Situasional Leadership

Situasional Leadership

Training / Pelatihan Leadership & Managerial

CONTENT EMPHASIZE

  • KEPEKAAN SEORANG ‘LEADER’
  • PEMIMPIN, PENGIKUT DAN SITUASI
  • TANTANGAN UTAMA – UNTUK LEADER
  • LEADER IMPRESSION
  • BE A GREAT LEADER
  • WHAT DO LEADER DO ?
  • ATASAN /LEADER YANG SEPERTI APA ?
  • CONTOH PEMIMPIN SUKSES
  • HOW TO CHOOSE A LEADERSHIP STYLE
  • SITUATIONAL LEADERSHIP
  • MOTIVASI DAN KARAKTERISTIK BAWAHAN
  • LINGKUNGAN KERJA DAN FAKTOR YANG BERPENGARUH

 

KEPEKAAN SEORANG “LEADER“

  • MASALAH ORGANISASI
  • KOORDINASI YANG JELEK DIANTARA TIM KERJA
  • APAKAH SUMBER DAYA YANG CUKUP
  • KOMUNIKASI DAN DELEGASI YANG JELEK
  • KONDISI KERJA KURANG SESUAI

 

PEMIMPIN

  • KEPRIBADIAN
  • VISI
  • NILAI
  • KEAHLIAN

PENGIKUT

  • IDENTIFIKASI DENGAN PEMIMPIN DAN VISI
  • KEREKATAN
  • PERASAAN BUDAYA

SITUASI

  • KEMANDIRIAN KERJA
  • BUDAYA
  • LINGKUNGAN

 

TANTANGAN UTAMA ANDA !!!!!!!

1.Meningkatkan produktivitas kerja

2.Meningkatkan keuntungan

3.Menjaga dan meningkatkan kualitas barang, pelayanan, kepuasan pelanggan, citra masyarakat tentang perusahaan

4.Menurunkan kehilangan barang dan assets perusahaan

5.Menurunkan tingkat perputaran karyawan

6.Menurunkan ‘waktu hilang’ dari kinerja karyawan

7.Meningkatkan motivasi dan moral

8.Ada yang lain………………. ?

 

LEADER

  •  IMPRESSION
  •  BE A GREAT LEADER
  •  WHAT DO LEADER DO
  •  “ S W O T “ ANALYSIS

 

FIRST IMPRESSIONS – BY THE LOOK:

Humble: think that people are at the same level of humanity

Smiling: recognized smile is one comes from the heart

Talk Efficiently: talk only when it is useful

Serious: only have max of 10% jokes

Effective listener: highly willing to gain important any information

Clean & Tidy

 

SECOND IMPRESSIONSAFTER SEVERAL CONTACTS:

Not loosing the first impression: consistent

Smart worker: not merely hard-worker

Well-planned: work the write

Fast learner: exceptionally adds knowledge as time goes on

Risk Taker: after a fast but through consideration

Hungry of knowledge: learn new things every time

Responsible: has a follow up on every promise or plan he/she made

Patient: respectfully respond to unexpected actions

 

THIRD IMPRESSIONS – DURING A ‘WORK-TOGETHER’:

Target Oriented: work is up to achieving target

Committed: walk the talk & reliable quality

Speak with data: every word is accountable

Consistent: keep on fighting; keep in the right direction

Communicative: members know what he/she is doing

Guru: Sharing knowledge without teaching

Motivator: encouragement, negotiation, never forcing

 

ADVANCED IMPRESSION, AFTER A LONG TOGETHERNESS:

Team Player: prioritizing team’s unity

Process & Behavior orientated: supporting target orientation

Innovator: always look for different way of work

People Developer: always look for ways to enhance people’s capability

Customer Oriented: work on what is needed by the customers – both internal and external

Lead by Example: gains respect without inviting it

 

Be a Great Leader

HOW TO MOTIVATING OTHERS

We are a leader, but we cannot buy their hearts, enthusiasm, cooperation or their commitment. For this, we need leadership and motivation.

11 Desirable aspects of Leadership

Motivation, Courage, Initiative, Knowledge, Responsibility, Integrity, Ability to communicate, Loyalty, Judgment, Selflessness, Decisiveness.

 

WHAT DO LEADERS DO ???

How to meet the ;

  • TASK NEEDS
  • TEAM NEEDS
  • INDIVIDUAL NEEDS

 

TASK NEEDS

1.Be clear about your department’s tasks and objectives and how they fit into the overall short-term and long-term goals of your organization.

2.Explain this to your work group

3.Plan how to accomplish your department’s goals and brief people fully

4.Explain each tasks importance and measures of success

5.Provide the necessary resources, including time, information and equipment

6.Make sure people have the necessary skills and knowledge to do the job effectively

7.Ensure that the structure and systems of your department allow the job to be accomplished efficiently

8.Monitor progress and let your work group know how it is going

 

TEAM NEEDS

1.Set and maintain group objectives and standards

2.Involve the group in achieving the objectives

3.Help your work group feel like a special group

4.Monitor and encourage friendly and supportive interaction between people

5.Build a sense of team spirit and accomplishment

 

INDIVIDUAL NEEDS

1.Listen to employees with understanding

2.Support ideas and employees empathy

3.Deal effectively with individual problems

4.Use individual skills, knowledge and strengths

5.Train, coach and develop individuals

6.Try to remove hassles and unnecessary work from people’s responsibilities

 

BEHAVIORS THAT ACHIEVE THE TASK

WORKING LOAD

1.ESTABLISH CLEAR GOALS AND PRIORITIES

2.PLAN WHO DOES WHAT, WHEN AND HOW

3.ORGANIZE AND ALLOCATE WORKFLOW

4.BRIEF THE TEAM ON THE TASK AND ITS IMPORTANCE

5.MAKE SURE SUPPLIES AND EQUIPMENT ARE AVAILABLE

6.MAKE SURE WORK IS DONE CORRECTLY AND ON TIME

7.MONITOR AND MINIMIZE COST

8.FIND BETTER WAYS TO DO THINGS

 

HARAPAN TERHADAP ATASAN – BERKAITAN DENGAN KEPEMIMPINAN

SEBUAH FAKTA DI LAPANGAN

1.KEBERSAMAAN

2.MENGAYOMI

3.KEKELUARGAAN

4.MEMAHAMI STAFF

5.FLEKSIBEL

6.MAU MENDENGAR

7.RAMAH

8.KEMAMPUAN MENGATUR

9.SABAR

10.TEGAS

11.DAPAT MENGATASI MASALAH

12.JUJUR

13.LOYAL

14.PROFESIONAL

15BERTANGUNG JAWAB

16RELIGI

17SEPAHAM

18MENGHORMATI BAWAHAN

19DEMOKRATIS

20PENUH PENGERTIAN

21BIJAKSANA

22MEMPERTIMBANGKAN

23TELITI

24PINTAR

25TIDAK PILIH KASIH

26TIDAK AROGAN

27BERWIBAWA

28DISIPLIN

29TENGGANG RASA

30DAPAT DIPERCAYA

31DEDIKASI TINGGI

32INISIATIF

33OPTIMIS

34BERANI MINTA MAAF

35TIDAK MARAH-MARAH TERUS

36MENJADI TELADAN

37PENASEHAT

38PELATIH

39PEMBIMBING

40PEMBERI SEMANGAT

41PENDEKATAN INDIVIDUAL

42WAWASAN LUAS

43‘EXTRA MILES’

44BISA DIHUBUNGI SETIAP SAAT

 

CONTOH PEMIMPIN YANG SUKSES

T.P. RACHMAT – ASTRA

•VISI

•SENTUH PIKIRAN DAN HATINYA

•SEDERHANA, RENDAH HATI,

•KEPEMIMPINAN MELIHAT MANUSIA SEUTUHNYA

•MEMBUAT AKTIFITAS “MUDAH”

•SEMANGAT, ANTUSIAS

•MELAKUKAN YANG TERBAIK

•DASAR PEMIKIRAN KUAT

ARWIN RASYID – TELKOM

•SALING PERCAYA

•VISI

•BUAT TIM TANGGUH

•MENJADI “TELADAN”

•BELAJAR DARI KESALAHAN

•KEBERHASILAN DIRASAKAN BERSAMA

•PEMIMPIN YANG BAIK ADALAH PENGIKUT YANG BAIK

•MAU MENDENGAR

•TERUS BELAJAR

•FLEKSIBEL

•KONSISTEN

•MEMILIKI ARAH YANG JELAS

BARRY.G.LESMANA – BCA

•VISI – MENANTANG

•SIKAP, PERILAKU ADALAH SEGALANYA

•TERUS MEMPERHATIKAN

•MEMIMPIN DENGAN CONTOH

•KOORDINASI

•ANTUSIAS

•DAYA PENGARUH

•KOMUNIKASI

•MEMAHAMI RAGAM SPIRIT MANUSIA

•MELAKUKAN APA YANG DIKATAKAN

 

HOW TO CHOOSE A LEADERSHIP STYLE

BAGAIMANA MEMILIH GAYA KEPEMIMPINAN

 

The TASK

Time constraints

How critical is it, or how big are its repercussions ?

How complex or ambiguous is it ?

         The FOLLOWER

Their skills and abilities

Their willingness to become involved

Their needs for dependence or independence

The type of leadership they’re used to

Their willingness and desire to participate

The size of the work group

 

The LEADER

Your own needs to involve others or keep control

Your own skills and abilities

Your own mindset

Your organization’s culture and expected leadership style

 

SITUATIONAL LEADERSHIP – Kepemimpinan Situasional

Konsep “ Hersey & Blanchard’s “ – dalam kepemimpinan situasional mengatakan bahwa keberhasilan seorang Pemimpin banyak ditentukan oleh situasional yaitu faktor atau tingkat kedewasaan berpikir bawahannya – maturity level’s of thinking.

Kedewasaan berpikir tersebut meliputi : Kemauan – willingness untuk melaksanakan tugas dan kemampuan – ability individunya (pengetahuan dan ketrampilan)

 

TINGKAT PENGEMBANGANGAYA YANG DIREKOMENDASI
1.Kemampuan rendah, kemauan rendah

2.Kemampuan rendah, kemauan tinggi

3.Kemampuan tinggi, kemauan rendah

4.Kemampuan tinggi, kemauan tinggi

1.Ceritera, petunjuk, perintah, instruksi

2.‘jualan’, membuat agar diterima perlu bantuan, ‘petunjuk’

3.Partisipasi, instruksi rendah

4.Delegasi – instruksi rendah

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