practices associated with leadership by managers

practices associated with leadership by managers

planning & organizing: objektif jangka masa panjang & strategi; kenalpasti keutamaan; mengurus modal insan & lain-lain sumber ; menambahbaik koordinasi, produktiviti & keberkesanan.

problem solving: kenalpasti masalah berkaitan, punca & penyelesaian

clarifying: memberikan tugasan

informing: komunikasikan berkaitan keputusan, perancangan, dan aktiviti-aktiviti

monitoring: kumpul maklumat berkaitan aktiviti kerja, kondisi luaran, kualiti kerja; penilaian prestasi

motivating: gunakan teknik mempengaruhi, memberi semangat;

consulting: pemerhatian sblm melaksanakan perubahan, galakan penyertaan dalam membuat keputusan

recognizing: memberikan penghargaan

supporting: 'berkawan', sabar & membantu, simpati

managing conflict & team building: memudah cara penyelesaian, galakan bekerjasama, kerja kumpulan

networking: 'grapevine', sertai aktiviti-aktiviti sosial/tidak rasmi

delegating: memberi kebenaran/tanggungjawab/autoriti kepada orang bawahan

developing & mentoring: 'coaching' & kaunseling kerjaya, memudah cara kemahiran dan kerjaya orang bawahan

rewarding: pulangan/gaji yang sesuai/berpatutan

(source: garry yukl & david van fleet, "theory & research on leadership in organizations, "handbook of industrial & organizational psychology, 1992, vol. 3, pp. 149-149, by l.m. hough & m.d. dunnette (eds).)

skills for leadership

skills for leadership

leaders are persons who gain at least an advantage than others

1. influence skills: leaders direct people toward a goal or end result. a manager may have formal power to use reward and punishment to induce compliance, but the best leaders make people want to do things.

2. delegation skills: a good leader assigns others responsibility to get the work done. inability to delegate is likely to lead to lower employee motivation. when employees no longer search for the best way to do things, the leader loses influence.

3. flexibility skills: to be an effective leader, you must adapt to the situation confronting you and the charisteristics of the individuals you wish to lead. what eorks in one situation or with one person may not work in others.

4. motivational skills: to be successful requires creating a work environmental in which employees are fully dedicated to the task at hand and want to contribute more.

stail ketua dalam membuat keputusan

stail ketua dalam membuat keputusan

the leader should 'look' to every level of organization (top, middle, & bottom) before taking any decision and action

1. membuat keputusan dan mempengaruhi: ketua menyelesaikan masalah dan membuat keputusan berdasarkan maklumat yang diperolehi. tiada penglibatan daripada orang bawahan.

2. mengumpul fakta dan membuat keputusan: ketua mengumpul fakta daripada orang bawahannya dan membuat keputusan.

3. konsultasi dan membuat keputusan: ketua berunding dengan orang bawahan secara individu, mendapatkan idea dan pandangan mereka, seterusnya membuat keputusan.

4. kosultasi dalam kumpulan dan membuat keputusan: ketua berunding dengan sekumpulan orang bawahan, mengumpul idea secara kolektif, seterusnya membuat keputusan.

5. keputusan kumpulan: ketua berkongsi masalah dengan kumpulan dan menerima keputusan yang dibuat dalam kumpulan, bertindak sebagai 'coach' kepada kumpuland dalam proses membuat keputusan.

(sumber: v.h. vroom & a.g. jago, the new leadership: managing participation in organizations, englewood cliffs, nj: prentice hall, 1988; r.l. daft, management, 4th ed., fort worth: dryden press, 1997, p. 295.)