in the subject of leadership: anthropology, business
administration, educational administration, history, military science, nursing
administration, organizational behavior, philosophy, political science, public
administration, psychology, sociology, and theology” (Rost, 1991, p. 45).
• As a result, there are many different leadership approaches and theories.
While the words are often used interchangeably, approaches and theories
are different conceptually. An approach is a general way of thinking about a
phenomenon, not necessarily based on empirical research. 
 Background
• Leadership is a topic with universal appeal; in the popular press
and academic research literature, much has been written about
leadership.
• Despite the abundance of writing on the topic, leadership has
presented a major challenge to practitioners and researchers
interested in understanding the nature of leadership. It is a highly
valued phenomenon that is very complex.
• Two common forms of leadership are assigned and emergent.
Assigned leadership is based on a formal title or position in an
organization.
• Emergent leadership results from what one does and how one
acquires support from followers.
• Leadership, as a process, applies to individuals in both assigned
roles and emergent roles.
 Leader &
Leadership
What’s the different?
 Defining Leadership
No Leadership Definition Source
1 Leadership is an ability meaning a leader has a capacity to do
something through his talent and skill.
2 The single most important factor in the success or failure of Bass (2008)
organizations.
3 People and systems create a culture within the organization and Bolman & Deal,
guide its operation. Different business organizations have different 2003
policies
4 Process of social influence in which one person is able to enlist the Chemers
aid and support of others in the accomplishment of a common task. (1997)
5 A process of influence, occurs in groups, and involves common goals Northouse
(2010)
6 A social process in which an individual or a group influences behavior Hoy and Miskel
toward a shared goal (2013)
7 Both a research area and a political skill encompassing the ability of Zenger &
an individual or organization to “lead” or guide other individuals, Folkman, 2021
teams, or entire organizations
8 Leadership is not a position. It is a mindset.” This is to build Fredrik
organizations with the agility and focus to succeed in the modern Arnander
business world. (2013, “We are
all leaders”)
What is Leadership?
Leadership and Leaders DEFINITION…
Leadership is a version of, influence. Moreover, most
of them have justified their existence by describing,
analyzing, measuring and accounting for such
influence, with some colleagues extending this view of
their role to include promulgating and recommending
preferred leadership typologies and models as
normative prescriptions for desired versions of practice.

“Leader” is acknowledged as a socio-psychologically

attributed status in which persons are perceived as
embodying a cognitively defined (and emotionally
defined?) prototype of what it means to lead.
 Leadership : Theory and Practice
Peter G. Northouse (2018). 8th Edition
Sage Publications (Western Michigan University)

Definition and Components

• (a) Leadership is a process, (b) leadership involves influence, (c) leadership occurs in
groups, and (d) leadership involves common goals.
• Leadership is a process whereby an individual influences a group of individuals to
achieve a common goal.
• Leaders have an ethical responsibility to attend to the needs and concerns of followers.
• As Burns (1978) pointed out, discussions of leadership sometimes are viewed as elitist
because of the implied power and importance often ascribed to leaders in the leader–
follower relationship.
• Leaders are not above or better than followers.
• Leaders and followers must be understood in relation to each other (Hollander, 1992)
and collectively (Burns, 1978). They are in the leadership relationship together—and
are two sides of the same coin (Rost, 1991).
 Leaders & Leadership
• The conclusion of the study suggests that “leadership is a complex
system of relationships between leaders and followers, in a particular
context, that provides meaning to its members” (p. 397).
• The position allows for a richer and more powerful conceptualisation of
leadership across multiple aspects and perspectives.
• The implications are that we follow leaders partly so that we can achieve
certain results, but also because of the sense of purpose they can offer.
• At times it is not the outcomes that we crave, but the fulfilment of the
role or purpose that satisfies a need, offering a more delicate balance.
• Moreover, the network of relationships allows for influences rather than
a one-directional causality from the leader. Finally, leadership cannot be
made prescriptive.
Leaders & Leadership
‘Leaders are necessary because we tend to understand the
world through individuals who organize into various structures
as a way of fulfilling collective needs. … (leadership) is
something that helps us to make sense of the world, sustains
our common identities and holds hope for a brighter tomorrow.

Like leadership itself, our need for such symbols—meaning,

identity, hope—is part and parcel of our human nature, which
few ever saw as being so simple. Coming to terms with our
own complex selves allows us to recognize that leadership too
is necessarily difficult and yet endlessly inspiring.’ (p. 398-9)
Leadership’s Elements
 Definisi

• Leaders and Role of Followers

o Peristiwa transaksional yang terjadi antara pemimpin dan pengikut
o Followers juga memengaruhi pemimpin

• Pengaruh/Memberikan Pengaruh merupakan proses seorang pemimpin

o Sine qua non (esensi) dari leadership
o Mengomunikasikan Ide/Gagasan
o Mendapatkan penerimaan dari pengikut
o Memotivasi followers untuk mendukung dan mengimplementasikan ide-ide melalui
perubahan
o Hubungan baik antara leader dan follower
o Mendapatkan komitmen dan antusiasme dari pengikut yang bersedia untuk dipengaruhi
tanpa adanya paksaan (coercion)
I

Definisi

• Tujuan Organisasi
o Visi Bersama
o Melakukan hal yang beretika dan bermanfaat bagi organisasi dan anggotanya
o Memanfaatkan Followers untuk kepentingan pribadi ≠ Leadership

• Perubahan
o Beradaptasi dengan lingkungan global yang cepat
o Memengaruhi pengikut untuk membawa perubahan menuju masa depan organisasi
yang diinginkan
o Siapa yang mau mengambil risiko dan mencoba hal baru akan maju
 Definisi

• Manusia
o Mampu bergaul/berinteraksi dengan orang/manusia
o Senang bekerja dengan orang lain dan membantu mereka sukses dan
berkembang
o Skills manusia lebih penting dari skills komputer

• Situasi
o Gaya kepemimpinan berubah sesuai situasi
Thus we are left with five major
approaches:
1. Leadership as Person: is it WHO ‘leaders’ are that
makes them leaders?
2. Leadership as Result: is it WHAT ‘leaders’ achieve that
makes them leaders?
3. Leadership as Position: is it WHERE ‘leaders’ operate
that makes them leaders?
4. Leadership as Purpose: is it WHY ‘leaders’ lead that
makes them leaders?
5. Leadership as Process: is it HOW ‘leaders’ get things
done that makes them leaders?
The Essence of Effective Leadership
1. Help interpret the meaning of events. Helping people to find
meaning in complex events is important, especially when the pace
of change is accelerating and touching every part of our lives.
2. Create alignment on objectives and strategies.
3. Build task commitment and optimism.
4. Build mutual trust and cooperation.
5. Strengthen collective identity.
6. Organize and coordinate activities.
7. Encourage and facilitate collective learning.
8. Obtain necessary resources and support.
9. Develop and empower people.
10. Promote social/justice and morality.
Why be a leader?
1. EGO Want a position.

2. REPLACE Unhappy about now –tear down and replace with clear
alternative

3. REMOVE Unhappy about now –tear down what is there anything

will be better than what is there at present

4. EVOLVE Unhappy about now….don’t want to tear down but they

do want to change it and they have a very clear model of the way they
want to it to change .

5. REFORM Want change but believe the way to change it is to help

people to engage with each other to develop a new way of running
things rather than having a very clear model of what they want to
impose or insist upon.
1. Leadership is a dedicated position.
2. Leadership is about oneself.
3. Leadership is about people.
4. Leadership is about processes.
5. Leadership is about enterprises.
6. Leadership is about individuals.
7. Leadership is about societies.
8. Leadership is about demanding.
9. Leadership is about serving.
10. Leadership is about learning to trust oneself and others.
11. Leadership is about conflict.
12. Leadership is about followership.
13. Leadership is about change.
14. Leadership is about purpose.
15. Leadership is straightforward.
16. Leadership is full of paradoxes.
17. Leadership is a tremendously complex and pressure-loaded
quest that cannot be captured comprehensively.
Why is Leadership Important?
Why Study Leadership?
Perhaps Nahavandi (2015), who
states that leadership definitions
share three common
characteristics, presented one of
the best definitions:
1. Leaders need followers in
order to exercise both
influence and persuasion.
2. Leaders use their ability to
influence and persuade
others in order to achieve
the goals of the
organization, so leadership
is “goal directed and action
oriented” (p. 3).
3. There is an assumption of
some sort of hierarchy due
to the presence of leaders.
 Formal and Emergent
Types of Leaders Forms of Leadership
1. Leader by the position 1. It is common for processes
achieved of environmental leadership
2. Leader by personality, to involve:
charisma 2. Formal leaders (e.g. political
3. Leader by moral example / executive leaders
4. Leader by power held operating within their „role
descriptions‟); and
5. Intellectual leader
3. Emergent leaders (e.g.
6. Leader because of ability people who voluntarily take
to accomplish things on „extra-role‟ leadership
behaviours).
 Power – French and Raven (1960)

1. Legitimate power – comes solely from the position the superior holds in an

organization
2. Reward power – comes by means of promotion, salary  increase an interesting
assignment
3. Expert power – comes from the leader possessing superior knowledge of the
matter under discussion
4. Referent power – comes from the fact that subordinates identify with the leader
and respect him/her/
5. Coercive power – comes from forced actions and potential for punishment
Teaching Leadership
MANAGERIALSHIP

X/VS

LEADERSHIP
 Leadership vs. Management
• Leadership and management are not the same. Management emerged out
of the industrialization of work in the early 20th century, and its purpose is
to structure and coordinate various functions within organizations
(Northouse, 2019).
• In contrast, leadership has been studied for thousands of years, across
multiple contexts—politics, the military, religion, and more.
• Frederick Taylor was a key figure in the development of management
theory. At the turn of the 20th century, Taylor pioneered the concept of the
scientific management of labor. This involved measuring every detail of a
worker’s tasks to make work more efficient, consistent, and predictable.
• According to Taylor, the responsibility of workers was to provide the labor,
and the responsibilities of managers were to design the “one best way” for
each task to be done, and then train, monitor, and evaluate each worker.
This approach was applied to many U.S. industries in the first half of the
20th century and is still in use today in assembly lines, fast-food
restaurants, and other industries (Modaff, Butler, & DeWine, 2017).
 Manager vs Leader (Warren Benis)
1. The manager administers; the leader innovates.
2. The manager is a copy; the leader is an original.
3. The manager focuses on systems and structure; the leader
focuses on people.
4. The manager relies on control; the leader inspires trust.
5. The manager has a short-range view; the leader has a long-range
perspective.
6. The manager asks how and when; the leader asks what and why.
7. The manager has his eye always on the bottom line; the leader
has his eye on the horizon.
8. The manager imitates; the leader originates.
9. The manager accepts the status quo; the leader challenges it.
10. The manager does things right; the leader does the right things.
 Managers vs. Leaders
Managers Leaders
• Focus on things • Focus on people
• Do things right • Do the right things
• Plan • Inspire
• Organize • Influence
• Direct • Motivate
• Control • Build
• Follows the rules • Shape entities
• Has his eye always on the • Has his eye on the horizon
bottom line
• A long-range perspective
• A short-range view
• Innovates
• Administers
• Does the right thing
• Does things right
• Inspires trust
• Relies on control
• Challenge status quo
• Accepts the status quo
 Leaders - Leadership

Components Central to the

Phenomenon of Leadership

Leadership Leaders
• Is a process  And followers are involved
• Involves influence together
 And followers need each
• Occurs within a other
group context  Often initiate and maintain
• Attends to the relationship
 Are not above or better than
common goals
followers

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
 Leadership &
Management, Kotter (1990)
Management Leadership
Activities Activities
“Produces order “Produces change
and consistency” and movement”

1. Planning & Budgeting 1. Establishing direction

2. Organizing & Staffing 2. Aligning people
3. Controlling & Problem 3. Motivating/Inspiring
Solving
Major activities of management & leadership
are played out differently; BUT, both are essential for an organization to prosper.

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
On a recent episode of Fareed Zakaria called “How to Lead,” General
Stanley McChrystal, author of Leaders: Myth and Reality, said it best:
“Leadership is about you and a relationship to people…

Leaders are people we empower, we follow, we vote for. We have

responsibility.

Leaders ultimately reflect the values we make them reflect.

Leaders will reflect who we want to be. We need to look in the mirror
and decide who we are, who we want to be, what’s important to us.”
 Kepemimpinan

Seberapa banyak perubahan yang dilakukan..

Dan seberapa percepatan yang bisa diusahakan...

@copyright : Taufan Akbari

6M of Leadership

1.Menggerakan
2.Mempercepat
3.Mempermudah
4.Menguatkan
5.Membuka
6.Menyatukan
Akbari (2022)
1. Power no longer the domain of leaders
2. Followers demand more from leaders Shift in Leadership
3. Access to technology has empowered followers Power,
4. Leaders more transparent Kellerman (2012)
5. Decline in respect for leaders
6. Leadership as social contract between leaders and followers
 Leadership & Power
• Position Power • Personal Power is influence
derived from office or derived from being seen as
rank in an organization likable & knowledgeable

Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. © 2016 SAGE Publications, Inc.
Kepemimpinan menyoal menang melawan
diri kita sendiri, membentuk diri kita lebih
baik dan menjadi keping solusi bagi
permasalahan yang ada dibangsa ini..

PAKSA diri kita, kalau ga berani merubah…

Kita yang akan diubah…
What is GOOD Leadership ?
13 Jenis Kepemimpinan (Akbari, 2022)
1. Kepemimpinan Diri Sendiri (Self Leadership)
2. Kepemimpinan Keluarga (Family Leadership)
3. Kepemimpinan Lingkup Sekolah dan Kuliah (Educational Leadership)
4. Kepemimpinan Lingkup Pekerjaan Profesional (Corporate Leadership
5. Kepemimpinan Kewirausahaan (Entrepreneur Leadership)
6. Kepemimpinan Komunitas (Community-based Org. Leadership)
7. Kepemimpinan Sosial (Social Leadership)
8. Kepemimpinan Digital & Teknologi (Digital Leadership)
9. Kepemimpinan Pemerintahan (Government Leadership)
10. Kepemimpinan Kenegaraan (State/Nation Leadership)
11. Kepemimpinan Pancasila (Pancasila Leadership)
12. Kepemimpinan Perempuan (Women Leadership)
13. Kepemimpinan Indonesia (Indonesian Leadership)
Thanks!
Does anyone have any questions?
[email protected]