I have attended many trainings on the topic of LEADERSHIP. Almost all of these leadership trainings raised the theme of leadership models: Democratic, Authoritarian, Situational, Ki Hajar Dewantoro Model, Barrack Obama Model and so on, EVEN though at that time the participants were Leaders in companies at the MIDDLE MANAGEMENT level. When the participants asked the Facilitator how the application in the Work Unit to lead the Subordinate Team, the Facilitator had difficulty answering in a Standard and Firm Model.

The Middle Management Level is the Execution Level or Execution Manager of what has been outlined by Top Management. Of course, the answer from the Facilitator is not right on target for the Execution Manager. Execution Managers need practical solutions in the form of Work Steps in Leading their Work Team effectively and efficiently. They don't need just a discourse or just inspiration on how to lead globally by using examples that are too far-fetched. Finally, they are required to be able to translate the Discourse or Inspiration into their work steps in leading their Work Unit. And, this makes it difficult for them and the result of the training is only inspiration.

I tried to throw a question to Middle Management: "What Leadership Model do you apply to lead this Work Unit?" In the end, the answer from them is the Gado-Gado Leadership Model, because they do not understand that Leadership also has a Pattern or Model to ensure its effectiveness in moving the Subordinate Team to achieve the Work Unit Target.

As a complement to the "MBO3" Management Model, I came up with a very simple but effective Leadership Model to bring up the HR Performance Level at Level 1 of the "MBTR" table. Thus the "MBTR" Leadership Model.

The "MBO3" model has set:

- Outcome Targets that are firm and clear and not negotiable.

- Manual work steps to realize the Target Outcome.

So, is there any significant difficulty from a Head of Work Unit (Middle Management) to invite and move his Subordinate Team to follow and realize what has been explained organizationally?

The success of a leader with the "MBO3" Management Model is when the Leader is able to bring all members of his Work Team to reach Level 1, which means that every human resource he leads provides the right Business Value as needed by the Company to achieve its Business Targets.

In conclusion, the series of activities of a Leader with the "MBTR" Model every day are:

1. Explain
2. Mobilizing
3. Monitoring
4. Intervene
5. Evaluate.

So, it is very clear that the Company can have a uniform Leadership Model that must be implemented by all Heads of Work Units. This kind of practice is still rare.

The "MBTR" Leadership Model has a clear and clearly patterned structure of work steps, so it is quite easy to evaluate the Leader's ability to carry out the "MBTR" Leadership practice in the Work Unit. So, the skills of using the "MBTR" Leadership Model can be used as Evaluation Material for all Heads of Work Units.