Professional Documents
Culture Documents
Leadership Lengkap
Leadership Lengkap
What is Leadership?
The ability to influence, motivate, and
Charisma
Confidence
Credibility
Integrity
Track Record
Emotional Intelligence
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Emotional Intelligence
Ability to detect, express, and manage emotion in oneself
and others.
Self
(Personal Competence)
Recognition
of emotions
Self Awareness
Regulation
of emotions
Self-Management
Other
(Social Competence)
Social Awareness
(Empathy)
Relationship Management
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BEHAVIORAL APPROACHES:
OHIO STATE STUDIES
LEADERSHIP BEHAVIORS:
1. Initiating structure:
2. Consideration:
BEHAVIORAL APPROACHES:
MICHIGAN STUDIES
LEADERSHIP TYPES:
1. Production Oriented Leaders:
Low
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5
4
9,1 Authority-Compliance
1,1
3 Impoverished Management
Exertion of minimum effort
to get required work done is
appropriate to sustain
organization membership.
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1
1
Low
High
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Fiedler Contingency
Dimensions
Dimensions define the key situational
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SITUATIONAL LEADERSHIP
Relationship
Behavior
(Supportive)
Low
S3
Participating
S2
Selling
S4
Delegating
S1
Telling
Task Behavior
High
(Guidance)
Ready
Unready
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Authoritative
Mobilizes people toward a vision
Come with me
Strongest positive affect on climate
Democratic
Forges consensus through participation
What do you think?
Positive affect on climate
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Affiliative
Creates harmony and builds emotional bonds
People come first
Positive affect on climate
Coaching
Develops people for the future
Try this
Positive affect on climate
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BULLY OR VICTIM?
Was Hallums a bully? Or, was he a victim?
Why?
Have all the contingencies been taken into account?
Who were his followers?
Does it matter?
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BULLY OR VICTIM?
Conclusions
There is no one best style of leadership
Effective leaders possess and use more than one style
of leadership.
Effective leaders alter their task and relationship
orientation to fit the situation.
A small set of employee characteristics and
(e.g., ability, experience, need for independence)
Pace Setting
Get quick results from highly
skilled and self motivated
professionals
Authoritative
Changes require a new vision;
Clear direction is needed
Not good if followers are more
experienced than leader
Democratic
To build buy-in or consensus;
get input from
valuable/committed employees
Leader is uncertain
Affiliative
Heal rifts in a team or motivate
during stressful circumstances
Coaching
Help an employee improve
performance or develop
strengths
Must want to improve
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Self Awareness
Know thyself
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PERSON
Self-Awareness
Who we are
Influences
Basic Assumptions
About Human Nature
Personal Theories
Of Motivation
STYLE
Self-Regulation
How we lead
LEADERSHIP
STYLE
Values
OUTCOMES
Identity
Character
Definitions of
Life stories
Leadership
Personality
Effectiveness
Psychological maturity
SITUATION
Situation Awareness
Influence
Situation Demands
Societal norms
Organizational culture
Task demands
Subordinate needs
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Contemporary Theories
Leaders are individuals who inspire
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Transformational Leadership
Transformational Leaders: Motivate
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Transformational Behaviors
Modeling the way
Challenging the process
Enabling/empowering
Inspiring a shared vision
Encouraging the heart.
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LEADING CHANGE
GE & Jack Welch
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JACK WELCH:
THE SECOND WAVE
In what ways did Welchs approach change
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JACK WELCH
By the early and mid 1990s, most
JACK WELCH
As we follow Welchs continuing
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IMPLEMENTATION
Lead rather than followed management practice
Establish a strong base (#1 or #2; workout) and then
IMPLEMENTATION
Takes broad concepts and operationalizes them in tools and
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JACK WELCH:
CONCLUDED
GEs transformation led to a radical change in its
BEYOND A CONSTRAINING
DOCTRINE:
To a Liberating Philosophy
Strategy
Purpose
The company as an
economic entity
Structure
Process
The organization as an
aggregation of tasks and
responsibilities
Systems
Managing Personnel as
controllable costs and
replaceable parts.
People
Recognizing people as
organizational assets and
embodiers of knowledge
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CORPORATE TRANSFORMATION:
Beyond Restructuring & Reengineering
Restructuring tools change the organizational anatomy
Defining the allocation of assets and distribution of responsibilities
psychology
Influencing the behavioral context that frames individual thought and action
Requires modeling the way, challenging the process, enabling/empowering,
inspiring a shared vision, encouraging the heart.
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Time allocation
2 days each month in Crotonville
70% on management issues
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ENABLE OTHERS
Reward/Honor risk takers (3M)
Loosen the controls
5 page playbook
MANAGEMENT VS.
LEADERSHIP
Great leaders are the ones who let others
shine
People who never make mistakes never
do anything
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Some men see things the way they are and ask why, I see
Intrinsically motivating
Martin Luther King Jr.
Using dreams to set business objectives
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Napoleon Bonaparte
"A spirited horse, which will try to win the
MANAGEMENT VS.
LEADERSHIP
Position
Compliance
Do things right
Status quo
Short-term
Means
Builders
Problem solving
Practices/Behaviors
Commitment
Do the right thing
Change
Long-term
Ends
Architects
Inspiring/motivating
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