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Delegating Styles

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Succesfully Managing People Training

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Delegating Styles

  1. 1. LEADERSHIP SKILL For SUPERVISOR Training Delegating StylesBandung, 17 - 18 Maret 2010 By : Kanaidi, SE., M.Si kana_ati@yahoo.com
  2. 2. WHAT IS DELEGATION?
  3. 3. WHAT IS DELEGATION?
  4. 4. WHAT IS DELEGATION?• Delegation involves giving another person a task for which the delegator remains ultimately responsible.• Delegation is the entrusting of authority, power and responsibility to another.
  5. 5. WHAT IS DELEGATION?
  6. 6. “Whatever the source of the leader’s ideas, you cannot inspire your people unless one expresses vivid goals which in some sense they want.” (David McClelland)
  7. 7. Successful Delegation Makes work easier. Improves efficiency. Increases employee effectiveness. Develops employees. Ensures that the right people do the right jobs.
  8. 8. Why Is It Useful? Your Your Respon- Capacity sibility
  9. 9. How well do you delegate?
  10. 10. Styles QuadrantHigh GREEN BLUE Get It righ Get It doneTask Focus INDIRECT DIRECT RESERVED OUTGOING Get along Get notice YELLOW REDLow High People Focus
  11. 11. Style I – GREEN (Get it righ)Pimpinan yg memberikan perhatian yg besar terhadap tugas, akan tetapikecil terhadap karyawan. Pimpinan ini menganggap bahwa kebutuhanpersonil tidak relevan, bahkan merugikan bagi tujuan organisasi, sehinggamenggunakan kekuasaan utk melakukan tekanan terhadap bawahan agar
  12. 12. Style II – BLUE (Get it done)Pimpinan yang memberikan perhatian besar terhadap tugas maupun orang.Blake and Mouton berpendapat bahwa gaya inilah yg paling efektif.Kepemimpinan ini hampir di setiap situasi menghasilkan peningkatanprestasi dan kepuasan karyawan yg tinggi.
  13. 13. Style III – RED (Get notice/Have Fun)Manajer yang memberikan perhatian besar terhadap orang, akan tetapikecil terhadap tugas. Pimpinan ini berusaha menciptakan suasana amandan berbahagia bagi bawahannya, sehingga berpendirian bahwa ia tidakakan dapat mencapai produksi organisasi yg diinginkan.
  14. 14. Style IV – YELLOW (Get along)Manajer yg mementingkan kebebasan dari kesukaran-kesukaran, ia hanyameneruskan perintah yg datang dari atasanya saja. Ia praktis melepaskanperan kepemimpinannya.
  15. 15. 5 Delegating Power Principles1. There is enormous variety in peoples aptitudes. The more fully you appreciate this, the more likely you are to handpick the person whose strengths match your job at hand.2. Give the responsibility to meet a goal and the full power needed to bring about the desired result simultaneously, at the beginning. Encourage the person to let you know if they need more authority or support of any kind to get the task completed.3. What works well for you may not work well for others. Allow your delegates to find their own way. Assign tasks in terms of goals, not methods, and encourage your assistants to call upon their own strengths and creativity to meet your objective.
  16. 16. 5 Delegating Power Principles . . .4. Different people thrive under different levels of supervision. You can cooperatively work out a system of checking in with one another. When you invest time in constructive, consensual review, you will enjoy rich dividends. You and your colleagues will find this much more enjoyable and productive than old-style hovering!5. By allowing room for mistakes, you allow room for new discoveries. You encourage your support system to do its best when you support some experimenting. When you extend latitude and good will, your assistants will respond with increased confidence, cooperation and loyalty.
  17. 17. Delegating Leadership Style• The Delegating leader is willing to turn over responsibility for decision making and problem solving to the followers. In addition, the followers will decide if the leader will be involved in task completion. (Paul Hersey and Kenneth Blanchard, 1960s).• The delegating leadership style is most appropriate when the followers are comfortable taking responsibility and have the experience to accomplish the necessary tasks. For example, when the leader is working with experienced followers that do not need prompting to take on a new initiative.

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