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1. WEEK 2
SELF LEADERSHIP

2. Learning Objectives
 Leader’s Type
 Leader’s Model
 Leader’s Character
 Intelligence and Personality
 Communication and Motivation

3. Leader Types
 Autocratic type
 This type of leadership considers that leadership is his personal right (leader), so that
he does not need to consult with others and No one else should interfere.
 Laisez Faire
 In type leadership This the leader usually exhibits behaviors that passive and often
avoidance of responsibility answer.
 Paternalistic Type
 Perception of a paternalistic leader About its role in the life of the organization can
be It is said to be colored by the expectations of subordinates to him.
 Charismatic Type
 A charismatic leader has characteristics Especially that is its alluring appeal, so it is
able to gain a very large following and its followers are not always able to explain
concretely why a particular person is admired.

4. Leader Types
 Bureaucratic leadership style .
 Lead behavior which is characterized by the strictness of the implementation
of a procedure which has been true for the leader and his men. All activities
must be centered on the leader and Just a little freedom is given to others
increating and act, it must not escape the provisions already in effect
 Authoritarian leadership style,
 the leadership style who have centralized all decisions and policies that want
to be taken away from himself in full.
 Diplomatic leadership style,
 advantages of leadership style This diplomatic is in the placement of
hisperspective. Patience and passivity is a weakness of the leader with using
this diplomatic style.

5. Leader Types
 Moral leadership style,
 advantages of leadership style Moralists are generally warm and polite to everyone.
 Administrative leadership style,
 this type of leadership style seems less innovative and too rigid in looking at the rules.
 Analytical leadership style.
 In leadership style This type, usually for decision making is based on A process of analysis,
especially the logical analysis of any information earned.
 Assertive leadership style .
 Assertive leaders are more open in conflict and criticism. Every decision making arises
from a process argumentation with several points of view so that A satisfactory
conclusion emerges
 Entrepreneurial leadership style.
 This leadership style is very pay attention to power and end results and lack prioritizing for
cooperation needs.

6. Leader Types
 Militaristic Type
 A militaristic type leader is different from a leader of a military organization.
Leaders of type Militarists are leaders in mobilizing his subordinates more often
use the command system, happy to depend on his rank and position, and Likes
excessive formality
 Pseudo-democratic type
 This type is also called manipulative leadership or semi-democratic. This type of
leadership is characterized by There is an attitude of a leader who tries express
his wishes and after that create a committee, by pretending to Negotiate but
the truth is nothing else to validate his suggestions
 Democratic Type
 The type of leadership in which the leader is always willing to accept and value
advice, opinions and advice from staff and subordinates, through a
deliberative forum for Reach an agreement

7. Leadership Model
 Traits Model of Leadership
 Leadership character model of the character of the individual who inherent in
leaders themselves, such as: intelligence, honesty, maturity, firmness, speaking
proficiency, sociability, their socioeconomic status and Miscellaneous
 Transactional Model
 The essence of transactional leadership is to emphasize transactions among
leaders and subordinates. In This transactional leadership lets the leader
motivate and influence subordinates by How to exchange rewards for specific
performance.
 Model of Situational Leadership
 The model states that Situational factors determine the success of a person The
leader is compared with his personal disposition. Type Situational leadership
assumes that situations that Different requires different types of leadership also

8. Leadership Model
 Model of Effective Leaders
 This leadership study model provide information about types of behavior
effective leaders. Leader behavior can be categorized into two dimensions,
namely structure institutional and consideration. The institutional structure
dimension is associated with the efforts of leaders to achieve organizational
goals. The dimension of consideration describes the extent to which the level of
working relationship between the leader and his subordinates
 Visionary Leadership Model
 Capabilities leader to spark an idea or idea of a vision further through critical
dialogue with elements Other leaders formulate the future of the organization
to aspire to that must be achieved through commitment All members of the
organization go through a socialization process transformation, implementation
of ideal ideas by Organization leaders

9. Leadership Model
 Contingency Model
 Contingency leadership model focuses Broader attention to related aspects
between conditions or situational variables and character or Leader behavior
and performance criteria
 Transformational Leadership.
 The main characteristics of this transformational leadership in Among them
have the ability to act as agent of change for the organization, so that can
create new strategies in developing better organizational practices relevant
 Spiritual Leadership Model.
 leadership based on religious ethics or leadership in the name of God. Or
leadership inspired by the Lord's ethical conduct in leading His creatures

10. Intelligence
Intelligence or intellectual ability is positively
related to leadership.
Zaccaro et al. (2004) found support for the
finding that leaders tend to have higher
intelligence than nonleaders.
Having strong verbal ability, perceptual ability,
and reasoning appears to make one a better
leader.

11. Leadership Attributes

12. Leadership has five distinctive nuances
A leader must:
1 Give direction
2 Provide inspiration
3 Build teams
4 Set an example
5 Be accepted

13. Qualities of
leadership

14. Leadership characteristics

15. Leadership characteristics

16. Leadership characteristics

17. Leaders need to exhibit
the following
attributes
/qualities/characteristic
s in exercising the
functions

18. Leadership Skills
 1 Defining the task
 A task is something that needs to be done. People in
organisations
 and teams need to have this distilled into an objective which is :
 • clear
 • concrete
 • time-limited
 • realistic
 • challenging
 • capable of evaluation.

19. Leadership Skills
 2 Planning
 This key activity for any team or organization requires a search for
alternatives and that is best done with others in an open-minded,
encouraging and creative way. Foreseeable contingencies
should always be planned for.
 3 Briefing
 Briefing or instructing a team is a basic leadership function
conducted usually in a face-to-face way. Any briefing is an
opportunity to:
 • create the right atmosphere
 • promote teamwork
 • get to know, encourage and motivate each individual.

20. Leadership Skills
 4. Controlling
 Excellent leaders get maximum results with the minimum
of resources.
 5 Evaluating
 Leaders need to be good at:
 • assessing the consequences
 • evaluating team performance
 • appraising and training individuals
 • judging people.

21. Leadership Skills
 6. Motivating
 There are six key principles for motivating others:
1. Be motivated yourself
2. Select people who are highly motivated
3. Set realistic and challenging targets
4. Remember that progress motivates
5. Provide fair rewards
6. Give recognition.

22. Leadership Skills
 7 Organising
 Good leaders are good at:
 organising themselves – their own work and particularly
how they manage themselves, their time and how they
delegate
 organising the team – to build and maintain it to ensure
that there is good, effective team-work
 organising the organisation – the structure and the
systems/processes in which, and by which, people
operate.

23. Leadership Skills
8. Setting an example
‘Leadership is example’.To be successful, a
good leader must ‘walk the talk’. Employees
take a fraction of the time to know a leader as
he/she takes to get to know them.The example
you are giving is quite simply you.Whether this is
a good or a bad example depends on the
leader

24. One of the main results
of good leadership is a
good team

25. Personality

26. Dimensions of the Bright Side of
Personality

27. Big Five Personality Traits
Extraversion: assertive, active, upbeat,
talkative, energetic and optimistic (Costa &
McCrae, 1992)
Experience and express positive emotion
(Watson & Clark, 1997)
Prediction
Positively related to charisma, intellectual
stimulation, and transformational leadership
overall

28. Big Five Personality Traits
Neuroticism: tendency to experience negative
affects, such as fear, sadness, guilt, and anger
(Costa & McCrae, 1992)
Less likely to lead or involve themselves in their
employees’ efforts (Bass, 1985)
 Prediction
Negatively related to charisma, intellectual stimulation,
and transformational leadership overall
Positively related to passive leadership

29. Big Five Personality Traits
Openness to experience: tendencies to
be creative, introspective, imaginative,
resourceful, and insightful (John, 1999)
Tend to have flexible attitudes and engage
in divergent thinking (McCrae, 1994)
Prediction
Postively related to charisma, intellectual
stimulation, and transformational leadership
overall

30. Big Five Personality Traits
Agreeableness: tendency to be
cooperative, trusting, gentle, and kind
(Graziano & Eisenberg, 1997)
Likely to be concerned with employees’
growth and development needs, and to
reward them appropriately
Prediction
Positively related to charisma, individualized
consideration and contingent reward
Negatively related to passive leadership

31. Big Five Personality Traits
Conscientiousness: cautious, deliberate, self-
disciplined, and tend to be well organized (Costa
& McCrae, 1992)
 Tend to be goal and detail oriented, and honor
integrity (Hogan & Ones, 1997)
 Prediction
Positively related to contingent reward, and management by
exception-active
Negatively related to passive leadership

32. Motivation
Motivation is basically something that makes people
acting or behaving in certain ways,
motivating a person is point out certain directions to
them and take steps that It is necessary to make sure
that they get there, and
motivated is wanting to Go somewhere based on
your own desires or driven by anything that exists in
order to be able to go intentionally and to achieve
success after arrived there.

33. 3C Motivation
 Motivation is the desire to utilize business by higher levels to
achieve organizational goals. Leveraging the higher. You
want to utilize and encourage company performance You
increase then the motivation so that the performance of
others or your employees is greater.
 Motivation is determined by 3 things that we call the Three
C's of Motivation, namely:
 Collaboration,
 Content and
 Choice,

34. Factors affecting human behavior
Behaviouristic
Mentalistic
Accomplishment

35. Two basic forms of motivation
Artificial motivation (Extrinsic),
which is what is done to people to motivate
them.
Intrinsic motivation,
which are factors that come from within oneself
that influence people to behave or to move in a
certain direction

36. Maslow's version of the theory of motivation is
associated with gratification various human needs.
 1. Physiological needs
 2. The need for a sense of security
 3. Social needs
 4. Needs reflect self-esteem
 5. The need for self-actualization.

37. The theory of motivation according to
Douglas Mc Gregor
 explain that managers classify their subordinates in
two categories based on certain assumptions.
 The first assumption is that subordinates are not likes
work, is lazy, does not like to take on responsibilities
and must forced to produce something.
 Conversely, in the organization there are also
employees who like to work, are creative, like
responsibility and are able to self-control

38. Frederick Herzberg's Two-Factor Theory.
 Maintenance Factors.
 This factor is often referred to as Extrinsic factors, are
related maintenance factors with the nature of workers
who want to obtain bodily peace.
 Motivation Factors.
 This factor is often referred to as Intrinsic factors, are
motivational factors that concern psychological needs
related to personal appreciation of the person who
directly related to work (expectations for a career)

39. Alderfer's ERG theory
 ERG theory posits that there are Three main groups of
needs, namely:
 1. The need for existence, namely the need for food,
protection and money.
 2. The need for affiliation/brotherhood (Relatedness), i.e.
the need to share thoughts and feelings with others.
 3. The need for progress (Growth), namely the need to
develop Perceived abilities and capacities are most
important for individuals who Concerned

40. Mc Clelland's Theory of Achievement
Motivation
Theories of achievement motivation from Mc Clelland
classifies human needs into three types, namely:
1. The need to achieve, which is a need to succeed
to compete.
2. The need for affiliation, that is, the need for warm
friendship with others.
3. The need for power, which is referred to as the
need to control or influence others.

41. Edwin Locke's Theory of Goal-Setting
Motivation.
 Goal Setting theory is a cognitive theory of motivation
work, which is to maintain that employees are human
beings who Resourceful who strives to pursue goals.
 Armstrong states that the relationship between
motivation and job performance is something positive,
in the sense that increased motivation will result in Better
work performance and vice versa improved work
performance will Increase motivation because it causes
feelings of accomplishment.

43. Communication
Communication skills in all forms,
including non-verbal communication,
need to be worked at and improved
to ensure you understand people
and they understand you

44. Issues in communication
 You must be in social contact with the other person or
people
 You must want to communicate
 It is better to risk familiarity than be condemned to
remoteness
 The best way to empower others is to impart information
(along with the delegated authority to make decisions
and act on the information given)
 Get out of your office – meet, listen, provide information
and give people the context in which they operate – to
communicate and encourage

45. Issues in communication
 Good communication is the core of customer care
 Remember customers (and suppliers) communicate with others
about you
 To communicate with your customers you must handle
complaints (as an organisation) as personally as possible – by a
meeting or phone call in preference to letter or fax; you must
listen to what customers suggest and communicate
product/service changes/developments with them in advance
 Presentation skills are important in communicating with
colleagues as well as customers/clients
 Meetings, internal and external are key indicators of a person’s
communication (including listening) skills

46. Issues in communication
 • Communication is a business requirement: establish
proper systems and ensure all use them
 • Remember the equation: size + geographical distance =
communication problems
 • Communicate with poor performers to improve their
contribution and in appraisals be truthful, helpful and
tactful
 • Help others to improve their communication skills
 • Assess your own communication skills and strive to
improve them bit by bit. (Also, assess the communication
skills of colleagues and identify areas for improvement).

47. Personal communication skills
 Listening has been called the forgotten skill in communication. It is more than just hearing, it is
the giving of thoughtful attention to another person whilst they are speaking
 Reading skills
 Good reading is listening in action – giving time and thought and remaining alert to the
possibilities suggested.A good reader will try to work past
 Writing skills
 Communicating in writing is an essential part of your job. Writing should be thought of as talking
to a person on paper and the six principles of good spoken communication apply :
 1. Clarity
 2 Planning and preparation
 3 Simplicity
 4 Vividness
 5. Naturalness
 6. Conciseness

48. Speaking and presentation skills
 Effective speaking
 There are certain principles to be followed to increase the power of
communicating or expressing thoughts in spoken words.

49. Presentation skills
1 Profile the occasion, audience and location
2 Plan and write the presentation
3 Use visual aids
4 Prepare your talk
5 Rehearse with others
6 Delivery on the day

50. Effective speaking – six key principles:
1 Be clear
2 Be prepared
3 Be simple
4 Be vivid
5 Be natural
6 Be concise