This blog is made to refer my leadership style through my leadership role model, leadership reflection along with the feedback and the enhancement I have from time to time while working in the hospitality industry.
Leader inspiration and aspiration
Leadership vision is a form of understanding what matters the most, what we want to achieve in life and who is our role model in leadership. The vision must have come from each person’s past, current and future position, because it represents who and what we want to become, in order to help us make positive changes in the future (Friedman 2008).
Indonesia’s current President Joko Widodo (Jokowi), is a great example of democratic leader, Jokowi, are diminishing the stereotype of most Indonesian leaders through a humble life style, closer relationship with his cabinet and people, working directly in the field and communicate with locals instead of working from the comfort of his own office. He is also oppressing our nations rooted issue, religion and ethnicity, by improving nations tolerance through many national’s event and campaign (Chandran 2016).
Chef Curtis Duffy, has become one aspiring authoritative leader in the culinary world, as he has been working for 2 coercive and pace setting leaders in his life before, Curtis then learned that the leadership style brings a negative impact within the team, and it has inspired him to be nothing like it. He is famous for his approach in the kitchen, where his subordinates are encouraged to create and make their own innovation in the kitchen, unlike most chefs where staff were just used as “cooking tools” (Four 2016).
I found both of the leaders above are role models in setting an example through their ethical and inspiring approach, which make them perceived as great and effective leaders through their achievement and accomplishments.
During my 4-year time working in the hospitality Industry, my leadership style has been developed from time to time, adapting through the external factors (working ambiance, stress level, etc) and internal factors – self-development through staff feedback below (Goleman 2000):
As I started my career, I learned and developed my leadership approach as I was working with German people and understand it thoroughly through Hofstede framework below:
The power distance factors are high with 78 in Indonesia, showing where subordinate are most likely hiding negative feedback and expected to be told what to do. Where in German the power distance is low, showing that there is an equal right in between the power holders. In which, I found to be correct, previously my German boss expected that everyone has their own initiative and ownership, however, as I was working with fellow Indonesians, they have a very low level of initiative and waited to be directed and routinely controlled from time to time (Hofstede 2017).
When I used to work for a five-star European hotel in Jakarta, my bosses expect me to work like them, within the Pacesetting style, I had a high pressure environment to keep everything in line and was responsible for quick progress, even if I had to push and shoved my colleague just to get the job done in certain ways, in which I found insupportable sometimes, knowing that everyone has their own pace and way of doing things (Goleman 2000).
However, once I worked for a local company, my CEO gave me feedback that I should coach and develop my team with a more diplomatic style and treat them as my family, as most Indonesians need guidance, direction and control in which I found aligned with my own values, and as I am being more comfortable in leading them democratically, my team also became stronger from time to time (Goleman 2000).
My leadership style is in line with, Chartered Management Institute (CMI) theory that the best leadership methods are vary depending on personal characteristic and working environments (CMI 2013). However, I wish to develop more people skills in order the become more communicative, and accommodating for my future team, in which I have had to start implementing it during my time in my MBA year and measuring my success through my grades and feedback from my fellow team mates.
Chandran, N., (2016) Indonesian President Jokowi celebrates 2 years in office with an eye on 2019 vote[Online] available from: <http://www.cnbc.com/2016/10/18/indonesian-president-jokowi-celebrates-2-years-in-office-with-an-eye-on-2019-vote.html> [20 March 2016]
CMI (2013) Understanding Management Styles Checklist [Online] Available from: <https://www.managers.org.uk/~/media/Files/Campus%20CMI/Checklists%20First%20Management%20Role/Understanding%20management%20styles.ashx> [24 March 2016]
Emont, J., (2016) Visionary or Cautious Reformer? <http://time.com/4416354/indonesia-joko-jokowi-widodo-terrorism-lgbt-economy/> [ 24 March 2017]
Friedman, S., (2008) Define Your Personal Leadership Vision [Online] Available From: <20https://hbr.org/2008/08/title> [ 24 March 2017]
Four (2016) Chef: Curtis Duffy [Online] Available From: <http://www.four-magazine.com/articles/2403/curtis-duffy> [ 24 March 2017]
Goleman, D., (2000) Leadership That Gets Results [online] available from <http://web.a.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=3&sid=12d48180-c933-43f7-ada1-8420517180ed%40sessionmgr4002&hid=4109>> [23 March 2016]
Hofstede, G., (2017) Indonesia [online] Available at: <https://geert-hofstede.com/indonesia.html> [12 March 2017]
TI (2016) Corruption Perception Index 2015 http://www.ti.or.id/index.php/publication/2016/01/27/corruption-perceptions-index-2015