“If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills and opportunities you offer as an owner, as a manager, as a parent. I call leadership the great challenge of life.”
– Jim Rohn
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
Our leadership coaching is designed for effective leadership skills by providing leadership training. Join our online Effective leadership for developing leadership skills and coaching skills
Detailed Presentation on the topic Leadership.
Leadership - Introduction: Meaning and Characteristics.
Leadership Vs Managership
Functions, Role, And Importance Of Leadership
Types Of Leaders
Traits Of Good Leader
Managerial Grid
Theories Of Leadership
Power, Influence, Followership, And Leadership
Leadership Styles
Leadership Continuum
Trait, Behavioural And Situational Approach
Leadership Effectiveness
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
Understanding the Six Different Styles of LeadershipPepper Rutland
This is Pepper Rutland's presentation on the different styles of leadership, and the strengths and weaknesses of each. For more information, visit Pepper Rutland's blog on the subject: http://pepperrutland.net/how-to-find-your-leadership-style/
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
People Management Training, Strategic People Management, Fundamentals, How to...Bryan Len
People management includes an understanding of employment law, of training and to motivate employees and giving constructive feedback to assist with business development and personal and professional growth.
Why People Management Is Essential ?
To achieve outcomes through other people.
To manage business operations while leading people at the same time.
supervise the connection between senior or executive management and personnel
Learn how to inspire every individual of your team, even if they don’t believe in your values.
Use proactive and corrective feedback to deal with problem personnel
Learning Opportunities:
The role of a supervisor or manager
Managing performance
Effective communication
Managing the performance conversation
Questioning skills
Delegating
Giving and receiving feedback
Managing according to the situation
Who Should Take This course ?
People management training is a 3-day course designed for:
Managers
Supervisors
Project managers
Team managers
HR managers
Course Outline :
Synopsis of people management
People management fundamentals
Personnel functions
Strategic people management
Strategic people management approaches
How to accomplish best outcomes?
Encouraging well-being
Organizational culture
Practice to good ethics
Want To Learn More ?
Visit tonex.com for course and workshop detail.
People management training, Strategic People Management, Fundamentals, How to Accomplish Best Outcomes?
https://www.tonex.com/training-courses/people-management-training/
Detailed Presentation on the topic Leadership.
Leadership - Introduction: Meaning and Characteristics.
Leadership Vs Managership
Functions, Role, And Importance Of Leadership
Types Of Leaders
Traits Of Good Leader
Managerial Grid
Theories Of Leadership
Power, Influence, Followership, And Leadership
Leadership Styles
Leadership Continuum
Trait, Behavioural And Situational Approach
Leadership Effectiveness
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
Understanding the Six Different Styles of LeadershipPepper Rutland
This is Pepper Rutland's presentation on the different styles of leadership, and the strengths and weaknesses of each. For more information, visit Pepper Rutland's blog on the subject: http://pepperrutland.net/how-to-find-your-leadership-style/
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
People Management Training, Strategic People Management, Fundamentals, How to...Bryan Len
People management includes an understanding of employment law, of training and to motivate employees and giving constructive feedback to assist with business development and personal and professional growth.
Why People Management Is Essential ?
To achieve outcomes through other people.
To manage business operations while leading people at the same time.
supervise the connection between senior or executive management and personnel
Learn how to inspire every individual of your team, even if they don’t believe in your values.
Use proactive and corrective feedback to deal with problem personnel
Learning Opportunities:
The role of a supervisor or manager
Managing performance
Effective communication
Managing the performance conversation
Questioning skills
Delegating
Giving and receiving feedback
Managing according to the situation
Who Should Take This course ?
People management training is a 3-day course designed for:
Managers
Supervisors
Project managers
Team managers
HR managers
Course Outline :
Synopsis of people management
People management fundamentals
Personnel functions
Strategic people management
Strategic people management approaches
How to accomplish best outcomes?
Encouraging well-being
Organizational culture
Practice to good ethics
Want To Learn More ?
Visit tonex.com for course and workshop detail.
People management training, Strategic People Management, Fundamentals, How to Accomplish Best Outcomes?
https://www.tonex.com/training-courses/people-management-training/
Purpose:
This infographic provides a framework to facilitate the following with the consultant team. It is one of the first actions to ensure coordination and a common focus:
Understanding of the business context
Understanding the need/ opportunity
Understanding what was sold
Identify client pressure points, risks, and first level delivery expectations
Obtain a perspective of OCM needs/strategy
Obtain a perspective of resource requirements.
On the mountains of truth you can never climb in vain: either you will reach a point higher up today, or you will be training your powers so that you will be able to climb higher tomorrow.
- Friedrich Nietzsche
Recruitment and Selection Integrated ProcessSeta Wicaksana
"When I meet successful people I ask 100 questions as to what they attribute their success to. It is usually the same: persistence, hard work and hiring good people."
- Kiana Tom
"An EAP, or employee assistance program, is a confidential, short term, counselling service for employees with personal problems that affect their work performance."
MGMT331 LESSON 1Leader as a Visionary LESSON TO.docxAASTHA76
MGMT331 | LESSON 1
Leader as a Visionary
LESSON TOPICS
· History of Leadership
· Leadership Traits and Behaviors
· Situational Leadership
· Effective Task Leadership and the Leadership Process
KEY TERMS
· Behavior Theory
· Contingency Model
· Environmental Factors
· Functional Model
· “Great Man” Theory
· Leadership Process Model
· Least-preferred Coworker Model (Fiedler’s Contingency Model)
· Path-Goal Model
· Relationship Theory
· Situational Leadership Model
· Trait Theory
INTRODUCTION
In this lesson, we will survey the history of leadership and how various leadership theories have evolved over time into what is now perceived as one of today’s most prominent determinants of strategic organizational success and, additionally, a pertinent area for managerial development and growth. The demands for leadership today, along with the prevalence of continued research efforts in the field, clearly demonstrate the need for exploration of leader traits and behaviors. We will also consider how theories regarding certain situations, tasks, and follower behaviors have shaped the current state, and direction, of leadership research and practice.
History of Leadership
Have you ever faced a challenging situation? Have you ever guided others in accomplishing a common goal despite tough circumstances? The earliest research on leadership grew from studying excellent leaders who seemed to emerge amidst difficult situations, surmounting challenges, to unite followers to reach a common goal.
THEORIES
GREAT MAN THEORY
The “great man” theory asserted that born leaders possessed inherent qualities attributing to their success. Many trait theorists followed that line of reasoning and sought to identify common traits and skills leaders share. Those identified traits and skills have also evolved over time.
RELATIONSHIP THEORIES
Not only were researchers interested in the qualities great leaders were born with, they were also interested in their behaviors relative to the specific situations they faced. Leadership theorists eventually realized that follower behaviors and motivations were just as relevant as leader behaviors and skills. Therefore, they adopted a more proactive stance by suggesting that leaders could develop skills, traits, and styles and select the best style, or styles, based on situational factors. Additionally, relationship theories recognize that the motivation of both leaders and followers stems from the synergy between them. Awareness and nurturing of the follower-leader relationship result in truly effective leadership, cultivated by a team mentality of “we,” as opposed to “I.” Together, followers and leaders accomplish goals. As you reflect upon the evolution of leadership theories, do you think that leaders are born, made, or, perhaps, a combination of both? Do you think successful leadership requires an individual or a team?
Some believe Winston Churchill was born a leader, with inherent traits such as excellent communicatio.
You were recently appointed as a new manager. You face a number o.docxjeffevans62972
You were recently appointed as a new manager. You face a number of issues in your new position. Please address each.
The previous manager used a transactional leadership approach, which has been relatively ineffective. Evaluate one leadership style and describe which you would take.
An experienced executive assistant discovered that she made the same amount of money as a newly hired janitor. Consider the role the human resources department plays in driving organization performance. What HR strategies would you employ to address this?
To keep people motivated in a tough economic environment, the company has shifted from annual to semiannual bonuses. Do you think offering semiannual bonuses is a good way to motivate the kind of behaviors organizations need to survive the economic downturn? What might be some potential problems associated with this approach? What other strategies would you use?
Post answers in paragraph form (minimum of 500-600 words)
SCORING AND INTERPRETATION: A recent view of leadership called Level 5 leadership says that the most successful leaders have two prominent qualities: humility and will. Give 1 point for each item marked Mostly True.
· Humility: Items 1, 2, 3, 4
· Will: Items 5, 6, 7, 8
“Humility” means a quiet, modest, self-effacing manner. A humble person puts group or organizational success ahead of personal success. “Will” means a quiet but fierce resolve to stay the course to achieve the group's desired outcome and to help the group succeed. The traits of humility and will are opposite the traditional idea of leadership as loud and self-centered. If you scored 3 or 4 on either humility or will, you are on track to Level 5 leadership, which says that ordinary people often make excellent leaders.
Remember This
·
(Daft, 2012, p.493)
Nature of Leadership
In most situations, a team, military unit, department, or volunteer group is only as good as its leader. Yet there are as many variations among leaders as there are among other individuals, and many different styles of leadership can be effective.
So, what does it mean to be a leader? Among all the ideas and writings about leadership, three aspects stand out—people, influence, and goals. Leadership occurs among people, involves the use of influence, and is used to attain goals.2Influence means that the relationship among people is not passive. Moreover, influence is designed to achieve some end or goal. Thus, leadership as defined here is the ability to influence people toward the attainment of goals. This definition captures the idea that leaders are involved with other people in the achievement of goals. Leadership is reciprocal, occurring among people.3 Leadership is a “people” activity, distinct from administrative paperwork or problem-solving activities.
Remember This
· • The attitudes and behaviors of leaders shape the conditions that determine how well employees can do their jobs; thus, leaders play a tremendous role in the .
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Leadership and Leadership StylesDefining a Leader….docxsmile790243
Leadership and Leadership Styles
Defining a Leader…Think of a leader that you worked for or observed…
What does this person do and what qualities does this person have that make you admire him or her as a leader?
*
This is basically a brainstorming question to allow the group to think about what makes good leaders. This allows the group to start thinking about leadership styles.
Leadership - what is it?
“influencing people so that they will strive willingly towards the achievement of group goals” 1
1 Koontz, H. and C. O’Donnell. “Management: A System of Contingency Analysis of Managerial Functions”. McGraw-Hill, New York, 1976.
TransactionalMotivate followers by appealing to their own self-interest
Motivate by the exchange process. EX: business owners exchange status and wages for the work effort of the employee.
Focuses on the accomplishment of tasks & good worker relationships in exchange for desirable rewards.
Encourage leader to adapt their style and behavior to meet expectations of followers
*
Some researchers added to Burns original theory and it is thought by many today that transactional leadership can encompass four types of behavior.
1. Contingent Reward – To influence behavior, the leader clarifies the work needed to be accomplished. The leader uses rewards or incentives to achieve results when expectations are met.
2. Passive Management by Exception - To influence behavior, the leader uses correction or punishment as a response to unacceptable performance or deviation from the accepted standards.
3. Active Management by Exception - To influence behavior, the leader actively monitors the work performed and uses corrective methods to ensure the work is completed to meet accepted standards.
4. Laissez-Faire Leadership – The leader is indifferent and has a “hands-off” approach toward the workers and their performance. This leader ignores the needs of others, does not respond to problems or does not monitor performance.
Transactional leadership behavior is used to one degree or another by most leaders. However, as the old saying goes, “if the only tool in your workbox is a hammer…you will perceive every problem as a nail”. A leader should not exclusively or primarily practice transactional leadership behavior to influence others! Here are a few common problems of those who do so. Some use transactional leadership behavior as a tool to manipulate others for selfish personal gain. It can place too much emphasis on the “bottom line” and by its very nature is short-term oriented with the goal of simply maximizing efficiency and profits. The leader can pressure others to engage in unethical or amoral practices by offering strong rewards or punishments. Transactional leadership seeks to influence others by exchanging work for wages, but it does not build on the worker’s need for meaningful work or tap into their creativity. If utilized as the primary behavior by a leader it can lead to an environment perm ...
Memahami Organisasi dan Desain Organisasi-Organisasi Publik (Bagian 3)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-from strategy (Bagian 2)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-Pengantar (bagian 1)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Materi dibagi menjadi 3 bagian, yaitu:
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Organizational Transformation Lead with CultureSeta Wicaksana
Transformation is even harder than we thought
“Only 22% of companies successfully carry out transformation. The failure rate was 78%.”
“Often the business value of digital transformation is not realized. One of the most common causes is an abundance of technology projects, not a true business culture transformation”
- Phil Le-Brun, Enterprise Strategist, AWS
Perspektif Psikologi dalam Perubahan OrganisasiSeta Wicaksana
“Perubahan organisasi merupakan suatu proses yang berkelanjutan dan dinamis. Perubahan tidak berhenti ketika sebuah inisiatif perubahan telah sukses diimplementasikan, tapi akan selalu terjadi perubahan karena lingkungan yang terus menerus berubah.” – Seta A. Wicaksana
“Perubahan hadir karena adanya ketidaksempurnaan, sedangkan ketidaksempurnaan itu adalah ruang untuk belajar, tumbuh dan berkembang, …
itulah yang Sempurna.” – Seta A. Wicaksana
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
Up until about 20 years ago, companies experienced organizational redesign every few years or even decades.
Most top executives would have the experience perhaps only a few times in their careers.
However, automation and competitive pressures had begun to accelerate the pace of organizational change.
In this presentation, we explore traditional organizational models and how they have been used to align structure and operations to business strategies.
We will show how those models can still operate as diagnostic tools to understand where various organizational factors can be out of balance.
Then, we will show how organizations have shifted from static models for diagnostics and alignment to flexible models that help organizations adapt to continuous, dynamic change.
Understanding Business Function and Business ProcessSeta Wicaksana
Enterprise Resource Planning (ERP) programs: Core software used by companies to coordinate information in every area of business
Help manage companywide business processes
Use common database and shared management reporting tools
Business process: Collection of activities that takes some input and creates an output that is of value to the customer
HC Company Profile 2024 Excellence JourneySeta Wicaksana
Humanika Consulting is an HRD and Management consultant brand under the auspices of PT Humanika Amanah Indonesia. As a brand, Humanika Consulting, which was established in 2004, started its career in developing human resources through training program activities using an outdoor activity (Outbound) approach. The Experiential Learning method is promoted in developing people through continuous change so that the S.O.B.A.T. (Semua Orang Bisa Hebat) becomes a platform in the change process, namely Start, Order, Breakthrough, Accelerate, and Transform.
To anticipate high demands regarding Individual Assessment, Humanika Consulting has innovated to create a web-based application and has parameters (Job-Person Profile Matching), by having a subsidiary, PT Humanika Bisnis Digital, which a subsidiary that concentrates on Big Data and research related to HR. in 2019.
Business Strategy Creating and Sustaining Competitive AdvantagesSeta Wicaksana
Effective strategies in an environment of constant change are a key requirement for success.
Corporate strategy: Deciding on the scope and purpose of the business, its objectives, and the initiatives and resources necessary to achieve the objectives.
Strategic Management Organization objective with Appreciative InquirySeta Wicaksana
To introduce the philosophy, practice and process of Appreciative Inquiry so that you can apply it to your setting objectives in strategic management.
Appreciative inquiry (AI) is a positive approach to leadership development and organizational change. The method is used to boost innovation among organizations.
A company might apply appreciative inquiry to best practices, strategic planning, and organizational culture, and to increase the momentum of initiatives.
Developing Organization's Vision, Mission and ValuesSeta Wicaksana
Together, the vision, mission, and values statements provide direction for everything that happens in an organization.
They keep everyone focused on where the organization is going and what it is trying to achieve. And they define the core values of the organization and how people are expected to behave.
Creating a mission, values and vision makes a statement as to how a company and its personnel will interact with the consumer, its colleagues and even competitors.
The value, mission and vision statements of a company are the foundation on which all business is conducted and decisions are made.
The Future of Business, Organization and HRMSeta Wicaksana
In an ever-evolving global landscape, the realm of business development is undergoing a profound transformation.
The convergence of technological advancements, shifting consumer preferences, and dynamic market conditions has created a paradigm shift that promises to reshape the way businesses approach growth and expansion.
The future of business development is not only about adapting to change but also about harnessing emerging trends and innovations to thrive in an increasingly competitive environment.
To better organize a business in the future, leaders should embrace nine imperatives that collectively explain “who we are” as an organization, “how we operate,” and “how we grow.”
Transformasi menuju SDM Unggul dalam Era VUCASeta Wicaksana
Pembangunan Sumber Daya Manusia (SDM) unggul adalah bagian dari proses dan tujuan pembangunan nasional Indonesia. Saat ini Indonesia menghadapi tantangan untuk mengejar ketertinggalan dari bangsa-bangsa lain yang telah lebih dahulu maju. Tantangan menjadi lebih berat karena saat ini berada di era VUCA yaitu Volatility, Uncertainty, Complexity, dan Ambiguity.
Kita hidup di dunia dengan perubahan yang sangat cepat, tidak terduga, dipengaruhi oleh banyak faktor yang sulit dikontrol, dan kompleks. Mustahil kita mampu mencapai kemajuan dan kemandirian bangsa apabila kita mengabaikan pembangunan yang semestinya bertitik berat pada keunggulan sumber daya manusia. Hanya melalui SDM unggul kita akan mampu menghadapi era VUCA ini dan mampu berkompetisi dengan bangsa–bangsa lain. Era VUCA harus kita hadapi dengan mencetak SDM unggul Indonesia.
SDM unggul adalah SDM yang mampu beradaptasi, menerima dan merangkul perubahan sebagai bagian dari lingkungan yang tidak dapat diprediksi. Di samping itu, SDM unggul juga adalah SDM yang mampu memahami sekaligus melaksanakan tugas pekerjaannya secara tuntas dan berkualitas dengan visi kerja yang jelas dalam menghadapi tantangan dan ketidakpastian, yang mampu berkolaborasi dan bersinergi secara efektif dengan kolega, tim kerja, dan menjadi insan penggerak perubahan dan inovasi dalam menghadapi kompleksitas persoalan organisasi. SDM unggul juga diharapkan mampu mengatasi ambiguitas dengan agilitas serta memiliki ketangkasan dan kecerdasan dalam menjalankan tugas pekerjaannya.
Using Workload Analysis for Manpower PlanningSeta Wicaksana
Mengapa Manpower Planning dibutuhkan:
Membantu mengidentifikasi kekurangan atau kelebihan tenaga kerja, sehingga memungkinkan perusahaan mengambil langkah-langkah yang diperlukan untuk mengatasi masalah ini sebelum menjadi masalah.
Memastikan bahwa program rekrutmen dan seleksi didasarkan pada perencanaan tenaga kerja untuk mendapatkan hasil terbaik.
Membantu mengurangi biaya tenaga kerja dengan mengidentifikasi kelebihan staf atau jadwal shift kelebihan staf.
Membantu mengidentifikasi talenta yang tersedia dalam angkatan kerja, seperti pekerja terampil, dan membuat rencana pengembangan untuk mereka.
Membantu mengoptimalkan penggunaan sumber daya manusia yang ada, sehingga menghasilkan produktivitas yang lebih tinggi dan biaya yang lebih rendah.
Membantu meningkatkan kepuasan karyawan dengan memastikan bahwa tenaga kerja yang ada terlibat dalam pekerjaan yang bermakna.
The Talent Management Navigator Performance ManagementSeta Wicaksana
Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
Employees understand how the work they are doing supports the broader goals of the organization
Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives
Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals
Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress
“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces.
As a comparison, the average top-30 company increased profits per employee 70 percent
The target should be to improve profits per employee by 30 to 60 percent or more. “
“The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek...
The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”
Changing Group to High Performing Teams with SOBATWAY through coachingSeta Wicaksana
Teamwork is important because it promotes a positive work environment where employees can achieve more opportunities and overcome more obstacles.
Businesses and organizations need teamwork the most when a project is time-sensitive and requires a diverse set of skills and experiences.
Teamwork can improve efficiency and productivity.
Efficiency rules when work is appropriately divided within a team, responsibilities are shared, and tasks are more likely to be finished within a set time frame. Good teamwork also enhances group outcomes and the measurable effectiveness of organizations.
Changing Group to High Performing Teams with SOBATWAY through LeadingSeta Wicaksana
A productive leader can help to improve efficiency by getting the most out of their team.
Leaders can help improve efficiency by ensuring everyone is working towards the same goal and doing what they do best.
They can provide guidance and direction and delegate tasks to make the most of everyone's strengths.
Someone who leads by example can expect to receive trust and respect from their team.
Superiors see them as someone who is capable of running a team, and employees see them as trusted mentors.
A trusted leader can also inspire teammates to respect and trust each other.
Changing Group to High Performing Teams with SOBATWAY through ParticipatingSeta Wicaksana
Why is participation important in teams?
Increases productivity
No matter how you measure it, participation promotes productivity by helping teams work through problems, ideate different solutions, raise potential roadblocks, and communicate goals more clearly.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
2. The Importance of Leadership
• Leadership will make or break your
company. Research shows time and time
again that employees quit managers, not
companies. Leadership is the major factor
that makes everything work together
seamlessly; without leadership, all other
business resources are ineffective.
• This is the age of the knowledge worker.
Attracting talented people and enabling
them to work effectively to fulfill the
organization's goals is the single most
important activity of today's company.
• Switched-on business leaders are aware of
the concerns of their employees, and are on
top of new developments in leadership
theory and practice to create more effective
working environments.
• According to The Twenty First Century
Corporation, "Attracting, cultivating, and
retaining [talented people] will be the
indispensable ingredient that will drive the
ideas, products, and growth of all companies
like never before." Bobby Woolf (2000)
3. Leadership
"Leadership is a function of knowing yourself,
having a vision that is well communicated,
building trust among colleagues, and taking
effective action to realize your own leadership
potential."
Prof. Warren Bennis
4. 5 Indicators Great Leader :
• Move The Business
Forward
• Help Motivate And
Grow Employees
• Create Passionate
Brand Ambassadors
• Create Loyal
Customers
• Inspire Other
Leaders To Be Great
5. Leader and Leadership
• Bolden (2004), suggests that styles based on
characteristics, traits or behaviours of leaders are less
useful than models based on leadership attributes.
• Additionally, leadership needs to be flexible to suit varying
situations (situational leadership) and not restricted by the
characteristics of a leader’s style.
• Leadership skills therefore need to be drawn from a range
of abilities rather than characteristics.
6. Leader and Leadership
Leader Leadership
Driven by characteristics/traits Driven by abilities
•Strong drive for responsibility
•Task orientated
•Vigorous and energetic
•Able to influence others
•Self confident
•Strong sense of ‘self’
•Faces problems full on
•Vision
•Provides direction
•Resolves problems
•Good people manager
•Effective decision maker
•Good communicator
•Information
gathering/processing
•Project management skills
•Proven business acumen
•Builds partnerships
Static Adaptable and flexible
Bolden, R. (2004) What is Leadership? Leadership South West Research Report, Centre for
Leadership Studies, July. (Republished in conjunction with the Windsor Leadership Trust, December
2004.)
7.
8. “So,” You Ask,
“How Do I Become
A Leader?”
“Leaders are developed
through learning and
practicing leadership
behaviors. But behaviors
alone are not enough.
We need to connect
those leadership
practices to our mindset,
attitudes, and values.”
10. • In contrast, leadership development is driven by collective goals, requires shared
meaning with others, uses a wide range of methods, and generates collective outcomes
and results.
• Both practices use different processes and require different sets of practitioner’s
knowledge and skills.
(Salicru, S. (2015) Leader vs Leadership Development: Does it really matter?, Leadership & Management)
Leader and Leadership
• Leader and leadership development are
different, yet they complement each other.
• Leader development is only the foundation
for leadership development.
• Leader development is driven by personal
goals, uses coaching as the main method
and yields individual outcomes and results.
This practice does not necessarily build
leadership capacity in organisations.
11. “Not all leaders are managers, nor
are all managers leaders”
• Managers
– Persons whose influence on others
is limited to the appointed
managerial authority of their
positions
• Leaders
– Persons with managerial and
personal power who can influence
others to perform actions beyond
those that could be dictated by
those persons’ formal (position)
authority alone
Prentice Hall, 2002
Managers and Leaders
12.
13. Managers and Leaders
Managers have
subordinates
By definition, managers have subordinates - unless their
title is honorary and given as a mark of seniority, in
which case the title is a misnomer and their power over
others is other than formal authority.
• Authoritarian & transactional style
Managers have a position of authority vested in them by the
company, and their subordinates work for them and largely do as
they are told. Management style is transactional, in that the
manager tells the subordinate what to do, and the subordinate
does this not because they are a blind robot, but because they
have been promised a reward (at minimum their salary) for doing
so.
• Work focus
Managers are paid to get things done (they are subordinates too),
often within tight constraints of time and money. They thus
naturally pass on this work focus to their subordinates.
• Seek comfort
An interesting research finding about managers is that they tend
to come from stable home backgrounds and led relatively normal
and comfortable lives. This leads them to be relatively risk-averse
and they will seek to avoid conflict where possible. In terms of
people, they generally like to run a 'happy ship'.
Leaders have followers
at least not when they are leading. Many organizational
leaders do have subordinates, but only because they are
also managers. But when they want to lead, they have to
give up formal authoritarian control, because to lead is to
have followers, and following is always a voluntary
activity.
• Charismatic, transformational style
Telling people what to do does not inspire them to follow you. You have
to appeal to them, showing how following you will lead them to their
hearts' desire. They must want to follow you enough to stop what they
are doing and perhaps walk into danger and situations that they would
not normally consider risking.
Leaders with a stronger charisma find it easier to attract people to their
cause. As a part of their persuasion they typically promise
transformational benefits, such that their followers will not just receive
extrinsic rewards but will somehow become better people.
• People focus
Although many leaders have a charismatic style to some extent, this
does not require a loud personality. They are always good with people,
and quiet styles that give credit to others (and takes blame on
themselves) are very effective at creating the loyalty that great leaders
engender.
• Seek risk
In the same study that showed managers as risk-averse, leaders
appeared as risk-seeking, although they are not blind thrill-seekers.
When pursuing their vision, they consider it natural to encounter
problems and hurdles that must be overcome along the way. They are
thus comfortable with risk and will see routes that others avoid as
potential opportunities for advantage and will happily break rules in
order to get things done.
14. ManagersandLeaders
Subject Leader Manager
Essence Change Stability
Focus Leading people Managing work
Have Followers Subordinates
Horizon Long-term Short-term
Seeks Vision Objectives
Approach Sets direction Plans detail
Decision Facilitates Makes
Power Personal charisma Formal authority
Appeal to Heart Head
Energy Passion Control
Culture Shapes Enacts
Dynamic Proactive Reactive
Persuasion Sell Tell
Style Transformational Transactional
Exchange Excitement for work Money for work
Likes Striving Action
Wants Achievement Results
Risk Takes Minimizes
Rules Breaks Makes
Conflict Uses Avoids
Direction New roads Existing roads
Truth Seeks Establishes
Concern What is right Being right
Credit Gives Takes
Blame Takes
Blames
http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
16. Leadership start from Self
“If you want to be a leader who attracts quality people, the key is to
become a person of quality yourself. Leadership is the ability to attract
someone to the gifts, skills and opportunities you offer as an owner, as
a manager, as a parent. I call leadership the great challenge of life.”
– Jim Rohn
17. Leadership Theories
Trait (who the leader is)
Charismatic leadership
The big 5 model of personality
Behavioural approach (what the
leader does)
Managerial Grid (Blake and
Mouton 1975)
Leadership styles (Job
centered - Employee centered)
Situational/Contingency approach
(when and how)
Leadership continuium
(Tannebaum & Schmidt 1958)
Path – Goal theory (House
1996)
• Situational leadership
The Least - Preferred Coworker
(Fiedler 1967)
Transformational leadership (Why?
Change agents)
Bass (1985)
Recent leadership approaches
The Behavioral Complexity
Model (Denison et al. 1995)
Malik Standard Model of
Managerial Effectiveness
Emotional Intelligent
Leadership
18. Trait/ Competency approach
Limitations
1. It assumes that all effective leaders have the same personal
characteristics that are important in all situations. Leadership is too
complex to have a universal list of traits that apply to every condition
2. Alternative combinations of competencies may be equally successful
3. This perspective views leadership as something within a person,
whereas critics point out that leadership is relational
4. The competency perspective does not imply that leaders are born, not
developed. On the contrary, competencies only indicate leadership
potential, not leadership performance
(McShane & Van Glinow 2009)
19. The Five - Factor model of personality- “Big
Five”
C onscientiousness
A greeableness
N euroticism
O penness to experience
E xtroversion
21. Leadership as A Personality MBTI
Approach
The Sensing
Judgment
Type
(SJ)
The Sensing
Perceiving
Type (SP)
The Intuitive
Thinking
Type (NT)
The Intuitive
Feeling
Type (NF)
Leadership
Style:
Traditionalist,
stabilizer,
consolidator
Has a sense
of duty,
responsibility,
loyalty and
industry
Trouble-
shooter,
negotiator, fire-
fighter
Seeks to act
with
cleverness
seeking short
cuts to save
time or effort
where
possible
Visionary,
Architect,
Systems builder
Seeks to add
ingenuity and
logic to ideas
and actions
Catalyst, spokes-
person, energizer
Likes to
persuade people
about values and
personal
inspirations
Tends to be
noticed for:
Being
hardworking, r
eliable and
dependable
Being
resourceful,
risk taking and
spontaneous
Being
competent,
expert and
logical
Being open,
authentic and
inclusive
22. This table suggests the following:
• The “Sensing-Judging” combination (where the person prefers to inform themselves via
tangible, concrete, “five-senses” approaches, and likes order, closure, schedules and
decisiveness) suggests a “traditional” or “instructional” approach to work. A summary term
for this style is “Safely persistent”.
• The “Sensing-Perceiving” combination (where the person prefers to inform themselves
via tangible, concrete, “five-senses” approaches, and likes options, flexibility, opportunity,
and freedom to adapt) suggests a “troubleshooter” or “pragmatic” approach to work. A
summary term for this style is “Resourceful pragmatism”.
• The “Intuitive-Thinking” combination (where the person prefers to inform themselves via
the abstract, big picture, conceptual “intangible” approach, and makes decisions based on
argument, logic and objective criteria), suggests a “visionary” or “rational” approach to
work. A summary term for this style is “Conceptually Flexible”.
• The “Intuitive-Feeling” combination (where the person prefers to inform themselves via
the abstract, big picture, conceptual “intangible” approach, and makes decisions based on
values, beliefs and “what’s best for those involved” suggests a “catalyst” or “idealist”
approach to work. A summary term for this style is “Optimistic collaboration”.
• Source : Why Leadership is Important : SEPTEMBER 28, 2012 by DR. JON WARNER in LEADERSHIP
AND MANAGEMENT
25. Path–Goal theory (House1996)
Effective leaders strengthen the performance to
outcome expectancy by providing the information,
support and other resources to help employees
complete their tasks.
28. Situational Leadership
• Situational leadership theory (SLT)
– Leaders should adjust their leadership styles—telling,
selling, participating, and delegating—in accordance with
the readiness of their followers
• Acceptance: Leader effectiveness reflects the reality that it is the
followers who accept or reject the leader
• Readiness: A follower’s ability and willingness to perform
• At higher levels of readiness, leaders respond by reducing control
over and involvement with employees
29. FIGURE 10–7
Summary of the Situational Leadership
Model
Source: Jerald Greenberg, Managing Behaviour in Organizations: Science in Service
(Upper Saddle River, NJ: Prentice-Hall, 1996). Reprinted by permission. G.Dessler, 2003
30. FIGURE 10–8
Applying the Situational Leadership Model
Source: Adapted from Paul Hersey,
Situational Selling (Escondido, CA:
Center for Leadership Studies,
1985), p. 19. Reprinted with
permission. G.Dessler, 2003
31. Limitations of the behavioural
approach
• The two categories are broad generalizations
that mask specific behaviours within each
category which have different effects on
employee well-being and performance.
• This approach assumes that high levels of
both styles are best in all situations whereas
research suggests that the situation
determines the most appropriate leadership
style.
33. Transformational leadership
Transformational leaders are change agents who
energize and direct employees to a new set of
corporate values and behaviours
4 elements of TL:
– Creating a Strategic Vision
– Communicating the Vision
– Modeling the Vision
– Building Commitment towards the Vision
37. Emotional Intelligence and leadership
I have found, however, that the most effective leaders are
alike in one crucial way: They all have a high degree of
what has come to be known as emotional intelligence.
It’s not that IQ and technical skills are irrelevant. They do
matter, but mainly as “threshold capabilities”; that is, they
are the entry-level requirements for executive positions.
But my research, along with other recent studies, clearly
shows that emotional intelligence is the sine qua non of
leadership. Without it, a person can have the best training
in the world, an incisive, analytical mind, and an endless
supply of smart ideas, but he still won’t make a great
leader.