SMART LEADERSHIP (Situational Leadership) Training
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SMART LEADERSHIP (Situational Leadership) Training

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Kanaidi, SE., M.Si (Penulis “Buku PERIKLANAN”, Service Quality and Motivation Trainer, Dosen Marketing Management, Praktisi Bisnis) ...

Kanaidi, SE., M.Si (Penulis “Buku PERIKLANAN”, Service Quality and Motivation Trainer, Dosen Marketing Management, Praktisi Bisnis)
email : kana_ati@yahoo.com atau kanaidi@yahoo.com atau kanaidi@poltekpos.ac.id atau kanaidi@posindonesia.co.id
HP. 08122353284
PIN bb : 27CBC148
Facebook : Kanaidi Ken & Kanaidi Ken Part II

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    SMART LEADERSHIP (Situational Leadership) Training SMART LEADERSHIP (Situational Leadership) Training Presentation Transcript

    • By : Kanaidi, SE., M.Sikana_ati@yahoo.comSMART LEADERSHIP (Situational Leadership)TRAINING
    • Tell about your best subordinateJakarta 27 J u n i 2011 By : Kanaidi, SE., M.Sikana_ati@yahoo.com22
    • 3“KNOW”SkillsTacticalTechnicalInterpersonalConceptual
    • 4OperatingPlanningExecutingAssessingInfluencingCommunicatingDecision MakingMotivatingImprovingDevelopingBuildingLearningLeader Actions“DO”
    • 5Which skills are demonstrated?Conceptual, Interpersonal and technical.Which attributes are implied bythese observations?Really only mental, good desire, will and initiative.Any values implied here?Perhaps “duty” by ensuring the readiness of his equipment.
    • DEVELOPING SUBORDINATES StepStep 1 - Observe and record leadership actionsStep 2 - Assess and compare what you see to performanceindicators; classify the observations to determine ifthe behavior exceeds, meets, or fails to meet thestandardStep 3 - Coach the subordinates - tell the subordinateswhat you saw and give them a chance to assessthemselvesStep 4 - Conduct developmental counseling
    • Assessment Methodologiesto Evaluate Competenciesor MotivationJakarta 27 J u n i 2011 By : Kanaidi, SE., M.Sikana_ati@yahoo.com77
    • Assessment Methodologies• Both assessment and development centers use anumber of simulation techniques to evaluatecompetencies however any other effort forcompetency assessment can also use samemethods or look for other appropriate ways toevaluate behaviors.• It would be interesting to explore a little aboutsome of the most used methods and bestpractices for assessments in organizations acrossthe world.
    • Assessment Methodologies :• Observing the candidate at his/her work.• Structured Interviews.• Simulation Exercises :- Role Play- In Basket- Case Study• Psychometric Assessments/Aptitude Tests• Appreciative Inquiry and DevelopmentDialogue
    • Bandung, 03 - 04 Desember 2009 By : Kanaidi, SE., M.Sikana_ati@yahoo.comCoaching
    • DefinitionCoaching:• A directive process by a manager to train and orient anemployee to the realities of the workplace and to help theemployee remove barriers to optimum work performance.• In general, helping someone else expand and apply his orher skills, knowledge, and abilities.• A coach helps someone get from where they are now towhere they want to be.• Coaching is an ongoing professional relationship that helpspeople produce fulfilling results in their personal andprofessional lives (International Coaching Federation)
    • Opportunities for Coaching• Appearing unmotivated.• Excessive errors.• Missing deadlines.• Falling below standards.• Displaying need to fine-tune skills
    • Benefits of Coaching• Coaching is the most effective way to developyour employees.• Coaching is the key to managing multiplepriorities.• Coaching leads to improved employeeperformance, which leads to increasedproductivity and bottom-line results.• Coaching increases employees’ self-esteem andjob satisfaction.
    • Coach as Guide• Defining “success”• Creating a vision of the future• Setting goals• Action planning• Evaluating progress
    • Leadership strategy for high/low competencyJakarta 27 J u n i 2011 By : Kanaidi, SE., M.Sikana_ati@yahoo.com1515
    • Guidelines for DevelopingLeadership Competencies• Keep them few and simple• Limit to the genuine priorities• Link to capability needs• Identify critical derailer competencies -Lominger does this• Embed throughout systems and processes• Continually revisit staying future focused
    • • Focused Drive• Emotional Intelligence• Trusted Influence• Conceptual Thinking• Systems Thinking• Change Management & Coaching/Mentoring• Communication & Negotiation• Problem Solving.1717Leadership Competencies:
    • By : Kanaidi, SE., M.Sikanaidi@yahoo.comLeadership strategy forhigh/low motivation
    • KERJA adalah RAHMATBekerja tulus & penuh syukur• Rahmat adalah kebaikan yang kita terima karena kasihsayang Sang Maha Pemberi.• Rahmat adalah fasilitas ilahi bagi pertumbuhan dankemajuan kita menuju puncakpotensi diri kita sehinggakita bisa hidup sepenuh-penuhnya.• Rahmat adalah wujud kasih sayang Tuhan yang melimpahkepada kita.• Rahmat adalah sumber mentalitas berkelimpahan.• Rahmat adalah pangkal dari semua sikap dan pikiranpositif.• Rahmat adalah segala yang membuat manusia dapat hidupdan tumbuh secara wajar.• Rahmat adalah fasilitator dan navigator keberhasilan.• Rahmat selalu bermaksud melindungi dan mendukunghidup kita menuju taraf yang lebih baik.Spirit :
    • KERJA adalah AMANAHBekerja dgn benar & penuh tanggung jawab• Kita menerima amanah kehidupan dari Sang Pemilik Hidup, karenanyakita bertanggungjawab atas setiap detik hidup kita.• Kita semua adalah pemegang amanah. Tidak hanya satu tetapi banyakamanah.• Barangsiapa berhasil mengemban amanah kecil akan mendapatkepercayan mengemban amanah besar.• Tanggungjawab harus diwujudkan dengan benar, baik esensi, semangat,maupun teknis pelaksanaannya.• Tanggungjawab harus ditunaikan setara dengan bobot amanah yangdipercayakan.• Tidak ada tanggungjawab tanpa kesadaran amanah. Amanah melahirkantanggungjawabSpirit :
    • KERJA adalah IBADAHBekerja serius & Penuh Kecintaan– kerja itu Ibadah, yang intinya adalah tindakan memberi atau membaktikanharta, waktu, hati, dan pikiran kepada dia yang kita abdi. Melaluipekerjaan, kita bertumbuh menjadi manusia yang kualitas kepribadian,karakter, dan mentanya berkembang kearah yang ilahi.– Beribadah berarti berbakti dengan segenap hati, mengabdi tuntas penuhtotalitas, dan berserah pasra dengan segenap cinta.– Ibadah yang benar harus dilakukan dengan khusuk, serius, dan sungguh-sungguh. Bengitu pula bekerja yang benar.– Ibadah memerlukan pengorbanan, namun pengorbanan untuk suatuidealisme adalah kebahagiaan, dan pengorbanan yang didorong oleh rasacinta adalah suka cita.– Makna ibadah adalah persembahan diri, pemasrahan diri, penyerahan diri.Spirit :
    • KERJA adalah PELAYANANBekerja sempurna & penuh kerendahan hati• Apa pun pekerjaan kita sesungguhnya kerja adalah untuk melayani. Secarasosial pelayanan adalah yang mulia, karena itu hakikat pekerjaan kita punmulia dan sebagai makluk pekerja kita semua adalah insan yang mulia.• Cara umum untuk memperoleh kemuliaan ialah dengan melayani sebaik-baiknya untuk khalayak seluas-luasnya• Ciri utama kemuliaan adalah karakter yang altruistik, yaitu sikap tidakmementingkan diri sendiri bahkan rela berkorban demi melayani orang lain.• Dengan melayani di dalam dan melalui pekerjaan kita maka aspirasikemuliaan kita terpenuhi sekaligus harkat profesi kita pun bertambahmulia.• Melalui pelayanan maka pekerjaan kita termuliakan sebagaimana jugaakhlak, kepribadian, dan budipekerti kita.Spirit :
    • IntrinsicMotivation
    • MOTIVATIONWhat is motivation?MOTIVATION = Value of outcome x expectation ofachieving itMotivation is a desire to achieve a goal,combined with the energy to worktowards that goal. Motivasi merupakan satu penggerak dari dalam diriseseorang untuk melakukan atau mencapai sesuatutujuan Motivasi adalah kekuatan pendorong yg akan mewujudkan suatu perilaku gunamencapai tujuan kepuasan dirinya Motivasi adalah proses yang menjelaskan intensitas, arah, dan ketekunanseorang individu untuk mencapai tujuan tertentu
    • RelationshipExtrinsic & Intrinsic Motivation
    • 1. Cultivate meaning awareness Positive work environment, vision, purpose, relevance, wholeness oftasks2. Develop a sense of choiceDelegated authority, trust, security, clarity, information3. Develop a sense of competence Knowledge,positive feedback, skill recognition, challenge, standards4. Develop a sense of progress Collaboration,milestones, celebrations, access to customers, improvement measuresIntrinsic Motivation Four Building BlocksIntrinsic more powerful and readily available– Growth opportunities, meaningful work, teamwork, positive workenvironment.
    • Model of Intrinsic Motivation- Ken ThomasEmployees are intrinsically motivated whenrewards an employee gets from work result from: Choice – the ability to freely self-select and perform task activities. Competence – the sense of accomplishment from skillfully performingchosen tasks/activities. Meaningfulness – pursuing a task that matters in the larger scheme ofthings. Progress – the feeling of significant advancement in achieving the task’spurpose.
    • Situational Leadership TheoryJakarta 27 J u n i 2011 By : Kanaidi, SE., M.Sikana_ati@yahoo.com2828
    • Hersey–BlanchardSituational Leadership Model– A model aims to provide a practical way for aleader to decide how to adapt his or her styleto the task.– Model focuses on four leadership styles:• The delegating style lets the members of the groupdecide what to do.• The participating style asks the members of thegroup what to do, but makes the final decisions.• The selling style makes the decision but explains thereasons.• The telling style makes the decision and tells thegroup what to do.
    • Situational Leadership Theory
    • Situational Leadership Theory
    • Situational LeadershipManagerial Leadership StylesAdapted from “Leadership and the One Minute Manager”, Kenneth Blanchard 1000ventures.comDIRECTIVE BEHAVIORSUPPORTIVEBEHAVIORLow HighHighEMPOWERINGTurning over responsibility forday-to-day decision-makingFor people who have High Competence High CommitmentSUPPORTINGPraise, listen, and facilitateFor people who have High Competence Variable CommitmentDIRECTINGStructure, control, andsuperviseFor people who have Low Competence High CommitmentCOACHINGDirect and supportFor people who have Some Competence Some Commitment
    • Maturity Level Most AppropriateLeadership StyleM1: Low maturity S1: Telling/DirectingM2: Medium maturity,limited skillsS2: Selling/CoachingM3: Medium maturity,higher skills butlacking confidenceS3: Participating/SupportingM4: High maturity S4: Delegating/EmpoweringSituational Leadership
    • 1000ventures.com1 Managers makes decision and announces it2 Manager “sells” decision3 Manager presents ideas and invites questions4 Manager presents tentative decision subject to change5 Manager presents problem, gets suggestions, makesdecision6 Manager defines limits; asks group to make decision7 Manager permits subordinates to function within limitsdefined by superiorAdapted from: “The Tannenbum and Schmidt Leadership Continuum”Managing bydirectingLeading byempoweringSituational LeadershipContinuum of Leadership Behavior that Emphasizes Decision MakingTeammaturity
    • 35Contact Us :Kanaidi, SE., M.Si (Trainer & Dosen, Penulis,Peneliti, dan PeBisnis)e-mail : kana_ati@yahoo.com ataukanaidi@yahoo.comTelp : 022-2009570 ext.118Fax : 022-2009568 HP. 0812 2353 284BBm : 27CBC148www.ken-kanaidi.blogspot.comwww.ken-sukses.blogspot.comwww.pemimpin.unggul.comwww.google.com “Sukses kanaidi”www.formulabisnis.com/?id=ken_kanaidiΩ Problem StatementΩ Mapping Ω Strategic Direction Conclusion3535