Kanaidi, SE., M.Si., cSAP (sebagai Pemateri) Photo Bersama para Peserta
“Pelatihan Effective SERVICE LEADERSHIP” bagi karyawan PT Bank Nagari - Padang
di Hotel CROWNE Plaza-Bandung, 11 – 12 November 2015
BANDUNG
http://www.slideshare.net/KenKanaidi/pelatihan-effective-service-leadership-bagi-karyawan-pt-bank-nagari-padang-di-hotel-crowne-plazabandung-11-12-november-2015-kanaidi-se-msi-csap-sebagai-pemateri
Suasana Belajar - Para Peserta
“Pelatihan Effective SERVICE LEADERSHIP” bagi karyawan PT Bank Nagari - Padang
Hotel CROWNE Plaza-Bandung, 11 – 12 November 2015
BANDUNG
Suasana Belajar - Para Peserta
“Pelatihan Professional Development and Leadership for Secretaries” PetroChina Int’l Companies- Jakarta
di Hotel SENSA-Bandung, 21 – 23 Oktober 2015
Suasana Belajar - Para Peserta
“Pelatihan Effective SERVICE LEADERSHIP For BANKERs” bagi karyawan PT Bank Nagari - Padang
Hotel CROWNE Plaza-Bandung, 11 – 12 November 2015
BANDUNG
Ny. Fera Ramali
Ny. Prima Maigusti
Para Peserta serius mengikuti Materi Pelatihan“Pelatihan SERVICE LEADERSHIP for BANKERs” dari Bank NAGARI
di Hotel CROWNE Plaza-Bandung, 11-12 November 2015
Penyerahan Sertifikat (Simbolis) kepada Ny. Prima Maigusti, Peserta “Pelatihan SERVICE LEADERSHIP for BANKERs” dari PT. Bank NAGARI
di Hotel CROWNE Plaza-Bandung, 12 November 2015
BANDUNG
Apa itu LEADERSHIP ?• Leadership (Kepemimpinan) adalah seni atau proses
mempengaruhi orang-orang, sehingga mereka akan berusaha mencapai tujuan kelompok dengan kemampuan dan antusias.
• Kepemimpinan adalah proses mengarahkan dan mempengaruhi kegiatan yang berhubungan dengan tugas dari anggota kelompok.
• Kepemimpinan adalah proses mengarahkan orang
dan mempengaruhi aktivitas-aktivitas yang
berhubungan dengan tugas dari anggota-anggota
kelompok.
Memimpin orang atau mengarahkan
orang atau mengatur orang dapat dikatakan “gampang-gampang susah”
(bawahan sering mempunyai pendapat, pengalaman, kematangan jiwa, kemauan, dan kemampuan yang berbeda bahkan di
atas pemimpin)
Memimpin vs MengelolaPemimpin (Leader) Manager
Melakukan Inovasi
Mengembangkan
Memberikan Inspirasi
Memiliki pandangan jangka panjang
Menanyakan apa dan mengapa
Memunculkan
Menantang status quo
Melakukan Sesuatu yang benar
Mengurus
Mempertahankan
Mengendalikan
Memiliki pandangan jangka pendek
Menanyakan bagaimana dan kapan
Mengawali
Menerima status quo
Melakukan sesuatu dengan benar
Gaya Kepemimpinan
• Pimpinan Bebas/laissez-faire
• Pimpinan Akomodatif/kekeluargaan
• Pimpinan Otoriter/diktator/kompetitif
• Pimpinan Kompromis/jalan tengah
• Pimpinan Demokratis/partisipatif/
kolaboratif
(Blake dan Mouton)
11
Gaya KEPEMIMPINAN & PEMECAHAN Masalah
KOMPETISI
HINDAR
KOMPROMI
KOLABORASI
AKOMODASI
K
U
R
A
N
G
T
E
G
A
S
S
A
N
G
A
T
T
E
G
A
S
T
I
N
G
K
A
T
K
E
T
E
G
A
S
A
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TIDAK ADA KERJASAMA KERJASAMA SANGAT ERAT
TINGKATAN KERJASAMA
The Service-Profit Chain
Target MarketService
Concept
Operating strategy and
service delivery system
Employees
Loyalty
Satisfaction
Capability
Service
Quality
Productivity
and
Output
Quality
Customers
Satisfaction Loyalty
Revenue
growth
Profitability
• Workplace design• Job design• Selection and development• Rewards and recognition• Information and communication• Tools for serving customers
Quality and productivityImprovements yield higher service qualityand lower costs
• Lifetime value• Retention• Repeat business• Referral
Service
Value
• Attractive value• Service designed
and delivered to meet targeted customers’ needs
2 13
4 - 7
Internal External
Links in the Service-Profit Chain 1. Customer loyalty drives profitability and growth
2. Customer satisfaction drives customer loyalty
3. Value drives customer satisfaction
4. Employee productivity and retention drive value
5. Employee loyalty drives productivity
6. Employee satisfaction drives loyalty and productivity
7. Internal quality drives employee satisfaction
8. Top management leadership underlies chain’s success
Leadership, Culture, and Climate (2)• Organizational climate
– The tangible surface layer on top of the organization’s underlying culture
– Factors of influence:
• Flexibility, responsibility, standards that people set, perceived aptness of rewards, clarity people have about mission and values, level of commitment to a common purpose
• Creating a new climate for service, based on understanding of what is needed for market success, may require
– Radical rethinking of HRM activities, operational procedures, and the firm’s reward and recognition policies
Top
Mgnt
Middle
Management
Front-liner
Customers
Top
Mgnt
Middle
Management
Front-liner
Customers
(b) Modern Customer-oriented Organization Chart (a) Traditional Organization Chart
Bagan organisasi Modern Berorientasi Pelanggan
Introduction > Background > Characteristics > Paradoxes > Practice > Examples > More
†
By : Kanaidi, SE., M.Si , [email protected] ..08122353284
Effective
10 CharacteristicsService Leadership
Ten Characteristics
1. Listening
2. Empathy
3. Healing
4. Awareness
5. Persuasion
6. Conceptualization
7. Foresight
8. Stewardship
9. Commitment to the Growth of People
10. Building Community
Service Leadership
Introduction > Background > Characteristics > Paradoxes > Practice > Examples > More
†
Characteristic Breakout
Servant Leader
Awareness
Persuasion
Conceptualization
Foresight
Listening
Empathy
Healing
Stewardship
Commitment to People
Building Community
into 3 dimensions…
SERVANT-LEADER
Introduction > Background > Characteristics > Paradoxes > Practice > Examples > More
†
ParadoxesServant-Leadership, itself a paradox, requires a constant balance…
Strong Be Open To Change
Busy Listen
Admit You Don’t KnowWise
Serious Laugh
Right Say, “I’m Wrong”
Compassionate Discipline
Planned Be Spontaneous
Great Be Without Pride
Leading Serve
Introduction > Background > Characteristics > Paradoxes > Practice > Examples > More
Enough To
†
Leadership Trainingfor
Area Agency on Aging
of North Florida, Inc.
D. M. Gabrielle, Ph.D.
“Gabrielle”
By : Kanaidi, SE., M.Si , [email protected] ..08122353284
Effective
Management vs. Leadership
• Management is doing things right; leadership is doing the right things.
- Peter F. Drucker
• You manage things; you lead people. - Grace Murray Hopper
Leadership
• If your actions inspire others to dream more, learn more, do more and become more, you are a leader.
– John Quincy Adams
Servant Leadership
• What is servant leadership?
• What do the critics say about it?
• What kinds of jobs do servant leaders hold?
• What kind of authority do they have?
• What does it take to be a servant leader?
Robert Greenleaf Definition, 1970
• Wanting to serve others
• Non-materialistic
• Not focused on power and control
• Focused on growing people
• Desire to give the underprivileged a voice and help them succeed
Larry Spears Definition, 1995
• Non-hierarchical
• Non-autocratic
• Focused on growing people
• Focused quality and caring
• Teamwork-oriented
• Community-oriented
• Ethical behavior
Gabrielle DefinitionServant leaders:
• believe they have a higher calling
• devote themselves to serving the needs of others
• focus on meeting the needs of those they lead
• inspire personal growth in themselves and others
• listen and build a sense of community
• treat others as they would like to be treated.
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