SMART LEADERSHIP (Situational Leadership) Training
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Transcript of SMART LEADERSHIP (Situational Leadership) Training
3
“KNOW”
Skills
Tactical
TechnicalInterpersonal
Conceptual
4
OperatingPlanning
Executing
Assessing
InfluencingCommunicating
Decision Making
Motivating
ImprovingDeveloping
Building
Learning
Leader Actions
“DO”
5
Which skills are demonstrated?Conceptual, Interpersonal and technical.
Which attributes are implied by
these observations?
Really only mental, good desire, will and initiative.
Any values implied here?
Perhaps “duty” by ensuring the readiness of his equipment.
DEVELOPING SUBORDINATES Step
Step 1 - Observe and record leadership actions
Step 2 - Assess and compare what you see to performance indicators; classify the observations to determine if the behavior exceeds, meets, or fails to meet the standard
Step 3 - Coach the subordinates - tell the subordinates
what you saw and give them a chance to assess
themselves
Step 4 - Conduct developmental counseling
Assessment Methodologies
to Evaluate Competencies
or MotivationJakarta 27 J u n i 2011 By : Kanaidi, SE., M.Si
Assessment Methodologies
• Both assessment and development centers use a number of simulation techniques to evaluate competencies however any other effort for competency assessment can also use same methods or look for other appropriate ways to evaluate behaviors.
• It would be interesting to explore a little about some of the most used methods and best practices for assessments in organizations across the 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 Development Dialogue
Definition
Coaching:• A directive process by a manager to train and orient an
employee to the realities of the workplace and to help the employee remove barriers to optimum work performance.
• In general, helping someone else expand and apply his or her skills, knowledge, and abilities.
• A coach helps someone get from where they are now to where they want to be.
• Coaching is an ongoing professional relationship that helps people produce fulfilling results in their personal and professional 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 develop your employees.
• Coaching is the key to managing multiple priorities.
• Coaching leads to improved employee performance, which leads to increased productivity and bottom-line results.
• Coaching increases employees’ self-esteem and job satisfaction.
Coach as Guide
• Defining “success”
• Creating a vision of the future
• Setting goals
• Action planning
• Evaluating progress
Leadership strategy for high/ low competency
Jakarta 27 J u n i 2011 By : Kanaidi, SE., [email protected]
Guidelines for Developing Leadership 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
http://www.powershow.com/view/f368a-M2ZlY/Developing_Leadership_Competencies_powerpoint_ppt_presentation
• Focused Drive
• Emotional Intelligence
• Trusted Influence
• Conceptual Thinking
• Systems Thinking
• Change Management & Coaching/Mentoring
• Communication & Negotiation
• Problem Solving.
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Leadership Competencies:
KERJA adalah RAHMAT
Bekerja tulus & penuh syukur• Rahmat adalah kebaikan yang kita terima karena kasih
sayang 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 pikiran positif.
• Rahmat adalah segala yang membuat manusia dapat hidup dan tumbuh secara wajar.
• Rahmat adalah fasilitator dan navigator keberhasilan.
• Rahmat selalu bermaksud melindungi dan mendukung hidup kita menuju taraf yang lebih baik.
Spirit :
KERJA adalah AMANAHBekerja dgn benar & penuh tanggung jawab• Kita menerima amanah kehidupan dari Sang Pemilik Hidup, karenanya
kita bertanggungjawab atas setiap detik hidup kita.
• Kita semua adalah pemegang amanah. Tidak hanya satu tetapi banyak amanah.
• Barangsiapa berhasil mengemban amanah kecil akan mendapat kepercayan mengemban amanah besar.
• Tanggungjawab harus diwujudkan dengan benar, baik esensi, semangat, maupun teknis pelaksanaannya.
• Tanggungjawab harus ditunaikan setara dengan bobot amanah yang dipercayakan.
• Tidak ada tanggungjawab tanpa kesadaran amanah. Amanah melahirkantanggungjawab
Spirit :
KERJA adalah IBADAHBekerja serius & Penuh Kecintaan– kerja itu Ibadah, yang intinya adalah tindakan memberi atau membaktikan
harta, 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 rasa cinta 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. Secara
sosial pelayanan adalah yang mulia, karena itu hakikat pekerjaan kita pun
mulia 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 :
Intrinsic
Motivation
MOTIVATION
What is motivation?
MOTIVATION = Value of outcome x expectation of
achieving it
Motivation is a desire to achieve a goal,
combined with the energy to work
towards that goal.
Motivasi merupakan satu penggerak dari dalam diri
seseorang untuk melakukan atau mencapai sesuatu
tujuan
Motivasi adalah kekuatan pendorong yg akan mewujudkan suatu perilaku guna
mencapai tujuan kepuasan dirinya
Motivasi adalah proses yang menjelaskan intensitas, arah, dan ketekunan
seorang individu untuk mencapai tujuan tertentu
Relationship
Extrinsic & Intrinsic Motivation
1. Cultivate meaning awareness Positive work environment, vision, purpose, relevance, wholeness of
tasks
2. Develop a sense of choice Delegated authority, trust, security, clarity, information
3. Develop a sense of competence Knowledge,
positive feedback, skill recognition, challenge, standards
4. Develop a sense of progress Collaboration,
milestones, celebrations, access to customers, improvement measures
Intrinsic Motivation Four Building Blocks
Intrinsic more powerful and readily available – Growth opportunities, meaningful work, teamwork, positive work
environment.
Model of Intrinsic Motivation
- Ken Thomas
Employees are intrinsically motivated when
rewards 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 performing
chosen tasks/activities.
Meaningfulness – pursuing a task that matters in the larger scheme of
things.
Progress – the feeling of significant advancement in achieving the task’s
purpose.
Hersey–Blanchard Situational Leadership Model– A model aims to provide a practical way for a
leader to decide how to adapt his or her style to the task.
– Model focuses on four leadership styles:• The delegating style lets the members of the group
decide what to do.• The participating style asks the members of the
group what to do, but makes the final decisions.• The selling style makes the decision but explains the
reasons.• The telling style makes the decision and tells the
group what to do.
Situational Leadership Theory
Situational Leadership Theory
Situational LeadershipManagerial Leadership Styles
Adapted from “Leadership and the One Minute Manager”, Kenneth Blanchard 1000ventures.com
DIRECTIVE BEHAVIOR
SUP
PO
RTI
VE
BEH
AV
IOR
Low High
High
EMPOWERING
Turning over responsibility for
day-to-day decision-making
For people who have
High Competence High Commitment
SUPPORTING
Praise, listen, and facilitate
For people who have
High Competence Variable Commitment
DIRECTING
Structure, control, and
supervise
For people who have
Low Competence High Commitment
COACHING
Direct and support
For people who have
Some Competence Some Commitment
Maturity Level Most Appropriate Leadership Style
M1: Low maturity S1: Telling/Directing
M2: Medium maturity,
limited skills
S2: Selling/Coaching
M3: Medium maturity,
higher skills but
lacking confidence
S3: Participating/Supporting
M4: High maturity S4: Delegating/Empowering
Situational Leadership
1000ventures.com
1 Managers makes decision and announces it
2 Manager “sells” decision
3 Manager presents ideas and invites questions
4 Manager presents tentative decision subject to change
5 Manager presents problem, gets suggestions, makes
decision
6 Manager defines limits; asks group to make decision
7 Manager permits subordinates to function within limits
defined by superior
Adapted from: “The Tannenbum and Schmidt Leadership Continuum”
Managing bydirecting
Leading by empowering
Situational LeadershipContinuum of Leadership Behavior that Emphasizes Decision Making
Team
maturity
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Contact Us :
Kanaidi, SE., M.Si (Trainer & Dosen, Penulis,
Peneliti, dan PeBisnis)
e-mail : [email protected] atau
Telp : 022-2009570 ext.118
Fax : 022-2009568 HP. 0812 2353 284
BBm : 27CBC148
www.ken-kanaidi.blogspot.com
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www.google.com “Sukses kanaidi”
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Ω Problem StatementΩ Mapping Ω Strategic Direction Conclusion
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