Manager versus Leader

Management  role,  Leadership  role,  

Facilitator  role  
 Leadership  is  different  from  Management  

VMGs,  strategies,  techniques,  

plans,  interven;ons,  tools  
è  Area  of  MANAGEMENT  
 

Basic  underlying  assump=ons:    

the  unconscious,  taken  for    
granted  beliefs,  percep;ons,    
thoughts,  feelings,  mo;va;ons,  
the  “self”,  rela;onships,  culture,    
change  management  
è  Area  of  LEADERSHIP  
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 MANAGER  vs  LEADER  
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 Leadership  is  different  from  Management  

VMGs,  strategies,  techniques,  

plans,  interven;ons,  tools  
è  Area  of  MANAGEMENT  
 

Basic  underlying  assump;ons:    

the  unconscious,  taken  for    
granted  beliefs,  percep;ons,    
thoughts,  feelings,  mo;va;ons,  
the  “self”,  rela;onships,  culture,    
change  management  
è  Area  of  LEADERSHIP  
  4/3/13   stefanus.mur;@ui.ac.id   4  
 Leadership  is  different  from  Management  
ü Management  follows  leadership,    
     not  vice-­‐versa  
 

ü Management  maintains;    
     leadership  drives,  inspires,    
     energizes  
 

ü Leadership  sets  vision;  management  implements  it  

ü Management  tends  toward  mechanical,  linear,  &    
     technical  approaches;  leadership  tends  toward  crea7vity,  
flexibility  &  adap7veness  
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 Managers
Versus Leaders
Managers Leaders
Appointed and Have Managerial
Have Formal Authority and
Authority Can Influence
Others

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 Tugas Utama:
Managers vs Leaders
Managers: Leaders:
Memperoleh Hasil Memperbaiki Sistem
Plan Vision
Organize Align
Direct Empower
Coordinate Coach
Control Care
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 Pendahuluan:
MODEL CRITICAL MANAGEMENT SKILLS-PERSONAL SKILLS
• Using  the  ra=onal  
approach  
• Coping  with  stressors   • Using  the  crea=ve  
• Managing  =me   approach  
• Delega=ng   2.   • Fostering  innova=on  in  
Managing     others  
Stress  

• Determining  values   1.  
Developing    
3.  
and  priori=es   Solving  
• Iden=fying  cogni=ve   Self-­‐  
Awareness  
Problems  
style   Crea=vely  
• Assessing  aNtude    
toward  change  

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 A Model of Critical Management Skills:
Interpersonal Skills
• Coaching   • Gaining  power  
• Counseling   5.   • Exercising  influence  
• Listening   Gaining  Power   • Empowering  others  
and  Influence  
4.   6.    
Communica=ng   Mo=va=ng    
Suppor=vely   Others  
  7.  
  Managing  
Conflict   • Diagnosing  poor  performance  
• Crea=ng  a  mo=va=ng  
• Iden=fying  causes   environment  
• Rewarding  accomplishment  
• Selec=ng  appropriate  strategies  
• Resolving  confronta=ons  
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 A Model of Critical Management
Skills: Group Skills
• Identifikasi hambatan empowerment
• Mengembangkan empowerment
• mendelegasikan pekerjaan

8.   9.    
Empowering     Building    
&  Delega=ng   Effec=ve    
  Teams  
 

• Identify and promote advantages of teams

• Develop teams
• Conduct team meetings
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 A Model of Critical Management
Skills: Group Skills
• Identifikasi hambatan empowerment
• Mengembangkan empowerment
• mendelegasikan pekerjaan

8.   9.    
Empowering     Building    
&  Delega=ng   Effec=ve    
  Teams  
 

• Identify and promote advantages of teams

• Develop teams
• Conduct team meetings
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 Mengembangkan kepemimpinan
dalam diri kita
•  Melalui  integritas  
•  Melalui  sikap    kita  
•  Melalui  disiplin  pribadi  
•  Melalui  wawasan  yang  luas  
 INTEGRITAS
1.  Membina kepercayaan
2.  Memiliki pengaruh tinggi
3.  Memiliki standar tinggi
4.  Menghasilkan reputasi yang kuat
5.  Memiliki penghayatan sebelum memimpin orang
lain
6.  Membuat seorang pemimpin menjadi dipercaya
bukan hanya pintar
7.  Suatu prestasi yang dicapai dengan susah payah