LANDASAN KONSEPTUAL DIKLATKEPEMIMPINAN POLA BARU

PUSAT PENGEMBANGAN PROGRAM DAN PEMBINAANDIKLAT

KEDEPUTIAN DIKLAT APARATURLEMBAGA ADMINISTRASI NEGARA

BADAN DIKLAT DIYhttp://diklat.jogjaprov.go.id

JALAN PANJANG MENUJUPERUBAHAN….

DIKLAT MASA DEPAN2007: Market BasedTraining

PEMBAHARUAN SISTEMDIKLAT APARATUR:2008 SD 2011: LeadershipCompetency Model

REVIEW PEMBAHARUANSISTEM DIKLAT APARATUR2012 SD SEKARANG: AdaptiveLeadership

Leadership Competency Model(Stephen Wagner)

1. Self-Management dengan kompetensi inti work habits,work attituteds, stress management, dan learning;

2. Leading Others dengan kompetensi inticommunicating, interpersonal awareness, motivatingothers, developing others, dan influencing;

3. Task Management dengan kompetensi initi executingtask, solving problems, managing information andmaterial resource, managing human resources, danenhancing performance;

4. Innovation dengan kompetensi inti creativity,enterprising, integrating perspectives, forcasting andmanaging change; dan

5. Social Responsibility dengan kompetensi inti civicresponsibity, social knowledge, ethical processs, leadingothers ethically, and acting with integrity

The Practice of ADAPTIVE LEADERSHIPTools and Tactics for Changing Your

Organization and The World

Ronald Hafeits, Alexander Grashow, danMarty Linski

2009

JALAN PANJANG MENUJUPERUBAHAN….

DIKLAT MASA DEPAN

2007: Need BasedTraining

PEMBAHARUAN SISTEMDIKLAT APARATUR:

2008 SD 2011: LeadershipCompetency Model

REVIEW PEMBAHARUANSISTEM DIKLAT APARATUR2012 SD SEKARANG:Adaptive Leadership

Leadership Competency Model(Stephen Wagner)

1. Self-Management dengan kompetensi inti work habits,work attituteds, stress management, dan learning;

2. Leading Others dengan kompetensi inti communicating,interpersonal awareness, motivating others, developingothers, dan influencing;

3. Task Management dengan kompetensi initi executingtask, solving problems, managing information and materialresource, managing human resources, dan enhancingperformance;

4. Innovation dengan kompetensi inti creativity, enterprising,integrating perspectives, forcasting and managing change;dan

5. Social Responsibility dengan kompetensi inti civicresponsibity, social knowledge, ethical processs, leadingothers ethically, and acting with integrity

The Practice of ADAPTIVE LEADERSHIPTools and Tactics for Changing Your

Organization and The World

Ronald Heifets, Alexander Grashow, danMarty Linski

2009

ADAPTATION

“A successful adaptation enables an organismto thrive in a new and challengingenvironment”, (Heifets, 2009)

ADAPTATION

“A successful adaptation enables an organismto thrive in a new and challengingenvironment”, (Heifets, 2009)

LEADERSHIP1. The art of getting someone else to do something you

want done because he wants to do it (Dwight DEisenhower)

2. A leader is a dealer in hope (Napoleon Boneparte)3. A leader is one who knows the way, goes the way and

shows the way (John C. Maxwell)

KEPEMIMPINAN

“Kemampuan memobilisasi orang”(Heifets, 2009)

KEPEMIMPINAN DAN PERUBAHAN

“Leadership becomes important and neededonly in times when you require some kind ofchanges, some kind of innovation. In a stableenvironment, all you need is the authority orexpertise” (Heifets)

LEADERSHIP FROM A POSITION OFATHORITY

TASK TECHNICAL ADAPTIVE

Direction Provide problem and solution Identify the adaptivechallenge

Protection Protect from external threats Disclosure external threats

order • Orient people to currentroles

• Restore order

• Maintain norms

• Disorient current roles;resist orienting people tonew roles quickly

• Expose conflict or let itemerge

• Challenge norms or letthem be challenged

DISTINGUISHING TECHNICAL PROBLEMAND ADAPTIVE CHALLENGES

Kind ofChallenge

Problemdefinition

Solution Locus ofwork

Technical Clear Clear AuthorityTechnical andAdaptive

Clear Requireslearning

Authority andstakeholder

Adaptive Requireslearning

Requireslearning

Stakeholder

THE ADAPTIVE LEADERSHIP PROCESS

INTERPRET

INTERVENE

OBSERVE

FOUR ADAPTIVE ARCHETYPES

1. Gap between espoused values andbehaviour;

2. Competing commitments3. Speaking the unspeakable4. Work avoidance

DEPICTING YOUR LOYALITIES

ACT POLITICALLY

IncreaseIn yourInformal authority

Scope ofAuthority

1. Allies: How can this ally besthelp you sucessfullyimplement your intervention?

2. Opponents: How might youneutralize their opposition orget them on your side?

3. Senior authorities: What mightyou say or do to secure theirsupport as you initiative isbeing implemented?

Thank YouFor Your Attentive and

Active Participation