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What is Leadership? Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that.

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Presentasi berjudul: "What is Leadership? Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that."— Transcript presentasi:



3 What is Leadership? Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. 2 Fauzan Asmara

4 What is leadership? Leading people Influencing people Commanding people Guiding people

5 Are Leaders Born or Made? Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self- study, education, training, and experience. 4

6 Good Leaders Do you have some examples of good leaders? What qualities made them good leaders? 5

7 Leadership Becoming an effective leader is not easy Part skill development Part experience Remember, Leadership is Action, not Position Power does not make you a simply makes you the boss How do YOU become an effective leader? No “cookbook formula” Situational, as well as individual 6

8 Sources of Human Conflict (there is a cause to every difficulty) Inconsistent Dishonest Inflexible Afraid to make decision Poor communicator Isn’t punctual Doesn’t “step up” to situation Unreasonable Self-interest over others Superiority viewpoint Fails to use empathy Self-centered Lack of trust Unrealistic expectations Doesn’t share recognition Duplicitous “forgets” commitments Doesn’t care Isn’t accountable Refuses to admit errors Doesn’t listen Lacks enthusiasm Lacks respect for others 7

9 Types of Leaders Leader by the position achieved Leader by personality, charisma Leader by moral example Leader by power held Intellectual leader Leader because of ability to accomplish things

10 Managers vs. Leaders Managers Focus on things Do things right Plan Organize Direct Control Follows the rules Leaders Focus on people Do the right things Inspire Influence Motivate Build Shape entities

11 Common Activities Planning Organizing Directing Controlling

12 Planning Manager Planning Budgeting Sets targets Establishes detailed steps Allocates resources Leader Devises strategy Sets direction Creates vision

13 Organizing Manager Creates structure Job descriptions Staffing Hierarchy Delegates Training Leader Gets people on board for strategy Communication Networks

14 Directing Work Manager Solves problems Negotiates Brings to consensus Leader Empowers people Cheerleader

15 Controlling Manager Implements control systems Performance measures Identifies variances Fixes variances Leader Motivate Inspire Gives sense of accomplishment

16 Leadership Traits Intelligence – More intelligent than non-leaders – Scholarship – Knowledge Physical – Good looking whatever you are Personality – Verbal facility – Honesty – Initiative – Aggressive – Self-confident – Ambitious – Originality – Sociability – Adaptability

17 Gaya Kepemimpinan Dasar (Paul Hersey dan Kenneth Blanchard) Tinggi G3G2 PARTICIPATING SELLING (Partisipasi) (Konsultasi) PERILAKU HUBUNGAN G4G1 DELEGATING TELLING (Delegasi) (instruksi) Rendah Tinggi PERILAKU TUGAS 4/4/2015

18 Leadership Styles Delegating – Low relationship/ low task – Responsibility – Willing employees Participating – High relationship/ low task – Facilitate decisions – Able but unwilling Selling – High task/high relationship – Explain decisions – Willing but unable Telling – High Task/Low relationship – Provide instruction – Closely supervise

19 New Leaders Take Note General Advice – Take advantage of the transition period – Get advice and counsel – Show empathy to predecessor – Learn leadership Challenges – Need knowledge quickly – Establish new relationships – Expectations – Personal equilibrium

20 New Leader Traps Not learning quickly Isolation Know-it-all Keeping existing team Taking on too much Captured by wrong people Successor syndrome

21 Core Tasks Create Momentum Master technologies of learning, visioning, and coalition building Manage oneself

22 Create Momentum Learn and know about company Securing early wins – First set short term goals – When achieved make a big deal – Should fit with long term strategy Foundation for change – Vision of how the organization will look – Build political base to support change – Modify culture to fit vision

23 Create Momentum Build credibility – Demanding but can be satisfied – Accessible but not too familiar – Focused but flexible – Active – Can make tough calls but humane

24 Credible Leaders Leaders practice what he preached Their actions are consistent with their word They keeping what they promised They bet on the truth of their word Say what you do … do what you say write what you do … do what you write

25 Master Technologies Learn from internal and external sources Visioning - develop strategy Communicate the vision – Simple text - Best channels – Clear meaning- Do it yourself!

26 Found your Conscience Allow time for contemplate. (What is the meaningful for you? how do you make your choices in your life?) write down your original value. write down your credo Collect stories that taught of values Look at the mirror (360 feedback and ABC Formula) Audit your competency to reach the success

27 Express your values in Words and Deeds Audit your calendar Synchronize with shared values Develop Shared of Values Unexpected moment : Search for opportunities to taught Enhance by Symbol, Events and Accessories

28 Enabling Technologies Coalition building – Don’t ignore politics – Technical change not enough – Political management isn’t same as being political – Prevent blocking coalitions – Build political capital

29 Manage Oneself Be self-aware Define your leadership style Get advice and counsel – Advice is from expert to leader – Counsel is insight Types of help – Technical – Political – Personal Advisor traits – Competent – Trustworthy – Enhance your status

30 How Far Can You Go?

31 SUMBER POWER Position power: Power yang mengikuti posisi Personal power: Power yang mengikuti orangnya

32 TIPE-TIPE POWER Legitimate power: Power yang diperoleh karena diberikan Coercive power: Kemampuan atau wewenang untuk menghukum baik secara fisik maupun secara psikologis. Reward power: Kemampuan atau wewenang untuk memberikan dan mengontrol reward. Expert power: Kemampuan atau wewenang untuk memberikan atau mengontrol informasi bagi orang lain. Referent power: Mirip karisma karena melibatkan rasa percaya, penerimaan, kasih sayang, kesediaan untuk menjadi pengikut dan keterlibatan emosi.

33 Mungkin, jika bersikap arogan dan isi perintah tidak pada tempatnya Penolakan Legitimate Power Mungkin, jika perintah dilakukan dengan sikap yang sopan dan baik hati Mungkin, jika perintah dirasakan legitimate KepatuhanKomitmen

34 Sangat mungkin, jika bersikap kejam dan manipulatif Penolakan Coercive Power Tidak mungkin Mungkin, jika digunakan secara tepat dan dengan sikap penyesalan personal KepatuhanKomitmen

35 Mungkin, jika bersikap arogan dan manipulatif Penolakan Reward Power Mungkin, jika digunakan secara pribadi dan tidak jelas Sangat mungkin, jika dilakukan secara mekanis dan impersonal KepatuhanKomitmen

36 Mungkin, jika pemimpin bersikap arogan dan menghina, atau bawahan menentang tujuan pemimpin Penolakan Expert Power Sangat mungkin, Jika persuasif dan bawahan terlibat dalam pengambilan keputusan Mungkin, jika persuasif tapi bawahan kurang cocok dengan tujuan pemimpin KepatuhanKomitmen

37 Mungkin, jika perintah atau kejadian akan berakibat buruk pada sang pemimpin Penolakan Referent Power Sangat mungkin, jika perintah diyakini sebagai sesuatu yang penting bagi sang pemimpin Mungkin, jika perintah diyakini sebagai sesuatu yang kurang penting bagi sang pemimpin KepatuhanKomitmen

38 Menggunakan legitimate power Bersikap ramah dan baik hati Percaya diri Membangun understanding Yakini bahwa perintah yang diberikan cukup pantas Jelaskan alasan diberikannya perintah Sensitif terhadap perasaan dan keinginan bawahan

39 Menggunakan coercive power Menginformasikan pada bawahan mengenai peraturan dan hukuman Memberi peringatan sebelum menghukum Melaksanakan hukuman secara konsisten dan tidak pandang bulu Memahami situasi sebelum bertindak Menjaga kredibilitas Hukuman sesuai dengan pelanggaran Menghukum secara tertutup, tidak di depan orang lain

40 Menggunakan Reward power Berikan perintah yang masuk akal Hanya memberikan perintah yang pantas dan etis Memberikan reward sesuai harapan bawahan Hanya memberikan reward yang kredibel

41 Menggunakan Expert Power Memperlihatkan kesan kepakaran (expertise) Mempertahankan kredibilitas Bertindak percaya diri dan tegas Selalu menambah informasi (meningkatkan kepakaran) Hindari sikap yang merendahkan harga diri bawahan

42 Menggunakan referent power Memperlakukan bawahan secara adil Membela kepentingan bawahan Sesitif terhadap kebutuhan dan perasaan bawahan Menjadi model peran

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