M.A Endang Tatiana, MM

Endang Tatiana's deep interest in talent and organizational development is foundedupon her considerable experience in training and development function in severalindustries, including Automotive, Insurance, and Distribution Services.

In the areas of development program, she was involved in high-level program fordeveloping business management capabilities and leadership, which are related toOrganizational Development, Performance Management, and Human CapitalDevelopment in the form of coaching, mentoring, training, and consulting. These high-level programs provided Endang Tatiana exposure in the Automotive, F&B,Petrochemicals, and Property Industries, among many others.

She is a Certified Trainer for Interaction Management Techniques for an EmpoweredWorkforce from DDI (Development Dimensions International), Certified MBTI (MyersBriggs Type Indicator) Suite of Instruments by CPP Asia Pacific, and Certified SituationalLeadership by Ken Blanchart. Currently, she is a Director of Prasetiya Mulya ExecutiveLearning Institute.

Objectives

• Relation between employee engagement and leadership

• Leadership style that will promote employee engagement

• Steps in leading change with high engagement

After the session, participants will understand:

Employee Engagement

• The term engagement refers to an “individual’s involvement and satisfaction with as well as enthusiasm for work” (Harter, Schmidt, & Hayes, 2002, p. 269).

• Built on the work of Kahn (1990), engagement describes the intimate involvement with and framework of the work experience. When employees are engaged, they are emotionally connected to others and cognitively vigilant to the direction of the team (Harter et al., 2002). .

Employee Engagement Occurs

… when employees know what to expect, have the resources to complete their work, participate in opportunities for growth and feedback, and feel that they contribute significantly to the organization.

Employee Engagement& Leadership

http://venitism.blogspot.com/2013/07/employee-engagement.html

Leadership

Suatu proses seni mempengaruhi orang lain (1) dalam suatu kelompok atau organisasi (2) dengantujuan mencapai sasaran yang telah ditetapkan (3)

Transformational Leadership

The goal of transformational leadership is to

• ‘transform’ people and organizations in a literal sense – to

change them in mind and heart;

• enlarge vision, insight, and understanding;

• clarify purposes;

• make behavior congruent with beliefs, principles, or values;

• and bring about changes that are permanent, self-

perpetuating, and momentum building

(Steven Covey, author of 7 Habits of Highly Successful People

www.transformationalleadership.net)

COMPONENTS OF

TRANSFORMATIONAL LEADERSHIP

Idealized Influence

Inspirational Motivation

Intellectual Stimulation

Individualized consideration

Idealized Influence

The degree to which the leader acts as a role model for their followers.

Transformational leaders must embody the values that the followers should be learning and mimicking back to others.

This will earn the leader more respect and admiration from the followers, putting them at a higher level of influence and importance.

Inspirational MotivationThe degree to which the leader articulates a vision that is appealing and inspiring to followers.

Leaders with inspirational motivation challenge followers with high standards, communicate optimism about future goals, and provide meaning for the task at hand.

Followers need to have a strong sense of purpose if they are to be motivated to act. Purpose and meaning provide the energy that drives a group forward.

Intellectual Stimulation

The degree to which the leader challenges assumptions, takes risks and solicits followers' ideas.

Leaders with this style stimulate and encourage creativity in their followers. They nurture and develop people who think independently.

The followers ask questions, think deeply about things and figure out better ways to execute their tasks.

Individualized ConsiderationThe degree to which the leader attends to each follower's needs, acts as a mentor or coach to the follower and listens to the follower's concerns and needs.

The leader gives empathy and support, keeps communication open and places challenges before the followers. This also encompasses the need for respect and celebrates the individual contribution that each follower can make to the team.

The followers have a will and aspirations for self development and have intrinsic motivation for their tasks.

Leading Change

Leading Change, John P. Kotter

Step …INCREASE SENSE OF URGENCY

• Identifying and discussing crises, potential crises, or major opportunities

BUILD THE GUIDING TEAM

• Putting together a group with enough power to lead the change

• Getting the group to work together like a team

GET THE RIGHT VISION

• Creating a vision to help direct the change effort

• Developing strategies for achieving that vision

COMMUNICATE FOR BUY IN

• Using every vehicle possible to constantly communicate the new vision and strategies

• Having the guiding coalition role model the behavior expected of employees

… by StepEMPOWER ACTION

• Getting rid of obstacles

• Changing systems or structures that undermine the change vision

• Encouraging risk taking and nontraditional ideas, activities, and actions

CREATE SHORT TERM WINS

• Planning for visible improvements in performance, or “wins”

• Creating those wins

• Visibly recognizing and rewarding people who made the wins possible

DON’T LET UP

• Using increased credibility to change all systems, structures, and policies that don’t fit together and don’t fit the transformation vision

• Hiring, promoting, and developing people who can implement the change vision

MAKE IT STICK

• Creating better performance through customer -and productivity- oriented behavior, more and better leadership, and more effective management

Step by Step