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Dr. H. Fauzan Asmara, MM.

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Presentasi berjudul: "Dr. H. Fauzan Asmara, MM."— Transcript presentasi:

1 Dr. H. Fauzan Asmara, MM

2 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. GM Welcome Get RAC off to rousing start. Fauzan Asmara

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

4 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. GM Welcome Get RAC off to rousing start.

5 Good Leaders Do you have some examples of good leaders?
What qualities made them good leaders? GM Welcome Get RAC off to rousing start.

6 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

7 Sources of Human Conflict (there is a cause to every difficulty)
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 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

8 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

9 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

10 Common Activities Planning Organizing Directing Controlling

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

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

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

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

15 Leadership Traits Intelligence Personality Physical Verbal facility
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

16 Gaya Kepemimpinan Dasar (Paul Hersey dan Kenneth Blanchard)
Tinggi G3 G2 PARTICIPATING SELLING (Partisipasi) (Konsultasi) PERILAKU HUBUNGAN G4 G1 DELEGATING TELLING (Delegasi) (instruksi) Rendah Tinggi PERILAKU TUGAS 4/9/2017

17 Leadership Styles Delegating Participating Selling Telling
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

18 New Leaders Take Note General Advice Challenges
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

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

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

21 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

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

23 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

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

25 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

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

27 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

28 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

29 How Far Can You Go?

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

31 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.

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

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

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

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

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

37 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

38 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

39 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

40 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

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

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