This document discusses delegation and leadership styles for supervisors. It defines delegation as giving another person a task while remaining ultimately responsible. There are four leadership styles described: green (task-focused with low people skills), blue (high task and people focus seen as most effective), red (people-focused with low task skills), and yellow (low task and people focus, avoids problems). The document also provides five principles for effective delegation including matching people's strengths to tasks, giving full responsibility and authority, allowing different supervision levels, allowing for mistakes to enable learning, and discusses the delegating leadership style of turning over decision making to experienced followers.

1. LEADERSHIP SKILL
For SUPERVISOR
Training
Delegating
Styles
Bandung, 17 - 18 Maret 2010 By : Kanaidi, SE., M.Si
kana_ati@yahoo.com

2. WHAT IS DELEGATION?

3. WHAT IS DELEGATION?

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. WHAT IS DELEGATION?

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. Successful Delegation
 Makes work easier.
 Improves efficiency.
 Increases employee effectiveness.
 Develops employees.
 Ensures that the right people do the
right jobs.

8. Why Is It Useful?
Your Your
Respon- Capacity
sibility

9. How well do you delegate?

10. Styles Quadrant
High
GREEN BLUE
Get It righ Get It done
Task Focus
INDIRECT DIRECT
RESERVED OUTGOING
Get along Get notice
YELLOW RED
Low High
People Focus

11. Style I – GREEN (Get it righ)
Pimpinan yg memberikan perhatian yg besar terhadap tugas, akan tetapi
kecil terhadap karyawan. Pimpinan ini menganggap bahwa kebutuhan
personil tidak relevan, bahkan merugikan bagi tujuan organisasi, sehingga
menggunakan kekuasaan utk melakukan tekanan terhadap bawahan agar

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 peningkatan
prestasi dan kepuasan karyawan yg tinggi.

13. Style III – RED (Get notice/Have Fun)
Manajer yang memberikan perhatian besar terhadap orang, akan tetapi
kecil terhadap tugas. Pimpinan ini berusaha menciptakan suasana aman
dan berbahagia bagi bawahannya, sehingga berpendirian bahwa ia tidak
akan dapat mencapai produksi organisasi yg diinginkan.

14. Style IV – YELLOW (Get along)
Manajer yg mementingkan kebebasan dari kesukaran-kesukaran, ia hanya
meneruskan perintah yg datang dari atasanya saja. Ia praktis melepaskan
peran kepemimpinannya.

15. 5 Delegating Power Principles
1. There is enormous variety in people's 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. 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. 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.