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EMPOWERING
1stefanus.sadana@yahoo.com

PEMBERDAYAAN
• Proses meningkatkan
perasaan mampu pada
anggota organisasi,
– Melalui identifikasi kondisi yang
menyebabkan
ketidakberdayaan, dan
– Melalui penyingkiran kondisi tsb
baik lewat praktik organisasi
formal dan teknik informal
menyediakan informasi
berharga

The Difference Between Power
and Empowerment
1. External source
2. Ultimately, few people have
it
3. The capacity to have others
do what you want
4. To get more implies taking
it away from someone else
5. à competition
1. Internal source
2. Ultimately, everyone
can have it
3. The capacity to have
others do what they want
4. To get more does not
affect what others have
5. Leads to cooperation
POWER EMPOWERMENT

Empowerment Zone Restricted Zone
UnexploredHidden Potential
Known to
Team
Not Known to
Team
Known to
Manager
Not Known to
Manager
Empowerment Window
stefanus.sadana@yahoo.com 4

Relationship Between Dimensions &
Prescriptions for Empowerment
Self-Efficacy (competence)
Self-Determination
(choice)
Personal Consequence
(impact)
Trust (security)
Meaningfulness (value)
Vision and Values
Personal mastery Experiences
Model
Provide Resources
Provide Information
Provide Support
Emotional Arousal
Connect to Outcomes
Create confidence

Alasan Pemberdayaan Tidak Diterima secara
Universal:
1. Manajer takut kehilangan kekuasaan, kontrol,
dan otoritas
2. Karyawan tidak mampu membuat keputusan
yang bertanggung jawab
3. Pemberdayaan karyawan pernah diusahakan
sebelumnya dan gagal
4. Berbagi information rahasia diartikan bocornya
ide, rencana, dan penegtahuan kepada pesaing
5. Tidak semua orang ingin diberdayakan

Belajar menggunakan
pemberdayaansebagai alat untuk
memperkuat kemampuandan
komitmen karyawan adalah salah
satu tantangan terpenting yang
dihadapi manajer saat ini.

Meningkatkan Keefektifan Anda dalam
Memberdayakan Orang Lain (1 dari 2)
• Ketika Anda mendelegasikantanggung
jawab, pastikan Anda juga
mendelegasikanotoritas bersamanya
• Pastikan untuk melepaskan peran
“orang tua” dan mengambil peran
“mitra”
• Pastikan kepada bawahanAnda
membuat kesalahan adalah OK

Meningkatkan Keefektifan Anda dalam
Memberdayakan Orang Lain (2 dari 2)
• Berbagi informasi adalah penting
– Karyawan yang diberdayakan harus punya
informasi cukup agar mampu melihat “big
picture”
• Memberi kesempatan pelatihan sehingga
karyawan dapat mengembangkan
kemampuan untuk melakukan pekerjaan
dengan baik
• Umpan balik kinerja adalah penting untuk
karyawan yang baru diberdayakan

10
Merayakan kemenangan
jangka pendek
1. Short term performance improvements
give reinforcement
2. Give chance to take a break and
celebrate
3. Can help the guiding coalition to test
vision against concrete conditions
4. Combat those who are resistant
5. Help retain the support of bosses
6. Help build necessary momentum
stefanus.sadana@yahoo.com

11
Konsolidasi pencapaian2 dan menciptakan
lebih banyak perubahan
1. Short term wins to tackle
additional bigger change
2. More people are drawn to help
with the changes
3. Senior Management focuss
4. Project Management and
leadership development
5. Reduction of necessary
interdependencies
stefanus.sadana@yahoo.com

GETTING EMPOWERMENT
1. Identify and agree the current situation
2. Show how empowerment can improve
your organization
3. Define the empowerment vision internally
4. Conduct workshops to share the vision
5. Listen to the responses and act upon
them
6. Provide mentors and encourage
managers to give time to their team
7. Provide the skills required
8. Review the appraisals system so
organizations and individuals can focus on
measurable achievements
9. Review behavior and process outcomes
to keep empowerment alivestefanus.sadana@yahoo.com 12

CARACTERISTICS OF AN
EMPOWERED LEADER
1. Respect
2. Equality
3. Security
4. Parameters
5. Empathy
6. Courtesy
7. Trust
RESPECT
stefanus.sadana@yahoo.com 13

Empowerment 14
EMPOWERMENT
SITUATION

• Empowerment
• Encouragement
• Enthusiasm
• Embracing
• Energy
SUCCESS: The 5 Degrees of E’s!

High in
two-way
involvement ENABLING EMPOWERING
Low in
Two-way
involvement
DIRECTING DELEGATING
Low in
responsibility
and initiative
High in
responsibility
and initiative
EMPOWERED LEADER
16stefanus.sadana@yahoo.com

See You at The TOP…
6/17/16 17stefanus.murti@ui.ac.id
• stefanus.murti@ui.ac.id
• 0818836957
• 26B8C4D4