LEADERSHIP AND INNOVATION


DESKRIPSI MATA KULIAH
Perubahan lingkungan eksternal membawa dampak signifikan terhadap cara-cara memberikan nilai tambah bagi konsumen/masyarakat.  Peningkatan nilai tambah bagi konsumen mensyaratkan adanya inovasi.  Sayangnya, tidak semua organisasi mampu mengembangkan inovasi karena sesuatu atau hal lain, utamanya karena kepemimpinan yang tidak mampu mendorongnya.

Inovasi memerlukan daya pikir kreatif dan kemampuan untuk memperbaiki proses dan mengubah ide menjadi barang atau jasa yang dibutuhkan atau diterima oleh pasar.  Pemimpin inovasi dituntut menyeimbangkan dua kutub tersebut: front-end (kreatifitas) dan back-end (sistem dan prosedur untuk mengubah kreatifitas menjadi barang/jasa riil).  Mengingat inovasi mengandung risiko kegagalan, pemimpin inovasi harus memiliki visi yang kuat akan masa depan (mimpi) namun tidak terlepas dari realitas yang dihadapi organisasi.  Pemimpin inovasi juga harus berani mengambil dan mengelola risiko.  Esensi inovasi adalah perubahan.  Oleh karenanya, kapabilitas organisasional untuk berubah harus dibangun, baik melalui pendekatan atas-bawah maupun bawah-atas.  Pengembangan dan pemanfaatan pengetahuan dari berbagai sumber (internal-closed innovation dan external-open innovation) tidak hanya menjadi pilihan namun harus bisa dimanfaatkan semuanya.  Pemimpin harus mampu bertindak sebagai broker inovasi yang bernilai tambah bagi pengguna.

Karakteristik pekerjaan pemimpin inovasi membedakan dirinya dari pemimpin lain di berbagai organisasi.  Oleh karena itu, mata kuliah ini lebih fokus pada pembahasan pemimpin dan kepemimpinan inovasi, proses dan pengembangan inovasi, dan pengembangan budaya inovasi sehingga keberlanjutannya dapat dipertahankan.

TUJUAN PEMBELAJARAN
Setelah menyelesaikan mata kuliah ini, mahasiswa diharapkan dapat:

  1. Memiliki pengetahuan dan pemahaman menyeluruh tentang kepemimpinan inovasi maupun proses inovasi.
  2. Mengembangkan pola pikir kreatif.
  3. Membangun ketrampilan manajemen atau praktik organisasional kreatif/inovatif.

 BUKU TEKS UTAMA

  1. Adair, J. (2007). Leadership for Innovation: How to Organize Team Creativity and Harvest Ideas. Kogan Page, London. (AJ)
  2. Deschamps, J-P. (2008). Innovation Leaders: How Senior Executives Stimulate, Steer and Sustain Innovation. John Wiley & Sons Ltd., Chichester, West Sussex. (DJP)
  3. Degraff, J., dan Quinn, S.E. (2007). Leading Innovation: How to Jump Start Your Organization’s Growth Engine. McGraw-Hill, New York. (DQ)
  4. Gunter, H.M. (2001). Leaders and Leadership in Education. Paul Chapman Publishing, London. (GHM)
  5. HBR (ed.). (2001). Harvard Business Review on Innovation. Harvard Business School Publishing Corp., Boston. (HBR 1)
  6. HBR (2011). Harvard Business Review on Inspiring and Executing Innovation. HBR, Massachusetts. (HBR 2)
  7. Hesselbein, F., Goldsmith, M. dan Somerville, I. (2002). Leading for Innovation and Organizing for Results. Jossey-Bass, San Fransisco. (HGS)
  8. Yukl, G. (2010). Leadership in Organizations, 7th Pearson Education, Inc., New Jersey. (YG)

BUKU TEKS PENDUKUNG
Bahan bacaan tambahan akan didistribusikan pada saat perkuliahan.

METODA PEMBELAJARAN
Metoda pembelajaran yang digunakan dalam mata kuliah ini adalah metoda pembelajaran yang berpusat pada siswa (Student-Centered Learning-SCL). Dalam pendekatan ini, mahasiswa berperan sebagai peserta didik aktif yang menemukan dan membangun pengetahuan mereka sendiri. Instruktur hanya berfungsi sebagai fasilitator untuk membantu mahasiswa mencapai tujuan belajar dan mengembangkan keterampilan interpersonal. Waktu di kelas akan dikhususkan untuk membahas konsep, bahan bacaan, dan atau masalah dalam subjek mata kuliah.

METODA PENILAIAN

  1. Ujian Tengah Semester 30%
  2. Ujian Akhir Semester 30%
  3. Presentasi, Diskusi, dan Partisipasi 25%
  4. Tugas 15%

 MATERI KULIAH
Mata kuliah Leadership and Innovation dengan bobot 3 SKS diselenggarakan dalam 14 sesi perkuliahan dan 2 sesi ujian @150 menit untuk kelas regular dan 12 sesi perkuliahan dan 2 sesi ujian @180 menit untuk kelas eksekutif. 

Sesi Topik Bahan Bacaan

1

 

Innovation Leader:
Introduction to the Course and Valuing Innovation
 
1.       DJP Ch. 1
2.       Hitt, M. A., Keats, B. W., & DeMarie, S. M. (1998). Navigating in the new competitive landscape: Building strategic flexibility and competitive advantage in the 21st century. Academy of Management Executive, 12 (4): 22- 42.
3.       Pree, M.D. (2001). ‘Creative leadership’, in F Hesselbein, M Goldsmith & I Somerville (eds), Leading for Innovation, Jossey-Bass, New York.
2 Innovation Leader:
Becoming and Leading Creative People
 
1.       DJP Ch. 2
2.       Handy, C 2001, ‘Fleas and elephants’, in F Hesselbein, M Goldsmith & I Somerville (eds), Leading for Innovation, Jossey-Bass, New York.
3.       Wheatley, M.J. (2001). ‘We are all innovators’, in F Hesselbein, M Goldsmith & I Somerville (eds), Leading for Innovation, Jossey-Bass, New York.
4.       Goldsmith, M. (2001). ‘Changing the behavior of sucessful people’, in F Hesselbein, M Goldsmith & I Somerville (eds), Leading for Innovation, Jossey-Bass, New York.
3 Innovation Leader:
Developing and keeping innovation leaders
1.       AJ Ch. 5: Case study: Soichiro Honda – leader for innovation.
2.       DJP Ch. 5
3.       DJP Ch. 12
4.       Lyons, R. (2011). ‘Paths to innovative leadership’, BizEd, no. January/February, pp. 32-8.
4 Innovation Process:
The Essence of Innovation
1.       Drucker, P.F. (2011). ‘The discipline of innovation’, in HBR (ed.), Harvard Business Review on Inspiring and Executing Innovation, HBR, Massachusetts.
2.       Ulrich, D. (2001). ‘An innovation protocol’, in F Hesselbein, M Goldsmith & I Somerville (eds), Leading for Innovation, Jossey-Bass, New York.
3.       The innovation genome (DQ: Chapter 1).
5 Innovation Process:
The Practice of Innovation (Part 1)
1.       Clubb, M.K. (2001), ‘Inviting innovation’, in F Hesselbein, M Goldsmith & I Somerville (eds), Leading for Innovation, Jossey-Bass, New York.
2.       DJQ Ch. 2: The creativize method.
3.       Hargadon, A. & Sutton, R.I. (2001). ‘Building an Innovation Factory’, in HBR (ed.), Harvard Business Review on Innovation, HBR, Massachusetts.
6 Innovation Process:
The Practice of Innovation (Part 2)
1.       Collins, J. (2001). ‘The ultimate creation’, in F Hesselbein, M Goldsmith & I Somerville (eds), Leading for Innovation, Jossey-Bass, New York.
2.       Hansen, M.T. & Birkinshaw, J. (2011). ‘The innovation value chain’, in HBR (ed.), Harvard Business Review on Inspiring and Executing Innovation, HBR, Massachusetts.
3.       Mintzberg, H. (2001). ‘Managing to Innovate’, in F Hesselbein, M Goldsmith & I Somerville (eds), Leading for Innovation, Jossey-Bass, New York
7 Innovation Process:

The Traps of Innovation and Innovation Killers

1.       Kanter, R.M. (2011) ‘Innovation: the classic trap’, in HBR (ed.), Harvard Business Review on Inspiring and Executing Innovation, HBR, Massachusetts.
2.       Christensen, C.M., Kaufman, S.P. & Shih, W.C. (2011), ‘Innovation killers: how financial tools destroy your capacity to do new things’, in HBR (ed.), Harvard Business Review on Inspiring and Executing Innovation, HBR, Massachusetts.
3.       de Gaus, A. (2001), ‘Beware: innovation kills!’, in F Hesselbein, M Goldsmith & I Somerville (eds), Leading for Innovation, Jossey-Bass, New York.
Ujian Tengah Semester
8 Innovation Process:
Approach and internal process for innovation
1.       Stimulating bottom-up innovation (DJP: 3).
2.       Steering innovation top down (DJP: 4).
3.       McGrath, R.G. & MacMillan, I.C. (2011), ‘Discovery-driven planning’, in HBR (ed.), Harvard Business Review on inspiring and executing innovation, HBR, Massachusetts.
9 Innovation Process:
The process of innovation: disruptive
1.       Christensen, C.M. & Overdorf, M. (2001). ‘Meeting the challenge of disruptive change’, in HBR (ed.), Harvard Business Review on Innovation, HBR, Massachusetts.
2.       Christensen, C.M. (2006). ‘The ongoing process of building a theory of disruption’, The Journal of Product Innovation Management, vol. 23, pp. 39-55.
3.       Yu, D. & Hang, C.C. (2009). ‘A reflective review of disruptive innovation theory’, International Journal of Management Reviews, vol. doi: 10.1111/j.1468-2370.2009.00272.x. Retrieved February 28, 2012, from http://www.eng.nus.edu.sg/etm/research/publications/28.pdf database.
4.       Paap, J. & Katz, R. (2004). ‘Anticipating disruptive innovation’, Research Technology Management, vol. September – October 2004, pp. 13 – 22. Retrieved February 28, 2012, from http://www.jaypaap.com/articles/Paap-Katz-Disruptive%20Innovation-sep-04-p13-mod.pdf database.
10 Innovation Process:
The process of innovation: outside-in
1.       Immelt, J.R., Govindarajan, V. & Trimble, C. (2011). ‘How GE is disrupting itself’, in HBR (ed.), Harvard Business Review on inspiring and executing innovation, HBR, Massachusetts.
2.       Huston, L., & Sakkab, N. (2006). Connect and develop: inside Procter & Gamble’s new model for innovation. Harvard Business Review, March: 58-66.
3.       Bettencourt, L.A. & Ulwick, A.W. (2011), ‘The customer-centered innovation map’, in HBR (ed.), Harvard Business Review on inspiring and executing innovation, HBR, Massachusetts.
11 Innovation Process:
Team’s innovation
1.       Leading innovation in teams (PC: 11)
2.       Govindarajan, V. & Trimble, C. (2011). ‘Stop the innovation wars’, in HBR (ed.), Harvard Business Review on inspiring and executing innovation, HBR, Massachusetts.
3.       Ruef, M. (2002., ‘Strong ties, weak ties and islands: structural and cultural predictors of organizational innovation’, Industrial and Corporate Change, vol. 11, no. 3, pp. 427-49.
4.       Seibert, S.E., Wang, G. & Courtright, S.H. (2011), ‘Antecedents and consequences of psychological and team empowerment in organizations: a meta-analytic review’, Journal of Applied Psychology, vol. 96, no. 5, pp. 981–1003.
5.       Somech, A. (2006). ‘The effects of leadership style and team process on performance and innovation in functionally heterogeneous teams’, Journal of Management, vol. 32, no. 1, pp. 132-57.
12 Environment for
Innovation:
Developing culture for innovation
1.       Coffman, B. ‘Building the innovation culture: some notes on adaptation and change in network-centric organizations’. Innovation Labs, LLC, Walnut Creek, pp. 1-13.
2.       Kanter, R.M. (2002), ‘Creating the culture for innovation’, in F Hesselbein, M Goldsmith & I Somerville (eds), Leading for innovation and organizing for results, Jossey-Bass, San Fransisco.
3.       Pfeffer, J. (2002). ‘To build a culture of innovation, avoid conventional management wisdom’, in F Hesselbein, M Goldsmith & I Somerville (eds), Leading for innovation and organizing for results, Jossey-Bass, San Fransisco.
4.       Pollard, C.W. (2002). ‘The organization! Is it a friend or foe of innovation?’, in F Hesselbein, M Goldsmith & I Somerville (eds), Leading for innovation and organizing for results, Jossey-Bass, San Fransisco.
5.       Pottruck, D.S. (2002). ‘How company culture encourages innovation’, in F Hesselbein, M Goldsmith & I Somerville (eds), Leading for innovation and organizing for results, Jossey-Bass, San Fransisco.
13 Sustainable Innovation:
Managing Knowledge
1.       Brown, J. S., & Duguid, P. (2000). Balancing act: How to capture knowledge without killing it. Harvard Business Review, Vol. 78 No.3, pp.73-80.
2.       Hansen, M. T., Nohria, N., & Tierney, T. (1999). What’s your strategy for managing knowledge? Harvard Business Review, March-April: 106-116.
3.       Kim, W. C., & Mauborgne, R. (1997). Fair process: Managing in the knowledge economy. Harvard Business Review, July-August: 65-75.
14 Sustainable Innovation:
Managing Knowledge
1.       Garvin, D. A. (1993). Building a learning organization. Harvard Business Review, July-August; 78-91.
2.       Garvin, D.A., Edmonson, A.C. & Gino, F. (2008) ‘Is yours a learning organization?’, Harvard Business Review, vol. March 2008, pp. 2-9.
3.       Senge, P. (1990). The leader’s new work: building learning organization. Sloan Management Review, Fall: 7-23.
4.       Tsang, E.W.K. (1997). ‘Organizational learning and the learning organization: a dichotomy between descriptive and prescriptive research’, Human Relations, vol. 50, no. 1, pp. 73-89.
5.       Wishart, N.A., Elam, J.J., & Robey, D. (1996). Redrawing the portrait of a learning organization: Inside Knight-Ridder, Inc. Academy of Management Executive, 10 91): 7-20.
Ujian Akhir Semester

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