Materi Ceramah Diklatpim III Badan Diklat Prov. Lampung Bandar lampung, 26 Juni 2012

1. Materi Ceramah Diklatpim III
Badan Diklat Prov. Lampung
Bandar lampung, 26 Juni 2012

2. 1
3 Reflection on Leadership
2 Basic Concept of Leadership
3 Leadership Models
4 Leader’s Competencies
5
3 Kepemimpinan Pem. Daerah

4. • Management is doing things right; leadership is doing
the right things (Peter F. Drucker).
• The manager asks how and when; the leader asks
what and why (Warren Bennis).
• Never tell people how to do things. Tell them what to
do and they will surprise you with their ingenuity
(Gen. George Patton).
• Give a man a fish and he eats for a day teach a man to
fish and he can feed himself for life (Confucius).
• A leader is a dealer in hope (Napoleon Bonaparte).
• If your actions inspire others to dream more, learn
more, do more and become more, you are a leader
(John Quincy Adams).

5. • The function of leadership is to produce more
leaders, not more followers (Ralph Nader).
• Nearly all men can stand adversity, but if you want
to test a man's character, give him power
(Abraham Lincoln).
• An army of sheep led by a lion is better than an
army of lions led by a sheep (Alexander the
Great).
• The key to successful leadership today is
influence, not authority (Kenneth Blanchard).
• Example is not the main thing in influencing
others; it is the only thing (Albert Schweitzer).

6. Presiden Iran, Mahmoud Ahmadinejad: menyapu
dengan ikhlas tanpa rasa malu, jalan-jalan di dekat
istana dan jalanan kota Teheran. Prinsipnya:
• To lead is to serve …
• Ketinggian derajatnya terletak pada kerendahan
hatinya ...
• Tugas utama pemimpin adalah membuat bawahan
mampu mencapai kinerja melebihi kapasitasnya
saat ini (beyond their capacity).

7. 1. Tuna netra , tetapi perasaannya tajam;
2. Tuna wicara, tetapi kebugarannya prima;
3. Tuna rungu, tetapi keimanannya tinggi;
4. Tuna daksa, tetapi otaknya cemerlang.
 Seorang pemimpin bisa memadukan ke-4
orang yg cacat itu untuk mengguncang
dunia.

9. 4 X Menggaris

10. 3 X Menggaris

11. 1 X Menggaris

14. (Burt Nanus, Visionary Leadership, 2001)
 manager administers; leader innovates;
 manager is a copy; leader is an original;
 manager focuses on systems and structure; leader focuses
on people;
 manager relies on control; leader inspires trust;
 manager has a short-range view; leader has a long-range
perspective;
 manager asks how and when; leader asks what and why;
 manager has his eye always on the bottom line; leader has
his eye on the horizon;
 manager imitates; leader originates;
 manager accepts the status quo; leader challenges it;
 manager is the classic good soldier; leader is his own person;
 manager does the things right; leader does the right thing.

15.  Kepala mempekerjakan bawahan, pemimpin mengikuti
mereka;
 Kepala mengandalkan kekuasaan, pemimpin mengandalkan
kemauan baik;
 Kepala menimbulkan ketakutan, pemimpin memancarkan
kasih;
 Kepala mengatakan “aku”, pemimpin mengatakan “kita”;
 Kepala menunjukkan siapa yg salah, pemimpin menunjukkan
apa yg salah;
 Kepala tahu bagaimana sesuatu dikerjakan, pemimpin tahu
bagaimana mengerjakan sesuatu;
 Kepala menuntut rasa hormat, pemimpin membangkitkan
rasa hormat.

16. Kepemimpinan Nusantara
1. Surya, sbg sumber penerangan & penghidupan;
2. Candra, sbg penerangan saat kegelapan;
3. Kartika, sbg pedoman saat kegelapan;
4. Angkasa, adil tidak pilih kasih;
5. Dahana, berani mengambil keputusan;
6. Maruta, memahami aspirasi bawahan;
7. Samudra, pandangan yg jauh luas & mendalam;
8. Bumi, sumber kekuatan, jujur, dan kesuburan.
http://budayaleluhur.blogspot.com/2011/12/perilaku-ajaran-hasta-brata-wahyu.html

23. (Burt Nanus, Visionary Leadership, 2001)

24.  Direction setting & Inspiring a shared vision:
Envision the future, enlist other, effective
communications.
 Getting results & Challenging the process: conflict
resolution, problem solving, mencari peluang &
tantangan.
 Managing relationships & Enabling others to act:
foster collaboration, strengthen others, perspective
on empowerment – delegation.
 Leading change & Encouraging the heart: recognize
individual contributions, reward system, celebrate
team accomplishments.
 Personal style & Modeling the way: set the example
for other.

25. (Burt Nanus, Visionary Leadership, 2001)
1. Menantang proses:
a. Selalu mencari dan memanfaatkan peluang.
b. Mencoba mengambil resiko.
2. Mengilhami visi:
a. Menggambarkan masa depan yang diinginkan.
b. Memastikan bawahan mengetahui & mengikuti visi.
3. Menggerakkan orang:
a. Membina kalaborasi.
b. Memperkuat bawahan.
4. Menjadi model:
a. Dapat sebagai teladan.
b. Menghargai bawahan berkreasi.
5. Memotivasi bawahan:
a. Menunjukkan konstribusi individual.
b. Memberikan penghargaan atas keberhasilannya.

26. Sumber: 2010, Introduction to Selection Processes at the Executive Level,
Executive Counseling Services Personnel Psychology Centre, Public
Service Commission (PSC) of Canada

27.  Kepemimpinan Operasional: kemampuan utk
menyusun program2 yg operasional sesuai garis
strategi kebijakan yg tlh ditetapkan, serta kemampuan
memimpin keberhasilan pelaks program tsb.
 Kompetensi yg dibentuk adalah soft & hard
competencies, dijabarkan dalam 11 kompetensi,
yaitu: Komitmen, Integritas Moral, Tanggungjawab
Profesi PNS; Disiplin & Etos Kerja; Sistem
Penyelenggaraan Pemerintahan Negara RI; Tupoksi;
Kebijakan Kepegawaian; Wawasan Kebangsaan Dalam
NKRI; Budaya Organisasi; Teknik Manajemen
Perkantoran Modern; Pelayanan Prima; Kerjasama &
Komunikasi.

28.  Kepemimpinan Politik (DPRD)
 Kepemimpinan Birokasi (Administratif)

29. Michele Morciano, 2002)

30. Rakyat Pemerin-
tah
Trust Authority
Based V.S. Based
Political • Checks & Adminis-
Leader Balances trative
• Strategic Leader
partnership
Mandate Line
Accountability Line

31. Administrative / Executive
Political Leadership
Leadership
Trust-based; Authority-based;
Constituent orientation; Vision & program orientation;
Non-hierarchical leadership; Leadership ladder (career system);
Reactive (fire-fighting strategy); Anticipatory;
Rely heavily on political will; Rely on policy capacity;
Transformational Model: utilize Transactional Model: use their
their personal charisma to achieve knowledge or legal authority to
their objectives; achieve results;
Instant process of recruitment; Competence-based formation;
Lack of professional development
Systematic training system.
(inc. Training).

32. MANAGING PUBLIC POLICY
I-
PNS (PUSAT DAN DAERAH)
VISI
FUNGSIONAL DAN STAFF
ORGANISASI
PUBLIC
VISI PRESIDEN / WAPRES
PEME-
POLICY
RINTAHAN
II- FORMULATION
K I N E R J A
NEGARA
STRATEGI
VISI
NEGARA III-
PROGRAM PUBLIC
SERVICE
DELIVERY
MANA-
JEMEN IV-KEGIATAN
PEME-
RINTAHAN
NEGARA
CPNS
PROSES POLITIK PROSES ADMINISTRASI ESELON