KDU aims to inspire digital technology leadership among all Kalbe SBUs. We defined digital technical leadership as a journey in Kalbe corporate to inspire and lead all SBUs not only as user of technologies, but also being able to produce digital assets and products from Kalbe.
Digital technology leadership is product of technology and business model understandings, combined with capability to innovate in Healthcare industry. KDU principles in tech leadership are:
- Leading engineering team is science and art
- Innovation leadership started from servant style
- Only learning organization can innovate and survive
Technical leadership styles in KDU reflect two major disciplines - Servant and Transformational leaderships described below.
Servant leadership is a philosophy in which the goal of the leader is to serve. This is different from traditional leadership where the leader's main focus is the thriving of company or organization. A servant leader shares power, puts the needs of the people first and helps them develop and perform as highly as possible. Instead of the people working to serve the leader, the leader exists to serve the people. As stated by its founder, Robert K. Greenbleaf, a Servant Leader should be focused on, "Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?"
When leaders shift their mindset and serve first, they benefit as well as their employees in that their employees acquire personal growth, while the organization grows as well due to the employees growing commitment and engagement. Since this leadership style came about, a number of different organizations have adopted this style as their way of leadership. According to a 2002 study done by Sen Sendjaya and James C Sarros, servant leadership is being practiced in some of the top-ranking global companies, and these companies are highly ranked because of their servant leadership style.
Transformational leadership is a theory where a leader works with teams or followers beyond their immediate self-interests to identify needed change, creating a vision to guide the change through influence, inspiration, and executing the change in tandem with committed members of a group; This change in self-interests elevates the follower's levels of maturity and ideals, as well as their concerns for the achievement.
Transformational leader serves to enhance the motivation, morale, and job performance of followers through a variety of mechanisms; these include connecting the people sense of identity and self to a project and to the collective identity of the organization; being a role model for followers in order to inspire them and to raise their interest in the project; challenging people to take greater ownership for their work, and understanding the strengths and weaknesses of people, which allows the leader to align people with tasks that enhance their performance. It is also important to understand the qualities a transformational leadership can bring to a work organization.
Transformational leader enhances commitment, involvement, loyalty, and performance. People will exert extra effort to show support to the leader, emulate the leader to emotionally identify with him/her, maintain obedience without losing any sense of self esteem. Transformational leaders are strong in the abilities to adapt to different situations, share a collective consciousness, self-manage, and be inspirational while leading a group of people.
In the transformational leadership, leader behaviors influence people and inspire them to perform beyond their perceived capabilities. Transformational leader inspires people to achieve unexpected or remarkable results. It gives people autonomy over specific jobs, as well as the authority to make decisions once they have been trained. This induces a positive change in the followers attitudes and the organization as a whole. Transformational leaders typically perform four distinct behaviors, also known as the four I's. These behaviors are inspirational motivation, idealized influence, intellectual stimulation, individualized consideration.
- Inspirational motivation is when the leader inspires their people to achieve something. This leader sets high and reasonable goals for their followers and their organization. They inspire commitment and they create a shared vision for their organization. Leaders that utilize inspirational motivation motivate followers extrinsically and intrinsically, and they are able to articulate their expectations clearly. Inspirational motivation is closely tied to productivity. Productivity leads directly to having a source of worth, and could be considered both inspirational and visionary, leading to a positive emotional impact on people.
- Idealized influence is when the leader acts as a strong role model for their organization and leads by example. These types of leaders consider the needs of their people and prioritize their needs. They typically have loads of commitment and are very ethical. Followers of these leaders typically try to emulate their leader as they tend to identify with them easily. When subordinates try to emulate their leader, emotional attachments tend to form.
- Intellectual stimulation is when the leader encourages their followers to think for themselves. These leaders are creative, innovative, and are very open to new ideas. They tend to be tolerant of their followers' mistakes, and even encourage them as they believe they promote growth and improvement within the organization. These leaders create learning opportunities for their followers and abandon obsolete practices.
- Individualized consideration is when the leader establishes a strong relationship with their people. These leaders act as a caring supportive resource for their followers and their organization. They mentor their followers and allocate their time to developing their followers potential. One of the ways in which leaders can develop their followers is by delegating specific tasks that will foster an individual's development.Transformational leadership is a theory of leadership where a leader works with teams or followers beyond their immediate self-interests to identify needed change, creating a vision to guide the change through influence, inspiration, and executing the change in tandem with committed members of a group; This change in self-interests elevates the follower's levels of maturity and ideals, as well as their concerns for the achievement.
