STRATEGIC LEADERSHIP


DESKRIPSI MATA KULIAH
Kepemimpinan strategis (Strategic Leadership) didefinisikan sebagai kemampuan seseorang untuk mengantisipasi, membayangkan, mempertahankan fleksibilitas, berpikir secara strategik, dan bekerja dengan orang lain untuk melakukan perubahan yang akan menciptakan masa depan yang layak bagi organisasi (Irlandia & Hitt, 1999: 43). Mata kuliah ini dirancang untuk mengembangkan kemampuan kepemimpinan tersebut. Struktur mata kuliah dirancang dengan prinsip-prinsip dan komponen dari kepemimpinan strategik yang efektif dan implementasinya secara nyata. Hal ini akan memberikan mahasiswa pemahaman yang lengkap dari tugas-tugas utama dari seorang pemimpin strategik. Dengan membahas berbagai pendekatan kepemimpinan, diharapkan mata kuliah ini dapat meningkatkan keterampilan kepemimpinan strategik mahasiswa. Untuk menjadi seorang pemimpin yang strategik dan efektif dibutuhkan pengamatan dan tindakan yang baik.

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

  1. Memudahkan proses penguasaan yang mendalam mengenai tantangan dan peran kepemimpinan strategisdan komponen inti dari kepemimpinan strategis yang efektif. (Pengetahuan)
  2. Mengembangkan kemampuan kepemimpinan strategis mahasiswa untuk berpikir secara strategis, mengidentifikasi dan menentukan isu-isu strategis, dan memilih dan menerapkan teori-teori, model konseptual dan strategis “tool kit” yang paling relevan dan bermanfaat dalam situasi tertentu, dan menggabungkannya dalam metoda yang sesuai. (Ketrampilan)
  3. Membangun pola pikir mahasiswa secara strategis, kritis, analitis, dan kreatif, dan memberikan kesempatan untuk berlatih dalam latihan penghakiman (judgement). Seorang pemimpin strategis tidak hanya harus pintar tapi juga, yang lebih penting, bijaksana. (Sikap)

 BUKU TEKS UTAMA

  1. Daft, R.L. (2005). The Leadership Experience, 3rd Thomson, South Western, Canada. (DRL)
  2. Hughes, R.L., dan Beatty, K.C. (2005). Becoming a Strategic Leader: Your Role in Your Organization’s Enduring Success.Jossey-Bass, San Francisco, CA. (HB)
  3. Thompson, J.L. (1997). Lead with Vision: Manage the Strategic Challenge.International Thomson Business Press, London. (TJL)
  4. Yukl, G. (2013). Leadership in Organizations, 8th Pearson Prentice-Hall, Upper Saddle River, NJ. (YG)

BUKU TEKS PENDUKUNG

  1. Harvard Business Review on Leadership. (1998). Harvard Business School Press, Boston, MA. (HBR-L)
  2. Harvard Business Review on What Makes a Leader. (2001). Harvard Business School Press, Boston, MA. (HBR-WML)
  3. Harvard Business Review on Change. (1998). Harvard Business School Press, Boston, MA. (HBR-C)
  4. Harvard Business Cases (HBC).

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 Strategic Leadership 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 Introduction to the Course: New Competitive Challenges and the role of Strategic Leadership 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.
Heifetz, R., Grashow, A., & Linsky, M. (2009). Leadership in a permanent crisis. Harvard Business Review, July-August: 62-69.
Gavetti, G. (2011). New Psychology of strategic leadership. Harvard Business Review, July-August.
Kotter, J. P. (1990). What leaders really do. Harvard Business Review, May-June: 103-111. (HBR-L: 37-60)
Rowe, W. G. (2001). Creating wealth in organizations: The role of strategic leadership. Academy of Management Executive, 15 (1): 81-94.
2 Becoming an Effective (Strategic) Leader Coleman, D. (1998). What makes a leader? Harvard Business Review, November-December: 93-102. (HBR-WML: 1-25)
George, B., Sims, P., McLean, A. N., & Mayer D. (2007). Discovering your authentic leadership. Harvard Business Review, February: 129-138.
Gofee, R., & Jones, G. (2005). Managing authenticity: The paradox of great leadership. Harvard Business Review, December: 86-94.
Goffee, R., & Jones, G. (2000). Why should anyone be led by you? Harvard Business Review, September-October: 63-70. (HBR-WML: 153-175)
Schoemaker, P.J.H.; Krupp, S., & Howland, S. (2013). Strategic leadership: the essential skills. Harvard Business Review, January–February.
Watkins, M.D. (2012). How managers become leaders. Harvard Business Review, June:65-72.
3 Building a Strategic Vision Campbell, A., & Yeung, S. (1991). Creating a sense of mission. Long Range Planning, August: 10-20.
Collins, J. C., & Porras, J. I. (1996). Building your company’s vision. Harvard Business Review, September-October: 65-77.
Hamel, G., & Prahalad, C. K. (1989). Strategic intent. Harvard Business Review. May-June: 63-77.
Lipton, M. (1996). Demystifying the development of an organizational vision. Sloan Management Review, Summer: 83-92.
Morris, R. J. (1996). Developing a mission for a diversified company. Long Range Planning, 29 (1): 103-115.
Srinivasan, R. (2014). Vision: The method and process. OD Practioner, 46 (1).
4 Strategic Thinking: Value Innovation
 
Kasus: Kim, W.C., Mauborgne, R., & Ling, K. 2011. Making blue ocean strategy move that discourage imitation: The case of Wikipedia. Blue Ocean Strategy Institute, INSEAD, BOS020.
Kim, W. C., & Mauborgne, R. (1997). Value innovation: The strategic logic of high growth.  Harvard Business Review, January-February: 103-112.
Kim, W. C., & Mauborgne, R. (1999). Strategy, value innovation, and the knowledge economy. Sloan Management Review, Spring: 41-54.
Kim, W.C., & Mauborgne, R. (1999). Creating new market space. Harvard Business Review, January-February: 83-93.
Kim, W. C., & Mauborgne, R. (2004). Blue ocean strategy. Harvard Business Review, October: 76-84.
Kim, W.C., & Mauborgne, R. (2005). Blue ocean strategy: from teory to practice. California Management Review, 47(3):105-121.
5 Revolutionizing Your Strategic Thinking Burgelman, R. A., & Grove, A. S. (1996). Strategic dissonance. California Management Review, Winter: 8-28.
D’Aveni, R. A. (1995). Coping with hypercompetition: Utilizing the new 7S’s framework. Academy of Management Executive, 9 (3): 45-57.Hamel, G. (1996). Strategy as revolution. Harvard Business Review, July-August: 69-82.
Hamel, G., & Prahalad, C. K. (1993). Strategy as stretch and leverage. Harvard Business Review, March-April: 75-84.
Gavetti, G., & Rivkin, J. W. (2005). How strategists really think: tapping the power of analogy. Harvard Business Review, April: 54-63.
Tushman, M. L., Smith, W. K., & Binns, A. (2011). The ambidextrous CEO. Harvard Business Review, June: 74-80.
6 Exploiting and Maintaining Core Competencies
 
Kasus: Deshmukh, R. & Adhikari, A. 2011. Orchid ecotel: Leveraging green hoteling as core competency. IVEY (Richard Ivey School of Business), W11934.
Briance, M. B., Baveja, A., & Jamil, M. (1997). Dynamics of core competencies in leading multinational companies. California Management Review, 40 (4):117-132.
Dess, G. G., & Picken, J. C. (1999). Creating competitive (dis)advantage: Learning from Food Lion’s freefall. Academy of Management Executive, 13 (3): 97-111.
Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, May-June: 213-225.Teng, B., & Cummings, J. E. (2002). Trade-offs in managing resources and capabilities. Academy of Management Executive, 16 (2): 81-91.
Zook, C. (2007). Finding your next core business. Harvard Business Review, April: 66-75.
7 Developing Human Capital

Kasus: Rob Parson at Morgan Stanley (A).

Chatman, J., O’Reilly, C., & Chang, V. (2005). Cisco systems: Developing a human capital strategy. California Management Review, 47 (2): 137-167.
Dewhurst, M., Hancock, B., & Ellsworth, D. (2013). Redesigning knowledge work. Harvard Business Review, January-February: 59-64.
Hitt, M. A., & Ireland, R. D. (2002). The essence of strategic leadership: Managing human and social capital. Journal of Leadership & Organizational Studies, 9 (1): 3-14.
Goleman, D., & Boyatzis, R. (2008). Social intelligence and the biology of leadership. Harvard Business Review, September: 72-81.
Prusak, L., & Cohen, D. (2001). How to invest in social capital. Harvard Business Review, 79 (6): 86-93.
Ujian Tengah Semester
8 Managing for Creativity and Innovation Catmull, E. (2008). How Pixar fosters collective creativity. Harvard Business Review, September: 64-72.
Chua, R. Y. J., & Eccles, R. G. (2010). Managing and leading for creativity. Harvard Business Case(HBS) Premier Case Collection, November 4.
Florida, R., & Goodnight, J. (2005). Managing for creativity. Harvard Business Review, July-August: 125-131.
Huston, L., & Sakkab, N. (2006). Connect and develop: Inside Procter & Gamble’s new model for innovation. Harvard Business Review, March: 58-66.
Joni, S. A., & Beyer, D. (2009). How to pick a good fight. Harvard Business Review, December: 48-57.
Wetlaufer, S. (2000). Common sense and conflict: An interview with Disney’s Michael Eisner. Harvard Business Review, January-February, 114-124.
9 Leadership in Teams
 
Kasus: The team that wasn’t.
Coutu, D. (2009). Why teams don’t work? A conversation with Richard Hackman. Harvard Business Review, May: 99-105.
Fischer, B., & Boynton, A. (2005). Virtuoso teams. Harvard Business Review, July-August: 117-123.
Mankins, M., Bird, A., & Root, J. (2013). Making star teams out of star players. Harvard Business Review, January-February: 74-78.
Wageman, R. (1997). Critical success factors for creating superb self-managing teams.  Organizational Dynamics, Summer: 49-61.
Pearce, C. L. (2004). The future of leadership: Combining vertical and shared leadership to transform knowledge work. Academy of Management Executive, 18 (1): 47-57.
10 Developing Leaders
 
Kasus: Bartlett, C. A., & McLean, A. N. 2006. G.E’s talent machine: The making of a CEO. HBS Premier Case Collection, November 3 (9304049).Kasus: Groysberg, B. &Snook, S. 2005. Leadership development at Goldman Sachs.HBS Premier Case Collection, Rev: 22 March 2007 (9-406-002).
Groysberg, B., McLean, A. N., & Nohria, N. (2006). Are leader portables? Harvard Business Review, May: 92-100.
Priestland, A., & Hanig, R. (2005). Developing first-level leaders. Harvard Business Review, June: 113-120.
Ready, D. A. (2004). How to grow great leaders. Harvard Business Review, December: 92-100.
Sorcher, M., & Brant, J. (2002). Are you picking the right leaders? Harvard Business Review, February: 78-87.
11 Leading Change (1) Beer, M., & Nohria, N. (2000). Cracking the code of change. Harvard Business Review, May-June: 133-141.
Charan, R. (2006). Home Depot’s blueprint for culture change. Harvard Business Review, April: 61-70.Garvin, D. A., & Roberto, M. A. (2005). Change through persuasion. Harvard Business Review, February: 104-112.
Katzenbach, J. R., Steffen, I., & Kronley, C. (2012). Cultural changethat sticks, Harvard Business Review, July-August: 110-117.
Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, March-April: 59-67.
Sirkin, H. L., Keenan, P., & Jackson, A. (2005). The hard side of change management. Harvard Business Review, October: 108-118.
12 Leading Change (2) Ford, J. D., & Ford, L. W. (2009). Decoding resistance to change. Harvard Business Review, April: 99-103.
Kotter, J. P., & Schlesinger, L. A. (2008). Choosing strategies for change. Harvard Business Review, July-August: 130-139.
Lubin, D. A., & Esty, D. C. (2010). The sustainability imperative. Harvard Business Review, May: 43-50.
Prokesch, S. (2009). How GE teaches teams to lead change. Harvard Business Review, January: 99-106.
Vermeulen, F., Puranam, P., & Gulati, R. (2010). Change for change’s sake. Harvard Business Review, June: 71-76.
13 Building a Learning and Innovative Organization Bartlett, C. A. (2000). McKinsey & Company:  Managing knowledge and learning. HBSPremier Case Collection, November 4 (9-396-357).
Beer, M., & Eisenstat, R. A. (2000). The silent killers of strategy implementation and learning. Sloan Management Review, Summer: 29-39.
Garvin, D. A. (1993). Building a learning organization. Harvard Business Review, July-August: 78-91.
Garvin, D.A., Edmondson, A.C., & Gino, F. (2008). Is yours learning organization? Harvard Business Review, March: 109-116.
Senge, P. (1990). The leader’s new work: Building learning organization. Sloan Management Review, Fall: 7-23.
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 (1): 7-20.
14 Emphasizing Ethical Leadership Practices Messick, D., & Bazerman, M. (1996). Ethical leadership and the psychology of decision making. Sloan Management Review, 37 (2): 9-22.
Meyer, C., & Kirby, J. (2010). Leadership in the age of transparency. Harvard Business Review, April: 38-46.
Schoemaker, P. J. H., & Tetlock, P.E. (2012). Taboo scenarios: how to think about the unthinkable? California Management Review, 54(2): 5-22.
Thomas, T., Schemerhorn, Jr., J. R., & Dienhart, J. W. (2004). Strategic leadership of ethical behavior in business. Academy of Management Executive, 18 (2): 56-66.
Trevino, L.K., Hartman, L.P. & Brown, M. (2000). Moral Personand Moral Manager: How executives develop a reputation for ethical leadership? California Management Review, 42 (4): 128-142.
Ujian Akhir Semester

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