Leadership

Lecturer :
Gede Bayu Rahanatha, SE, MM

Compiled By :

1. Michelle Charmaine (12) : 2307521113

2. I Gede Dipta Mahesa (14) : 2307521116
3. I Komang Mahadi Gautama Saputra (20) : 2307521177
4. I Gusti Ngurah Dharmaputra Pinatih (28) : 2307521195
5. Devorah Grace Cohen (29) : 2307521196
6. Carlo Verellio Sarumaha (31) : 2307521212

MANAGEMENT MAJOR
FACULTY OF ECONOMICS AND BUSINESS
UDAYANA UNIVERSITY
2023
 As we have learned previously, leadership is a crucial management function that helps
organizations direct their resources to improve efficiency, communicate their mission and vision
to stakeholders and motivate their employees to optimize their potential. We will discuss
leadership material in more depth, especially the following topics :

1. Creating and Managing Teams

“Teamwork makes the dream work” is a slogan that we often hear. If done
effectively and efficiently, working in a team can certainly be very helpful in
accomplishing goals. But how do leaders actually create and manage teams ? The
following are several things that leaders pay attention to when forming a team :

● Setting The Goals

It is important to consider the company's goals and what they can do to achieve
them. Setting goals provides your team a framework by giving them purpose,
which may increase their engagement, motivation, and productivity.

● Define roles and skillsets required

Now that you know what your goals are, you can determine the skillsets required
to achieve them. Knowing each person’s responsibilities will also guide you in
writing accurate job descriptions and determining what success looks like for each
person.

● Maximize the skills of each team member

Getting the most out of individuals by making the most of their abilities is the aim
of this phase. Evaluate each team member's skills on a regular basis, including
their strengths and weaknesses. Then determine where people have
complementary skills. Knowing each person’s strengths and interests may also
show where to invest in learning and development

● Set expectations from day one

Each member of the team should be aware of the expectations placed on them,
including what is expected of them, deadlines, assistance, procedures that will
 help them complete their task, and how you plan to measure their performance.
They ought to understand what constitutes excellent work as well.

● Create a team culture

Every business has its own culture. Additionally, based on the team leader, the
team members, and the work they do, teams develop their own subcultures.

● Communicate frequently and effectively

All of the other steps on this list require effective communication, from how
clearly you state your expectations to how you motivate your people to deliver
their best work. However, many teams don’t realize their potential because they
don’t communicate well. So invest in the training and tools to avoid the common
reasons for miscommunication

The next crucial stage after forming the team is managing it, which requires team
development. Team development is defined as the process of assembling various
members to build an effective team. In order to be effective, it’s critical that team
members can work together well for maximum contributions to the team’s desired
outcome. However, it involves more than just putting disparate people in a group
and assigning them a task or objective.

There are 5 stages in team development :

5 Stages of Team Development

● Forming

When the team is first established, this is when the forming phase occurs.
Teammates are introduced to one another and start to get to know one another. In
this stage, it’s common that employees may feel a mixture of excitement and
nervousness. This is the time for employees to learn about each others’ skills,
backgrounds, and interests. The team leader should share project goals and
deadlines.
● Storming

This is the stage of team development where employees may experience some
conflict. Oftentimes, this is because of differences in personality and working
styles. It’s common for teammates to get frustrated. But it’s critically important
for leaders to help team members effectively handle conflict. The leader’s role
will be to help alleviate the pain points team members may feel and clarify any
misunderstanding.The team needs to learn to work with these differences and lean
into productive friction in ways that preserve trust and commitment to team
outcomes.

● Norming

Your team has reached the norming phase if employees begin to recognize one
another’s strengths. In this phase, employees will also begin to understand each
other’s roles and become more comfortable working together.
In this phase, you’ll likely see employees start to socialize more frequently. You
might also have teammates become more comfortable asking for advice or
feedback. For leaders, it’s important to make sure any buried conflict isn't
simmering without a concerted effort to resolve it.

● Performing

We like to think of this as the “peak performance” stage of team development. In

this stage, you’ll find teams are most productive — and they’re working quickly
towards the end goal together. This could be a great phase to introduce
mentorship or coaching opportunities. With personalized support, you’ll continue
to see your team flourish and grow.

● Adjourning
 This is the last and final stage of team development. The adjourning phase
(sometimes also called the mourning phase) is when employees move on to other
projects. The team has accomplished what it had set out to do. Generally,
employees feel accomplished, proud, and excited to have reached their end goal.
But they’ve also built strong personal and working relationships over this period
of time.
As a leader, recognizing and appreciating the team for their hard work and
contributions is invaluable. It’s a great time to celebrate the team and encourage
teammates to celebrate one another.

In addition, there are a few strategies that are crucial to consider while leading
teams :

● Empower your team to make smart decisions.

Amazing things may occur when you place your team in charge. One of the most
crucial aspects of building a team is giving your members decision-making
authority. Leaders must to think about the areas in which they might assign
decision-making authority for various project components.

● Foster trust, belonging, and inclusivity.

Teams with members who feel like they belong outperform teams that don’t have
that sense of belonging. In fact, when teams have inclusive leaders, we’ve found
these results:
Employees are 50% more productive
Employees are 90% more innovative
Employees are 150% more engaged
Inclusive leadership also results in 54% lower employee turnover. Foster a deep
sense of belonging, trust, and inclusivity from the very beginning.

● Encourage a growth mindset

A growth mindset means you’re able to improve your abilities (and capabilities)
through dedication and hard work. When someone has a growth mindset, it means
 you’re able to see beyond the fixed, static experience of today. Companies that
adopt a growth mindset often create more learning opportunities for people to
continue to grow.

● Provide Coaching

Coaching helps build your employees’ mental fitness. A strong mental fitness
leads to teams that are 31% more productive. It also means employees are more
likely to bounce back from setbacks and less likely to leave voluntarily. But
beyond mental fitness strength, personalized coaching increases self-awareness,
resilience, and collaboration.

2. Understanding and Managing Individual and Group Behaviour

There are several things that can be an indication in determining a good manager
and one of them is a good manager is a manager who can treat all employees equally. As
an illustration, One thing you've probably realized over the years is how differently you
and your friends interact with and react to life's situations. Some friends are laid-back;
others are more anxious. Some are good at reading emotional clues; others are, well,
clueless. The same is true of the people a manager manages. That's why a good manager
works to get to know the unique individual characteristics of the people on his or her
team to be able to effectively manage each of them.

Attitudes Role In Job Performance

Attitudes are evaluative statements, either favorable or unfavorable, concerning
objects, people, or events. They reflect how an individual feels about something. When a
person says, “I like my job,” he or she is expressing an attitude about work.
Three components of an attitude
An attitude is made up of three components: cognition, affect, and behavior.
 ● The cognitive component of an attitude is made up of the beliefs, opinions,

knowledge, and information held by a person. For example, Tenesha feels

strongly that smoking is unhealthy.

● The affective component is the emotional or feeling part of an attitude. This

component would be reflected in the statement by Tenesha, “I don’t like Carlo

because he smokes.” Cognition and affect can lead to behavioral outcomes.

● The behavioral component of an attitude refers to an intention to behave in a

certain way toward someone or something. So, to continue our example, Tenesha
might choose to avoid Carlo because of her feelings about his smoking habit.

How Can an Understanding of attitudes Help Managers Be More Effective?

Managers should be interested in their employees’ attitudes because they influence
behavior in the following ways :

● Satisfied and committed employees have lower rates of turnover and absenteeism.

If managers want to keep resignations and absences down—-especially among

their more productive employees—they’ll want to do things that generate positive
job attitudes.

● Managers believed that happy workers were productive workers. Because it’s not

easy to determine whether job satisfaction “caused” job productivity or vice versa,
some management researchers felt that the belief was generally wrong. However,
we can say with some certainty that the correlation between satisfaction and
productivity is fairly strong

● Managers should also survey employees about their attitudes. research has also

shown that attitude surveys can be more effective at pinpointing employee

dissatisfaction if done multiple times rather than just at one point in time
 ● Managers should know that employees will try to reduce dissonance. If

employees are required to do things that appear inconsistent to them or that are at
odds with their attitudes, managers should remember that pressure to reduce the
dissonance is not as strong when the employee perceives that the dissonance is
externally imposed and uncontrollable.

How do we match personlities and jobs?

Holland’s theory proposes that satisfaction is highest and turnover lowest when
personality and occupation are compatible. Social individuals should be in “people-type”
jobs, and so forth. The key points of this theory include the following:

● There do appear to be intrinsic differences in personality among individuals,

● There are different types of jobs, and

● People in job environments compatible with their personality types should be

more satisfied and less likely to resign voluntarily than people in incongruent
jobs.
How can an understanding of personality help managers be more effective?
Managers should be interested in their employees’ personalities because those
personalities influence their behavior in the following ways:

● Job–person compatibility. Some 62 percent of companies are using personality

tests when recruiting and hiring. And that’s where the major value in
understanding personality differences probably lies. Managers are likely to have
higher-performing and moresatisfied employees if consideration is given to
matching personalities with jobs.

● Understanding different approaches to work. By recognizing that people approach

problem solving, decision making, and job interactions differently, a manager can
better understand why, for instance, an employee is uncomfortable with making
quick decisions or why an employee insists on gathering as much information as
possible before addressing a problem. For instance, managers can expect that
individuals with an external locus of control may be less satisfied with their jobs
 than those with an internal locus and also that they may be less willing to accept
responsibility for their actions.

● Being a better manager. Being a successful manager and accomplishing goals

means working well together with others both inside and outside the organization.
In order to work effectively together, you need to understand each other. This
understanding comes, at least in part, from an appreciation of personality traits
and emotions. Also, one of the skills you have to develop as a manager is learning
to fine-tune your emotional reactions according to the situation. In other words,
you have to learn to recognize “when you have to smile and when you have to
bark

How does managers communicate effectively?

The importance of effective communication for managers cannot be
overemphasized for one specific reason that is a manager does involves communicating.
A manager can’t formulate strategy or make a decision without information. That
information has to be communicated. Once a decision is made, communication must
again take place. Otherwise, no one will know that a decision has been made. The best
idea, the most creative suggestion, or the finest plan cannot take form without
communication. Managers, therefore, need effective communication skills.

Why Should Managers be concerned with communicating ethically?

It’s particularly important today that a company’s communication efforts be
ethical. On the other hand, unethical communication often distorts the truth or
manipulates audiences. What are some ways that companies communicate unethically? It
could be by omitting essential information. For instance, not telling employees that an
impending merger is going to mean some of them will lose their jobs is unethical. So how
can managers encourage ethical communications? One thing is to “establish clear
guidelines for ethical behavior, including ethical business communication.” In a global
survey by the International Association of Business Communicators, 70 percent of
communication professionals said their companies clearly define what is considered
ethical and unethical behavior.
Organizational Behavior
It’s concerned with the subject of behavior—that is, the actions of people—and
organizational behavior is the study of the actions of people at work. One of the
challenges in understanding organizational behavior is that it addresses issues that aren’t
obvious. Like an iceberg, OB has a small visible dimension and a much larger hidden
portion. What we see when we look at an organization is its visible aspects: strategies,
objectives, policies and procedures, structure, technology, formal authority relationships,
and chain of command. But under the surface are other elements that managers need to
understand—elements that also influence how employees behave at work.

What is the focus of OB?

Organizational behavior focuses on three major areas:

● Individual behavior. Based predominantly on contributions from psychologists,

this area includes such topics as attitudes, personality, perception, learning, and
motivation.

● Group behavior, which includes norms, roles, team building, leadership, and

conflict. Our knowledge about groups comes basically from the work of
sociologists and social psychologists.

● Organizational aspects, including structure, culture, and human resource policies

and practices. We’ve addressed organizational aspects in previous chapters. In this

chapter, we’ll look at individual behavior, and in the following chapter we’ll look
at group behavior.