Harnessing the Art of Understanding: Journey Toward Transformative Leadership in Indonesia Culture and Tradition

Adaptation from Patrick King's Read People Like a Book.

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In Indonesia’s diverse cultures and traditions, Leaders are demanded to have unparalleled ability to connect with people. As a Managing Director, my mission transcends profitability. It centers on elevating people and places to their highest potential. Patrick King’s Read People Like a Book (King, 2021) provides an understandable tips and practices to understand human behaviors, which can be contextualized within Indonesia’s biopsychosocial realities. This article explores how the art of understanding has enriched my leadership approach and allowed me to navigate the complexities of cultural, social, and organizational dynamics in striving for transformation.

Understanding Motivations Through the Indonesian Lens

Motivations in the Indonesian context is deeply intertwined with communal vales and cultural norms. King’s exploration of the pleasure principle and Maslow’s hierarchy of needs serves as a foundation for decoding these drivers. However, in Indonesia, these motivations are often filtered through the lens of gotong royong (cooperation) and rasa malu (a deep sense of shame or modesty).

In my role, have observed that employees are often driven by a strong desire to maintain harmony (rukun) and avoiding public embarrassment. For instance, when implementing a new performance evaluation system, I noticed initial shyness from employees reluctant to discuss weakness openly. This shyness stemmed not from incompetence but from a cultural aversion to losing face. By framing feedback sessions as collaborative problem-saving opportunities, aligned with the principle of musyawarah (deliberation to achieve consensus), we converted a potential fraught process into constructive dialogue.

Academic research by Hofstede (White, 2016) on cultural dimensions supports this approach. Indonesia’s high score in collectivism and power distance indicates a preference for group harmony and respect for hierarchy. By aligning organizational practices with these cultural motivators, leaders can foster engagement and trust, creating a shared sense of purpose that resonates deeply with Indonesian employees.

Non-Verbal Communication in an Archipelago of Diversity

Indonesia’s cultural diversity that spanning more than 17,000 islands and 1,300 ethnic groups, adds layers of complexity to non-verbal communication. King’s emphasis in reading body language and micro-expressions becomes invaluable in that context, where subtle gestures can convey profound meaning.

In a recent negotiation with a Javanese partner, I observed their habit of avoiding direct eye contact. A cultural norm often misinterpreted as disinterest or dishonesty. This behavior reflected respect and deference, hallmarks of Javanese etiquette. By adopting a culturally sensitive approach, I mirrored their communication style, using indirect language and paying attention to panggilan sopan (polite terms of address). This not only eased the negotiation but also strengthened the partnership.

Research by Ting-Toomey on face recognition story highlights the importance of understanding cultural frameworks for conflict resolution (Bond, 2015). In Indonesia, where face-saving is paramount, non-verbal cues often convey more than spoken words. Mastering these cues has allowed me to build rapport across diverse cultural contexts and ensure that my leadership is inclusive and adaptive.

Authenticity and the Shadows of Leadership

King’s exploration of Carl Jung’s shadow theory has profoundly influenced my journey toward authentic leadership. In Indonesia, where the concept of kepemimpinan yang melayani (servant leadership) is culturally revered, embracing one’s vulnerabilities is key to earning trust and respect. However, this is easier said than done in a culture where leaders are often placed on a pedestal.

Reflecting on my own leadership, I recognized tendencies to always overcompensate for perceived weaknesses by projecting confidence. This “armor” distanced me from my team and created an unintended barrier to open communication. Through shadow work, I have embraced my imperfections, openly sharing lessons from past failures, such as a missed opportunity to anticipate market shifts in a key region. This vulnerability has humanized my leadership and fostered deeper connections with my team.

The concept of shadow work also extends to understanding the unspoken struggles of employees. For example, a senior manager once resisted adopting digital tool we championed for its efficiency. Instead of attributing their resistance to incompetence, I explored their hesitations, uncovering a fear of redundancy rooted in past organizational restructurings, and appointed them as Business Process Owners (BPO). By addressing this shadow, reframing the tool to elevate their strategic contributions, I turned resistance into advocacy.

Navigating Defense Mechanisms in the Workplace

King outlined defense mechanisms as particular salient in hierarchical Indonesian workplaces. Denial, rationalization, and projection often emerge in environments where criticism is seen as a personal affront rather than an opportunity for growth. Recognizing these patterns has been instrumental in fostering a culture of constructive feedback.

In one instance, an employee avoided responsibility for a missed deadline by blaming external factors such as unreliable vendors. Rather than confronting them directly, I reframed the conversation to focus on solutions, asking, “What systems can we implement to prevent this in the future?” This shift from blame to collaboration allowed the employee to acknowledge their role without defensiveness and align with the gotong royong spirit of collective problem-solving.

This approach is supported by Carol Dweck’s growth mindset framework, which emphasizes the power of framing challenges at opportunities for learning (Dweck, 2008). By addressing defense mechanisms with empathy and curiosity, leaders can transform barriers into bridges and foster resilience and adaptability within their teams.

Cultural Nuances in Leadership: Lesson from Maslow

Maslow’s hierarchy of needs, as interpreted through Indonesia’s sociocultural context, reveals unique insights into employee motivation. While psychological safety needs are universal, the belonginess takes a new level in collectivist cultures like Indonesia. Here, relationships and a sense of community are not merely aspirations but fundamental drivers of wellbeing.

In a corporate restructuring initiative, I prioritized maintaining a sense of continuity and belonging by involving employees in the decision-making process. Town hall meetings, infused with elements of silaturahmi (nurturing relationships), provides a platform for open dialogue. This approach not only mitigated anxieties but also reinforced the shared identity of the organization.

At the pinnacle of Maslow’s pyramid lies self-actualization, a concept that aligns with the Indonesian value of mengabdi (dedicating oneself to a greater cause). By framing organizational goals within the context of national development, such as contributing to Indonesia Golden Era 2045 through environmental stewardships and social mobility, I have inspired employees to see their work as a pathway to personal and societal impact. This alignment of personal and organizational values fosters intrinsic motivation and drives sustained engagement.

The Inner Child in Indonesian Leadership

King’s discussion of the inner child offers a poignant lens for understanding emotional triggers in leadership. In Indonesia, where bapakism (a paternalistic leadership style) often prevails, leaders are seen as parental figures, shaping the emotional dynamics within organizations.

During a crisis, I noticed an employee exhibiting disproportionate defensiveness over a minor error. Recognizing this behavior as rooted in fear rather than defiance, I addressed their inner child by offering reassurance and guidance, akin to a parent nurturing confidence in a child. This approach not only resolved the immediate issue but also strengthened their long-term resilience.

Research on parental leadership styles by Triandis suggest that this approach aligns with Indonesian cultural norms, where leaders are expected to balance authority with compassion (Triandis, 1977). By channeling the nurturing aspects of bapakism while fostering empowerment, I have been able to create a culture of trust and psychological safety.

Toward Transformative Leadership

Patrick King’s Read People Like a Book has illuminated the path forward transformative leadership in Indonesia’s rich, diverse, and complex context. By understanding motivations, decoding non-verbal cues, embracing authenticity, and navigating defence mechanisms with empathy, I have been able to align my mission with the values and aspirations of those I lead.

Leadership is a journey of connection by seeing people not as cogs in a machine but as individuals with unique stories and potential. By applying these principles, I strive not only to elevate my organization but to inspire a ripple effect of transformation that extends beyond its walls. In this journey, I am reminded that understanding is not a destination but a continuous practice that challenges me to grow, adapt, and lead with unwavering purpose.

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Reference Lists

Bond, Michael Harris. 2015. Working at the Interface of Cultures: Eighteen Lives in Social Science.?Routledge.

Dweck, Carol S. 2008. Mindset: the new psychology of success. Ballantine Books.

King, P. 2020. Read People Like a Book: How to Analyse, Understand, and Predict People's Emotions, Thoughts, Intentions, and Behaviors. PKCS Media.

Triandis, H. C. 1977. Cross-Cultural Social and Personality Psychology. Personality and Social Psychology Bulletin, 3(2), 143-158. https://doi.org/10.1177/014616727700300202

White, Roger. 2016. Cultural Differences and Economic Globalization: Effects on trade, foreign direct investment, and migration. Routledge.