Bab 3 Ringkasan (Kerja Kumpulan)

Bab 3 Kepimpinan Dan Kerja Berpasukan

Pengenalan

Kejayaan atau kegagalan sesebuah organisasi sering berkait rapat dengan pemimpinnya. Organisasi sering mencari pekerja yang memiliki ciri-ciri kepimpinan supaya meningakatkan daya persaingan antara satu sama lain.

Konsep Kepimpinan

a)    Konsep kepimpinan dari perspektif islam

-       Berasaskan amanah dan taqwa.

-       Satu tanggungjawab suci yang dipikul oleh seorang hamba Allah dan seorang khalifah Allah di bumi untuk membawa manusia lain kepada matlamat hidup yang sesuai dengan kehendak Allah.

-       Individu yang dilantik sebagai pemimpin mestilah memimpin ummah ke arah yag betul dan baik dan member khidmat yang baik kepada masyarakat.

-       Tidak mementingkan diri sendiri,berebut kuasa,terlibat dalam penindasan,keangkuhan,tamak kuasa ,korupsi dan sebagainya.

b)    Konsep kepimpinan barat

-       Melibatkan hubungan dan tanggungjawab antara manusia.

-       Berorientasikan keadaan yang berubah- ubah dan memberi fokus kepada pencapaian matlamat semasa dalam aspek kehidupan.

-       Kepimpinan bergantung kepada situasi, iaitu perangai dan kelakuan pemimpin berubah- ubah mengikut keadaan dan menjadi relatif.

-       Kepimpinan barat adalah kuasa,pengaruh,pemimpin,pengikut dan juga beberapa faktor yang lain.

Definisi Kepimpinan

1.    Satu proses dimana seorang ejen mempengaruhi atau memujuk subordinatnya supaya berkelakuan seperti yang dikehendakinya ( Bennis 1959).

2.    Mengarah atau menyelaras kerja- kerja ahli kumpulan ( Fiedler 1967).

3.    Merobah pengikut,membentuk visi dan matlamat yang mungkin boleh dicapai,dan dapt menerangkan dengan jelas.

4.    Terlibat dalam tindakan-tindakan yang menfokuskan sumber.

5.    Melibatkan aspek perancangan,penyusunan organisasi serta member motivasi.

Faktor utama yang terdapat dalam kepimpinan:

a)    Pemimpin: Seorang yang tahu siapakah dirinya sendiri, kekuatan dan kelemahan dirinya.

b)    Pengikut: Seorang anggota organisasi yang dipimpin dan juga seorang yang dipengaruhi oleh pemimpin untuk mencapai matlamat oraganisasi.Kadang-kala ,mereka perlu melaksanakan peranan pemimpin  untuk berkongsi maklumat.

c)    Komunikasi: Pemimpin perlu menyampaikan idea beliau dan menyakinkan pengikut untuk menerima idea yang dibawa dan seterusnya memotivasikan mereka untuk menyokong dan melaksanakannya melalui berbagai-bagai tindakan.Pada masa yang sama,pemimpin perlu memberi perhatian kepada kata-kata yang digunakan,nada suara,aspek fizikal semasa berkomunikasi.

d)    Situasi: Situasi kerap bertukar suasana dan tidak pernah stastik. Pemimpin perlu memahami sesuatu situasi dan mengaplikasi tindakan yang sesuai menurut masa, tempat dan upaya anggota.

Tiga perkara yang penting dalam kepimpinan berkesan:

-       Menetapkan halatuju organisasi ,iaitu tugasan yang perlu dicapai berdasarkan keutamaan.

-       Mengaplikasi pengetahuan dan menguasai kemahiran.

-       Mempunyai berbagai-bagai kemahiran,seperti kemahiran mentadbir and mengurus,kemahiran interpersonal dan kemahiran mengkonsepsi.

Teori Kepimpinan

      I.        Teori Tret

-       Berasaskan andaian bahawa pemimpin mempunyai tret atau sifat tertentu seperti kepintaran dan tahap keyakinan diri yang dilahirkan tetapi bukan dibentuk, dipelajari atau diberikan latihan.Sifat-sifat ini membezakan mereka dari bukan pemimpin .

-       Mempunyai keupayaan mengembangkan estim kendiri pengikut dan diri pemimpin sendiri.

-       Pemimpin hendaklah mempunyai semangat dalaman bahawa dia seorang yang berorientasikan pencapaian objektif organisasi.

-       Mampu dan sentiasa membuat tinjauan tentang peluang.

-       Yakin, mengamalkan Shura, berpengetahuan, petah adil dan sabar.

-       Mempunyai kawalan diri dalaman.

-       Mempunyai orientasi ke arah pembaikan.

-       Bersikap optimis

-       Mempunyai sifat penggalak

-       Sikap toleransi

-       Memberi motivasi kepada anggota pasukan yang lain.

    II.        Teori Tingkah Laku

-       Tingkah laku pemimpin semasa berinteraksi dengan pengikutnya adalah                                penentu kepada keberkesanan pemimpin.

-       berasaskan andaian bahawa pemimpin boleh dilatih.

-       Inti pati kajian ini adalah mengenal pasti cara atau gayaa terbaik untuk memimpin

-        Kajian Universiti Ohio oleh Edwin Fleishman dan Ralph Stodgill menekankan struktur pemula dan bertimbang rasa.

-       Kajian University Michigan menemukan oreintasi subordinat dan orientasi pengeluaran.

-        Kajian University Iowa oleh Kurt Lewin dan rakan-rakan menfokuskan gaya kepimpinan,iaitu gaya autokratik,gaya turut setia demokratik dan gaya laissez-faire atau bebas.

c) Teori Kontigensi

- Menganjurkan bahawa gaya kepimpinan yang berkesan dalam sesuatu keadaan mungkin tidak sesuai atau Berjaya bagi keadaan yang lain dan perlu berubah mengikut situasi.Maka,faktor situasi amat penting dalam membincangkan hal kepimpinan.

-       Teori kontigensi Fiedleri

      I.        Kepimpinan berorientasikan tugas

    II.        Kepimpinan berorientasikan hubungan

-       Model Kepimpinan Bersituasi:Kepimpinan yang nerjaya berasaskan kematangan pengikut.

-       Teori Laluan Maklumat:Menerangkan cara pemimpin mempengaruhi pengamatan orang bawah terhadap matlamt kerja.

d) Teori Kontemporari

- Teori Kognitif:Menerangkan bahawa pemimpin perlu menggunakan sumber kognitifnya seperti kecerdasan,kecekapan teknikal atau pengetahuan tugas dalam apa jua situasi.

- Teori Karismatik:Pemimpin yang karismatik dikatakan mempunyai cirri-ciri seperti keyakinan diri yang tinggi,berperngaruh dan kesungguhan.

- Teori Kepimpinan Transaksi dan Transformasi

Kepimpinan Transaksi: Pemimpin merupakan seorang manipulator dan memanipulasikan kebergantungan pengikut demi kepentingan peribadinya.

Kepimpinan Transformasi:Pemimpin merupakan tokh besaar yang member pandangannya tanpa soal jawab dengan tidak menggalakkan perkembangan daan kreativiti pengikut.

Prinsip Kepimpinan ( Perspektif Barat)

-       Satu huraian yang merupakan garis panduan asas apabila pemimpin hendak melaksanakan fungsi mereka.

-       Memahami diri sebagai pemimpin dengan pasti apakah kekuatan dan kelemahan diri sendiri.

-       Menguasai kemahiran teknikal seperti kemahiran computer.

-       Mencari peluang untuk menjalankan tanggungjawab dan terima tanggungjawab mengikut kemampuan sendiri.

-       Berupaya menyelesaikan masalah dan membuat keputusan dengan cekap.

-       Menjadi teladan yang boleh diikuti

-       Memahami anggota pasukan

-       Memastikan anggota diberikan maklumat apabila perlu

-       Mewujudkan hubungan manusia berasaskan rasa hormat satu sama lain.

-       Memastikan aggoaata faham akan langkah-langkah mencapai matlamat.

-       Memberi peluang latihan kepada anggoat sebagai sebuah pasukan.

-       Menggunakan secara maksimum kebolehan anggota.

Prinsip Kepimpinan ( Perspektif Islam)

-       Berteraskan kepercayaan dan sepenuh penyerahan kepada pencipta, yakin Allah S.W.T.

-       Kepimpinan adalah pelaksanaan amanah dan risalah yang mempunyai kesinambungan dengan tradisi kepimpinan para Anbiya dan Rasul.

-       Memberikan,memperlihatkan dan berkongsi hala tuju ataupun wawasan dengan organisasi dan pengikut mereka.

-       Mengambil peranan utama dalam mencorakkan dan mengekalkan budaya organisasi mereka.

-       Mewujudkan daya mapan organisasi untuk jangka panjang.

-       Menyediakan ruang dan mengalu-alukan pandangan yang  membina

-       Pemimpin memulakan, memimbing dan mengawal perubahan demi mencapai objektif yang ditetapkan.

-       Mempunyai nilai-nilai murni kepimpinan

Fungsi Pemimpin

1.    Fungsi tugasan: Mengetuai pasukan supaya memberi focus.

2.    Fungsi kumpulan: Membina semangat memastikan kumpulan bergerak member galakan.

3.    Fungsi terhadap individu: Mengawal anggota yang terlalu aktif atau agresif.

Membangunkan Kemahiran Kepimpinan

1.    Kemahiran mentadbir atau mengurus: Seseorang pemimpin dikehendaki untuk melaksanakan matlamat dan tujuan organisasi.

-       Mengurus manusia

-       Mengurus sumber

-       Mengurus kompetensi teknikal

2.    Kemahiran interpersonal: Kemahiran menangani manusia yang membantu pemimpin untuk bekerja secara berkesan dengan subordinat untuk mencapai matlamat organisasi.

-       Sensitif kepada persekitaran social dengan menyedari apa-apa yang dipentingl=kan oleh subordinat

-       Menunjukkan kepintaran emosi

-       Mengurus konflik interpersonal:Differentiation,Fractionation,Face saving

3.    Kemahiran mengkonsepi: Melibatkan pemikiran atau aspek kognitif dalam kepimpinan.

-       Menyelesaikan masalah

-       Perancangan strategik

-       Mencipta wawasan

 Pembangunan Kepimpinan Melalui Kerja Berpasukan

Kerja berpasukan yang berjaya memerlukan sikap setiakawan dan sikap bekerjasama.

Definisi dan Konsep

Merupakan pendekatan kerja berpasukan mengenal pasti segala kekuatan dan kelebihan kesemua ahli,mengembleng segala elemen positif dan mengabungkannya sebagai satu punca tenaga yang baru.

Perbezaan antara Kerja Berkumpulan dan Kerja Berpasukan

-       Kerja berkumpulan terdiri daripada individu yang melakukan kerja masing-masing yang dipertanggungjawabkan dalam satu kumpulan manakala kerja berpasukan terdiri daaripada individu yang melaksanakan tugas bersama dan berusaha mewujudkan suasana kerja yang lebih harmonis.

-       Kerja kumpulan mungkin tidak mempunyai matlamat yang sama manakala kerja berpasukan mempunyai satu matlamat yang sama.

Semangat Kerja  Berpasukan dalam Budaya Timur

-       Berasaskan konsep kerjasama ,tolong-menolong dan bermuafakat

-       Memupuk sikap bekerjasama bagi melahirkan budaya kerja berpasukan yang berkualiti.

Teori Kerja Berpasukan

Teori Belbin:Plant,Monitor Evaluator,Coordinator,Resource Investigator  , Pelaksanaan,Pelengkap dan Penamat,Ahli Pasukan,Pembentuk dan Pakar.

Teori Hieraki Keperluan:Manusia tidak akan bergerak ke tahap seterusnya jika tahap asas penakatan tidak dipenuhi.

Teori X:Berkaitan dengan pandangan tradisi mengenai arahan dan kawalan.

Teori Y:Menjurus kepada tenaga kerja yang boleh bekerja sendiri tanpa arahan.

Cabaran kepada Kerja Berpasukan

      I.        Forming:Pasukan dibentuk dan tugas diagihkan,tetapi ahli pasukan tidak mengenali satu sama lain.

    II.        Mencambah:Pencanggahan idea tercetus.

   III.        Norma:Pasukan mungkin menjadi relaks dan mereka kehilangan daya kreativiti dan daya usaha.

  IV.        Performing:Tidak semua pasukan akaan mencapai tahap ini.

   V.        Penamatan:Pembubaran kerja berpasukan mungkin tercetus jikaa mereka mengalami perubahan.

Kelebihan dan Faedah Kerja Berpasukan

-       Memupuk Sikap Bekerjasama

-       Membuat Keputusan dan Penyelesaian Masalah

-       Sumber Manusia Lebih Produktif

-       Membina Komitmen

-       Komunikasi Berkesan

-       Berkualiti

-       Semangat dan Motivasi

-       Mengurangkan Tenaga dan Kakitangan

-       Kepuasan Bekerja

Ciri-ciri Kerja Berpasukan

      I.        Kepimpinan Ketua:Kerja berpasukan selalunya dipimpin oleh seorang ketua yang berwibawa

    II.        Keanggotaan Ahli:Ahli sentiasa digalakkan supaya aktif membuat perancangan dan tindakan yang diambil.

   III.        Rangkaian Hubungan:memupuk jalinan hubungan antara ahli-ahli pasukan dan ketua pasukan ynag mantap

  IV.        Cara penyelesaian masalah:Apabila berhadapan dengan masalah,semua ahli pasukan bersama untuk menyelesaikan masalah tersebut.

   V.        Mencapai Matlamat:Ketua dan ahli bergerak kea rah tujuan yang sama.

Bab 3 Kepimpinan (Group work)

Najib Tun Razak

BAB 3 : KEPIMPINAN DAN KERJA BERPASUKAN by A136378

Pemimpin dan Kepemimpinan
Bagikan
Penulis : Nomi Br Sinulingga

Kepemimpinan dimulai dengan hati bukan dengan kepala.
Pilkada, sebuah kata yang dekat sekali dengan bangsa ini pada hari-hari ini. Semua media massa memberikan infomasi terbaru tentang pilkada dari semua daerah untuk pelaksaan pemilihan kepala daerah. Tanah Karo, juga sedang mempersiapkan segala sesuatunya agar pelaksanaan pilkada bisa berlangsung dengan sukses. Milis tercinta Takasima ini juga sangat seru dan panas-panasnya dalam pembahasan pilkada dan terlebih membahas calon bupati yang akan dipilih pada pilkada nanti.

Saya sangat tertarik dengan pembahasan pilkada di milis ini. Saya hanya sekedar mengamati dan bingung dengan beberapa posting email yang mengajak saya berfikir pemimpin seperti apakah yang terbaik untuk masyarakat Karo, yang segelintir ada dimilis ini dan menggambarkan siapa dirinya. Apakah anggota milis ini, mewakili gambaran masyarakat Karo, atau kebanyakan mewakili golongan elite intelektual dari masyarakat Karo itu sendiri, menjadi pertanyaan bagi saya. Pemimpin seperti apakah yang tepat untuk memimpin Karo, yang sebagian karakter masyarakatnya nyata di milis ini? Pemimpin seperti apakah yang akan mengubah wajah Tanah Karo, sehingga Tanah Karo yang sudah mulai panas bisa menjadi Tanah Karo Simalem lagi?
Jeffry Wofford mengatakan, “banyak pemimpin yang duduk diposisi pemimpin tapi tidak tahu bagaimana harus memimpin.“

Ada pemimpin tapi tidak ada kepemimpinan demikian kata Eka Darmaputra
Berada dipuncak pimpinan, mungkin terlihat suatu yang membanggakan dan sangat menggiurkan untuk menjadi orang nomor satu. Tapi apakah sesuatu yang membanggakan seperti itu harus dikejar dengan semua usaha yang menggunakan “otak“ untuk membangun “proses“ dan menciptakan “kesempatan“ untuk membawa diri kepuncak pimpinan? Kepemimpinan yang dimulai dengan kepala menurut saya hanyalah seorang pemimpin gadungan. Ketika kekuasaan dan kekuatan uang memasuki pikiran, kedua hal itulah yang diandalkan untuk membawa diri menjadi seorang pemimpin. Dan akhirnya memimpin karena posisinya bukan karena kemampuan dirinya untuk memimpin.

Kepemimpinan sangat erat dengan pengaruh. Pengaruh yang positif sehingga anak buah (masyarakat) mengikuti dan mau dipimpin. Tapi seorang pemimpin gadungan akan mengandalkan uang dan membayar orang supaya mengikutinya. Pemimpin gadungan menggunakan kekuasaannya untuk menekan orang lain supaya mengikutinya. Semua orang yang berada dibawah pemimpin seperti ini akan tertekan dan hilang kreatifitasnya

Pemimpin harus memiliki integritas. Integritas adalah suatu prinsip yang didasarkan atas karakter, etika, agama, moral yang baik yang menyatakan siapa dia. Karena dia akan menyelaraskan itu melalui cara berpikir, berbicara, bersikap, bertindak dan mengambil keputusan (konsisten). Seseorang yang punya integritas memiliki kehidupan yang terintegrasi.

Seorang pemimpin perlu diperhatikan kehidupannya. Apakah dia mampu memimpin keluarganya, karena itu akan menunjukkan kemampuannya memimpin komunitas yang lebih besar. Kita sudah memiliki pemimpin sebelumnya untuk dievaluasi, bagaimana dia memimpin keluarga. Pertanyaan yang bisa kita pikirkan berhasilkah kepemimpinannya akan tanah Karo?


Selain mampu memimpin keluarga, pemimpin juga harus mampu memimpin diri sendiri. Mampu memimpin diri sendiri dalam memberi pendapat dengan sopan dan menghargai nilai-nilai kemanusiaan. Kalau diri sendiri tidak bisa dikendalikan, bagaimanakah orang tersebut bisa memimpin satu daerah? Kaisar Nero membakar kota Roma adalah contoh yang diakibatkan pemimpin yang tidak mampu menguasai diri. Hutan di Tanah Karo semakin gundul dan tanah pertanian semakin gersang akan terjadi apabila kita memiliki pemimpin yang tidak mampu memimpin diri sendiri.
Pemimpin yang berintegritas sangat diperlukan karena dia merupakan pribadi yang bisa dipercaya. Sehingga Visinya untuk tanah Karo bukan sesuatu mimpi saja, tetapi menjadi visi semua masyarakat Karo dan bersama-sama kita akan meraih visi itu dibawah kepemimpinannya. Kualitas penting yang perlu diperhatikan pada setiap calon pemimpin adalah, pengaruh, karakter, keahliannya tentang manusia khususnya orang Karo, semangatnya untuk tanah karo, dan kecerdasan. Kecerdasan yang dimaksud adalah kecerdasan mental yang diperlukan untuk memproses banyak informasi, menyaringnya, mempertimbangkan semua pilihan, dan membuat keputusan yang benar.

Kalau seorang pemimpin hanya menggunakan otaknya untuk menjadi pemimpin di tanah Karo, maka masih banyak yang perlu dibenahi dan di proses untuk membentuk pribadi yang mampu menjadi pemimpin di tanah Karo.
Sebagai manusia, seharusnya kita tidak boleh cuek dengan situasi yang mempengaruhi kehidupan masyarakat. Kita harus mengambil sikap dan sekalipun seakan kita tidak memiliki pengaruh dalam pemilihan kepala daerah. Kita memiliki keluarga, mama, mami, bibi, bengkila di tanah Karo, yang mungkin tidak mengerti dengan semua pemilihan kepala daerah. Mereka hanya tahu bahwa akan dipilih kepala daerah, dan mengharapkan sesuatu yang lebih baik akan terjadi. Keluarga kita yang di kampung, mungkin tidak bisa memahami dan mengkaji calon pemimpin yang ada yang bisa mereka pilih. Kita semua memiliki tanggung jawab untuk kebaikan tanah Karo. Kita perlu mengenali calon pemimpin dan memberi penilaian apakah dia mampu memimpin tanah Karo atau tidak. Kalau kemampuan calon pemimpin dalam memimpin tanah Karo perlu dipertanyakan, sebagai masyaraka t Karo kita perlu mengambil sikap supaya hal yang lebih buruk dari sebelumnya tidak terjadi lagi atas tanah Karo.

Saya tidak tahu apa yang bisa dilakukan mencegah semua hal-hal yang akan semakin memperburuk keadaan tanah Karo selain munculnya seorang pemimpin yang memiliki kualitas kepemimpinan. Kita masih memiliki waktu untuk mencegah semua yang buruk yang bisa dihasilkan karena pemimpin gadungan yang akan menuju puncak pimpinan. Seseorang yang memimpin karena posisinya, bukan karena kepribadian dan kemampuannya untuk memimpin.

Saya pikir dipuncak itu tidak menyenangkan, karena sendirian.
Kepemimpinan yang dimulai dengan hati untuk kebaikan dan kemajuan tanah Karo akan lebih berpengaruh. Karena segala sesuatu yang dilakukan dengan hati yang tulus akan menyentuh hati.

http://sabda.org/artikel/pemimpin_dan_kepemimpinan



Teamwork Your Way To The Top
By Alan Weiss, Ph.D., CMC


   "It is amazing what can be accomplished, when you don’t care who gets the credit."  — John Wooden
         
            I’m sitting poolside at the Marriott Resort in Lihue, Kauai. There are four waterfalls embracing five Jacuzzis, a bridge connecting to an island in the middle of the pool, and enough palm trees to constitute a coconut plantation, shielding the pool from the Pacific. But I’m focused on a small patch of ground beside my chair where my wife has accidentally dropped a two-inch piece of bread from her lunch. There are eight dove-like birds focused quite determinedly on devouring this manna.
             Yet unlike most birds I’ve seen, from pigeons to sea gulls, they are not fighting over the morsel, but cooperating. The birds form a disciplined circle around the bread, reminiscent of a rugby scrum, but without the eye-gouging violence. As the crust is pecked and flipped around, the scrum moves to new locations, always intent on surrounding the bread, now progressively disappearing under the jack-hammer attacks of the syncopated beaks. The eight birds all eat heartily. Other doves, on the perimeter, make no attempt to horn-in. There is no room. Nor is there any apparent animosity. These birds are engaged in a win-win exercise.
                Finally, the remnant of bread is tossed inadvertently (I presume) well outside the scrum, where a lone sparrow, biding his time, grabs the gift and flies away as though jet- propelled. The doves seem to shrug it off, gather up the remaining crumbs, and wander off to search under other lounge chairs. They form a well-organized search party, and head toward what appears to be a lone French fry. For a longer time than I like to admit I viewed the world as a zero-sum game. If I were going to "win," then you had to "lose." And if you were "winning," then I must surely be losing. Too often I would deride others to elevate myself, which is not really an elevation but actually a descent. There is a thin line between healthy competition and malice aforethought.
              Life is not an athletic event. There should be more than one "winner." Success should encourage benevolence and philanthropy, not victory dances and "high fives." With rare exception, we are neither hunting for scarce food nor protecting remote safe havens. The doves knew that there were plenty of spilled lunches in their territory, and that it was dysfunctional to argue and fight. Cooperation meant moderate shares in numerous meals with no stress and no damage.
               We do ourselves too much stress and too much damage when we insist on an "all or nothing" approach to the challenges in our lives and our work. When we intelligently share-information, credit, preferences, earnings, victories, comfort, and other trappings of power-we elevate everyone, including ourselves.
            The greatest business leaders I’ve ever seen as a consultant are those who personally accept responsibility for failure but generously share credit for success. Their subordinates, peers, and friends support them without reservation and will follow their lead in any direction.
            There is enough bread for us all. Let’s not peck at our colleagues over a crust.


TEAMWORK TIPS
Praise publicly, correct privately
Ask for input on decisions which affect others – and use it
Credit others when praise is thrown your way
Focus on the positives in your teammates and their negatives will begin to fade

Konkusinya... Ketua perlulah bijak dalam memimpin orang bawahan supaya pasukan tersebut dapat bergerak  dengan lancar dan sebagai satu pasukan, semua ahli perlulah memupuk semangat kerjasama, saling bantu membantu, hormat-menghormati supaya pasukan tersebut kesefahaman dapat diwujudkan dan tiada sebarang salah faham sepanjang kerja berpasukan dijalankan... :P

Bab 3 Kepimpinan Dan Kerja Berpasukan by HOO AY TING A136258

Team Management Skills
The Core Skills Needed to Manage Your Team

So you've just got a new job as a manager or supervisor. Congratulations! Or, maybe you've just been given the task of pulling a new team together. What a challenge!

Either way, whether your team exists already, or whether it's your responsibility to create it, what do you do next?

This article looks at some of the key things that team managers need to do if their team is to thrive and succeed. These range from choosing the right people and deciding who does what, to communicating with, developing and motivating people. It also covers some of the most common pitfalls to be avoided.

First Things First

But before that, some definitions are useful. What is management, exactly? And how does it differ from leadership?

A good starting point is Warren G Bennis' quote that "Leaders are people who do the right thing; managers are people who do things right." Leadership involves creating a compelling vision of the future, communicating that vision, and helping people understand and commit to it. Managers, on the other hand, are responsible for ensuring that the vision is implemented efficiently and successfully.

Of course, these two roles overlap – and, to be fully effective, you need to fulfill both roles. However, the focus of this article is on the specific skills and responsibilities of managers, and on the tools available to them. After all, there's no point energizing people to work towards a fabulous vision of the future, only to fall flat on your face when it comes to implementation.

The Importance of Delegation

The top priority for team managers is delegation. No matter how skilled you are, there's only so much you can achieve working on your own. With a team behind you, you can achieve so much more: that's why it's so important that you delegate effectively!

Successful delegation starts with matching people and tasks, so you first need to understand fully what the team's role and goals are. A good way of doing this is to put together a team charter, which sets out the purpose of the team and how it will work. Not only does this help you get your team off to a great start, it can also be useful in bringing the team back on track if it's veering off course.

Only then will you be in a position to analyze the skills, experience and competencies within your team, and start matching people to tasks. Read our article on task allocation for more detail on how to go about this, and to find out how to deal with real-world challenges, such as managing the gaps between team members' skill sets.

Motivating Your Team
Another key duty you have as a manager is to motivate team members.

Our article on Theory X and Theory Y explains two very different approaches to motivation, which depend on the fundamental assumptions that you make about the people who work for you. If you believe that they're intrinsically lazy, you believe in Theory X, while if you believe that most are happy to work, you'll tend towards Theory Y. Make sure that you understand this article – it will fundamentally affect your success in motivating people.

You can find out much more about motivation with our quiz How Good Are Your Motivation Skills?

Whatever approach you prefer to adopt, you also need to bear in mind that different people have different needs when it comes to motivation. Some individuals are highly self-motivated, while others will under-perform without managerial input. Use our article on Pygmalion Motivation to understand how to manage these different groups of people.

Developing Your Team

Teams are made up of individuals who have different outlooks and abilities, and are at different stages of their careers. Some may find that the tasks you've allocated to them are challenging, and they may need support. Others may be "old hands" at what they're doing, and may be looking for opportunities to stretch their skills. Either way, your responsibility as a manager is to develop all of your people.

Your skills in this aspect of management will define your long-term success as a manager. If you can help team members to become better at what they do, you will soon become known as a manager who other people want to work for, and you'll be making a great contribution to your organization too.
The most effective way of developing your people is ensuring that you give regularfeedback to members of your team on their work. Many of us are nervous of giving feedback, especially when it has to be negative. However, if you give and receive feedback regularly, everyone will come to benefit from improved performance.
Beyond this, our article on Understanding Developmental Needs will help you develop individual team members, so that they can perform at their best.
Tip:

If you have to bring a substantial number of new people into your team, read our article on forming, norming, storming and performing to learn about the stages you can expect your team to go through. You can do a lot to help your people through this process!

Communicating and Working

With Your Team – and With Others

Communication skills are essential for success in almost any role, but there are particular skills and techniques that you'll use more as a manager than you did as a regular worker. These fall under two headings: communicating with team members, and communicating with people outside your team. We'll look at each in turn.

Communicating With People in Your Team

As a team manager, you're likely to be chairing regular sessions as well as one-off meetings. Meeting of all kinds, and regular ones in particular, are notorious for their capacity to waste people's time, so it's well worth mastering the skill of running effective meetings.

Many meetings include brainstorming sessions, and as team manager, you'll often have to facilitate these, so you'll need to be comfortable with how to do this. There's more to it than simply coming up with creative ideas, as you do when you're just a regular participant in such a session: read our article to find out how to run brainstorming sessions. Make sure that you understand where they can go wrong, and what you can do to avoid this.

Active listening is another important skill for managers – and others – to master. When you're in charge, it can be easy to think that you know what others are going to say, or that listening is less important because you've thought of a solution anyway.

Don't fall into this trap. Most good managers are active listeners: it helps them detect problems early (while they're still easy to deal with), avoid costly misunderstandings, and build trust within their teams.

Communicating With People Outside Your Team

Your boss is probably the most important person you need to communicate with. Take time to understand fully what your boss wants from you and your team – if you know exactly what she likes, and how she prefers it to be delivered, you'll be better able to meet with her approval.

Don't be afraid to ask your boss to coach or mentor you: you can usually learn a lot from him, but he may not be proactive about offering this. If you're approaching your boss for advice, make sure you've thought things through as far as you can. Introduce the subject with a summary of your thinking, and then say where you need help.

Also, as a manager, part of your job is to look after your team and protect it from unreasonable pressure. Learn skills like assertiveness and win-win negotiation so that you can either turn work away, or negotiate additional resources.

Another part of your job is to manage the way your team interacts with other groups. Use stakeholder analysis to identify the groups you need to deal with. Then talk to these people to find out what they want from you and what they can do to help you.

Managing Discipline

However much you hope you won't ever have to do it, and however much feedback you give, there comes a time in most managers' careers when they have to discipline an employee. Discipline may be subtly different from basic feedback because it doesn't always relate specifically to the employee's work. You can give feedback on their phone manner, for example, but handling problems with timekeeping or personal grooming can need a different approach.

Obvious breaches of the law or of company policy are easy to identify and deal with. But what of other situations? On one hand you don't want to feel or seem petty. On the other hand, you can't let things go that should be dealt with.

Use these rules-of-thumb to help you decide whether you need to take action. If the answer to any is yes, then you need to arrange a time to speak to the employee in private.

Does the issue affect the quality of the employee's deliverable to the client (internal or external)?

A graphic designer regularly only gets in to work late, although he stays late to make up for this. Customers are sometimes frustrated by not being able to get through to him at the start of the day, particularly when he's working on rush jobs.

Does the issue adversely impact the cohesiveness of the team?

Individual designers tend to work on their own projects, with few meetings between design team members, so cohesiveness is not impacted. However people are noticing his lack of punctuality, and other people's timekeeping is beginning to slip.

Does the issue unnecessarily undermine the interests of other individuals in the team?

The designer sitting next to the latecomer is unhappy that she has to field calls from clients before he reaches the office, and is unable to give a firm answer to the question "When will he be in?"

The design team manager decides to speak to the latecomer because of the impact on his co-worker. They agree that coming in to work late is not a problem (he has a long commute, with heavy traffic en route) but that he will commit to being in by 9.30am every day to reduce the number of calls his co-worker has to field, and also give her a fixed time to give clients. He will work late to make up time, and will take on a task she doesn't like to make up for her extra phone handling.

When you are faced with a potential discipline issue, take the time you need to gather information about the situation, then decide what you're going to do and act. Discipline issues rarely go away of their own accord, and they usually get worse, often causing considerable unhappiness and resentment amongst other team members.

Traps to Avoid

There are a number of common mistakes that new managers tend to make. Take care to avoid them!

These are:

Thinking that you can rely on your existing job knowledge and technical skills to succeed as a manager. It is essential that you take the time to develop good management and people skills as well – these can be more important than your technical skills!

Failing to consult regularly with your boss, in a misguided attempt to show that you can cope on your own.

Approaching your boss without have thought a problem through, and without having thought about how the problem could be solved.

Embarrassing your boss, or letting her get a nasty surprise. Follow the "no surprises" rule.

Doing anything that requires your boss to defend you to others. This can cause your boss to "lose face" with his peers and superiors, and it makes him look bad for not "nipping the problem in the bud."

Failing to talk to your customers (whether internal or external) about what they want from you and your team.

Using your authority inappropriately – make sure that everything you ask people to do is in the interests of the organization.

Many of these points sound obvious, however it's incredibly easy to make these mistakes in the rush of everyday managerial life.

Sumbangan daripada website: http://www.mindtools.com/pages/article/newTMM_92.htm

Ulasan:

When you move from being a worker to a line manager, you need to develop a new set of skills, and make use of new tools and techniques. These will help you with the key management areas of organizing, motivating, developing and communicating with your team.

Above all, learn how to delegate effectively. However, also learn how to motivate people, develop team members, communicate effectively with people inside and outside your team, and manage discipline effectively. And make sure that you avoid the mistakes that so many new managers make! =)

Bab 3 (Kepimpinan) by HOO AY TING A136258

Leadership Styles

Using the Right One for the Situation

From Mahatma Gandhi to Winston Churchill to Martin Luther King, there are as many leadership styles as there are leaders. Fortunately, businesspeople and psychologists have developed useful and simple ways to describe the main styles of leadership, and these can help aspiring leaders understand which styles they should use.


So, whether you manage a team at work, captain a sports team, or lead a major corporation, which approach is best? Consciously, or subconsciously, you'll probably use some of the leadership styles in this article at some point. Understanding these styles and their impact can help you develop your own, personal leadership style – and help you become a more effective leader.


With this in mind, there are many different frameworks that have shaped our current understanding of leadership, and many of these have their place, just as long as they're used appropriately. This article looks at some of the most common frameworks, and then looks at popular styles of leadership.


Leadership Theories


Researchers have developed a number of leadership theories over the years. These fall into four main groups:


1. Behavioral theories – What does a good leader do?


Behavioral theories focus on how leaders behave. Do they dictate what needs to be done and expect cooperation? Or do they involve the team in decisions to encourage acceptance and support?


In the 1930s, Kurt Lewin developed a leadership framework based on a leader's decision-making behavior. Lewin argued that there are three types of leaders:


Autocratic leaders make decisions without consulting their teams. This is considered appropriate when decisions genuinely need to be taken quickly, when there's no need for input, and when team agreement isn't necessary for a successful outcome.


Democratic leaders allow the team to provide input before making a decision, although the degree of input can vary from leader to leader. This type of style is important when team agreement matters, but it can be quite difficult to manage when there are lots of different perspectives and ideas.


Laissez-faire leaders don't interfere; they allow people within the team to make many of the decisions. This works well when the team is highly capable and motivated, and when it doesn't need close monitoring or supervision. However, this style can arise because the leader is lazy or distracted, and, here, this approach can fail.


Similar to Lewin's model, the Blake-Mouton Managerial Grid helps you decide how best to lead, depending on your concern for people versus your concern for production. The model describes five different leadership styles: impoverished, country club, team leader, produce or perish, or middle of the road. The descriptions of these will help you understand your own leadership habits and adapt them to meet your team's needs.


Clearly, then, how leaders behave impacts on their effectiveness. Researchers have realized, though, that many of these leadership behaviors are appropriate at different times. So, the best leaders are those who can use many different behavioral styles and use the right style for each situation.


2. Contingency theories – How does the situation influence good leadership?


The realization that there isn't one correct type of leader led to theories that the best leadership style is contingent on, or depends on, the situation. These theories try to predict which leadership style is best in which circumstance.


When a decision is needed fast, which style is preferred? When the leader needs the full support of the team, is there a better way to lead? Should a leader be more people oriented or task oriented? These are all examples of questions that contingency leadership theories try to address.


A popular contingency-based framework is the Hersey-Blanchard Situational Leadership Theory, which links leadership style with the maturity of individual members of the leader's team.


3. Trait theories – What type of person makes a good leader?


Trait theories argue that leaders share a number of common personality traits and characteristics, and that leadership emerges from these traits. Early trait theories promoted the idea that leadership is an innate, instinctive quality that you either have or don't have. Thankfully, we've moved on from this approach, and we're learning more about what we can do as individuals to develop leadership qualities within ourselves and others.


What's more, traits are external behaviors that emerge from things going on within the leader's mind – and it's these internal beliefs and processes that are important for effective leadership.


Trait theory does, however, help us identify some qualities that are helpful when leading others and, together, these emerge as a generalized leadership style. Examples include empathy, assertiveness, good decision-making, and likability. In our article Building Tomorrow's Leaders, we discuss a series of attributes that are important for all types of leaders to develop. However, none of these traits, nor any combination of them, will guarantee success as a leader. You need more than that.


4. Power and influence theories – What is the source of the leader's power?


Power and influence theories of leadership take an entirely different approach. They're based on the different ways in which leaders use power and influence to get things done, and the leadership styles that emerge as a result. Perhaps the most well known of these theories is French and Raven's Five Forms of Power. This model distinguishes between using your position to exert power, and using your personal attributes to be powerful.


French and Raven identified three types of positional power – legitimate, reward, and coercive – and two sources of personal power – expert and referent (your personal appeal and charm). The model suggests that using personal power is the better alternative and, because Expert Power (the power that comes with being a real expert in the job) is the most legitimate of these, that you should actively work on building this. Similarly, leading by example is another highly effective way to establish and sustain a positive influence with your team.


Another valid leadership style that's supported by power and influence theories isTransactional Leadership. This approach assumes that work is done only because it is rewarded, and for no other reason, and it therefore focuses on designing tasks and reward structures. While it may not be the most appealing leadership strategy in terms of building relationships and developing a long-term motivating work environment, it does work, and it's used in most organizations on a daily basis to get things done.


An Up-to-Date Understanding of Leadership


Within all of these theories, frameworks, and approaches to leadership, there's an underlying message that leaders need to have a variety of factors working in their favor. Effective leadership is not simply based on a set of attributes, behaviors, or influences. You must have a wide range of abilities and approaches that you can draw upon.


Having said this, however, there's one leadership style that is appropriate in very many corporate situations – that of Transformational Leadership. A leader using this style:


Has integrity.


Sets clear goals.


Clearly communicates a vision.


Sets a good example.


Expects the best from the team.


Encourages.


Supports.


Recognizes good work and people.


Provides stimulating work.


Helps people see beyond their self-interests and focus more on team interests and needs.


Inspires.


In short, transformational leaders are exceptionally motivating, and they're trusted. When your team trusts you, and is really "fired up" by the way you lead, you can achieve great things!





The transformational leadership style is the dominant leadership style taught in our How to Lead: Discover the Leader Within You program, although we do recommend that other styles are brought in as the situation demands.





Having said that Transformational Leadership suits very many circumstances in business, we need to remember that there may be situations where it's not the best style. This is why it's worth knowing about the other styles shown below so that you have a greater chance of finding the right combination for the situation you find yourself in.


Popular Leadership Styles – A Glossary


The leadership theories and styles discussed so far fit within formal theoretical frameworks. However, many more terms are used to describe leadership styles, even if these don't fit within a particular system. It's worth understanding these!


1. Autocratic leadership


Autocratic leadership is an extreme form of transactional leadership, where leaders have absolute power over their workers or team. Staff and team members have little opportunity to make suggestions, even if these would be in the team's or the organization's best interest.


Most people tend to resent being treated like this. Therefore, autocratic leadership often leads to high levels of absenteeism and staff turnover. However, for some routine and unskilled jobs, the style can remain effective because the advantages of control may outweigh the disadvantages.


2. Bureaucratic leadership


Bureaucratic leaders work "by the book." They follow rules rigorously, and ensure that their staff follows procedures precisely. This is a very appropriate style for work involving serious safety risks (such as working with machinery, with toxic substances, or at dangerous heights) or where large sums of money are involved (such as handling cash).


3. Charismatic leadership


A charismatic leadership style can seem similar to transformational leadership, because these leaders inspire lots of enthusiasm in their teams and are very energetic in driving others forward. However, charismatic leaders can tend to believe more in themselves than in their teams, and this creates a risk that a project, or even an entire organization, might collapse if the leader leaves. In the eyes of the followers, success is directly connected to the presence of the charismatic leader. As such, charismatic leadership carries great responsibility, and it needs a long-term commitment from the leader.


4. Democratic leadership or participative leadership


Although democratic leaders make the final decisions, they invite other members of the team to contribute to the decision-making process. This not only increases job satisfaction by involving team members, but it also helps to develop people's skills. Team members feel in control of their own destiny, so they're motivated to work hard by more than just a financial reward.


Because participation takes time, this approach can take longer, but often the end result is better. The approach can be most suitable when working as a team is essential, and when quality is more important than speed to market, or productivity.


5. Laissez-faire leadership


This French phrase means "leave it be," and it's used to describe leaders who leave their team members to work on their own. It can be effective if the leader monitors what's being achieved and communicates this back to the team regularly. Most often, laissez-faire leadership is effective when individual team members are very experienced and skilled self-starters. Unfortunately, this type of leadership can also occur when managers don't apply sufficient control.


6. People-oriented leadership or relations-oriented leadership


This is the opposite of task-oriented leadership. With people-oriented leadership, leaders are totally focused on organizing, supporting, and developing the people in their teams. It's a participative style, and it tends to encourage good teamwork and creative collaboration.


In practice, most leaders use both task-oriented and people-oriented styles of leadership.


7. Servant leadership


This term, created by Robert Greenleaf in the 1970s, describes a leader who is often not formally recognized as such. When someone, at any level within an organization, leads simply by meeting the needs of the team, he or she is described as a "servant leader."


In many ways, servant leadership is a form of democratic leadership, because the whole team tends to be involved in decision making.


Supporters of the servant leadership model suggest that it's an important way to move ahead in a world where values are increasingly important, and where servant leaders achieve power on the basis of their values and ideals. Others believe that in competitive leadership situations, people who practice servant leadership can find themselves left behind by leaders using other leadership styles.


8. Task-Oriented leadership


Highly task-oriented leaders focus only on getting the job done, and they can be quite autocratic. They actively define the work and the roles required, put structures in place, plan, organize, and monitor. However, because task-oriented leaders don't tend to think much about the well-being of their teams, this approach can suffer many of the flaws of autocratic leadership, with difficulties in motivating and retaining staff.


9. Transactional leadership


This style of leadership starts with the idea that team members agree to obey their leader totally when they accept a job. The "transaction" is usually the organization paying the team members in return for their effort and compliance. The leader has a right to "punish" team members if their work doesn't meet the pre-determined standard.


Team members can do little to improve their job satisfaction under transactional leadership. The leader could give team members some control of their income/reward by using incentives that encourage even higher standards or greater productivity. Alternatively, a transactional leader could practice "management by exception" – rather than rewarding better work, the leader could take corrective action if the required standards are not met.


Transactional leadership is really a type of management, not a true leadership style, because the focus is on short-term tasks. It has serious limitations for knowledge-based or creative work, however it can be effective in other situations.


10. Transformational leadership


As we discussed earlier, people with this leadership style are true leaders who inspire their teams constantly with a shared vision of the future. While this leader's enthusiasm is often passed onto the team, he or she can need to be supported by "detail people." That's why, in many organizations, both transactional and transformational leadership are needed. The transactional leaders (or managers) ensure that routine work is done reliably, while the transformational leaders look after initiatives that add new value.

Key Points


While the transformational leadership approach is often highly effective, there's no one "right" way to lead or manage that fits all situations. To choose the most effective approach for yourself, consider the following:


The skill levels and experience of your team.


The work involved (routine, or new and creative).


The organizational environment (stable or radically changing, conservative or adventurous).


You own preferred or natural style.

Taken from website: http://www.mindtools.com/pages/article/newLDR_84.htm

Ulasan:  Good leaders often switch instinctively between styles, according to the people they lead and the work that needs to be done. Establish trust – that's key to this process – and remember to balance the needs of the organization against the needs of your team.