Leadership Mgt SMKS2 2013

7/27/2019 Leadership Mgt SMKS2 2013

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PROGRAM

KEPIMPINANPELAJAR 2013

SMK SANDAKAN IIFASA I

25 Mei 2013 (Sabtu)Dewan Terbuka SMK Sandakan II


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1. Saya mengutamakan:

a) kebajikan ahli

b) kuasac) pencapaian

(pilih satu saja)


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2. Saya bersedia untuk:a) Memikul tugas tambahan

b) Menerima kritikan atau

maklumbalas positif

c) Mengambil risiko semasa

menjalankan tugas

(pilih satu saja)


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3. Mempengaruhi orang lainadalah:

a) Kekuatan saya

b) Kelemahan saya

c) Saya tidak suka

mempengaruhi orang lain

(pilih satu saja)


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4. Pendapat/perasaan saya

dengan keadaan organisasi

sedia ada:

a) Sangat tak puas hati, ubahb) Puas hati, sedikit

penambahbaikanc) Sangat puas hati

(pilih satu saja)


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5. Saya membuat kerja

dengan cemerlang jika

saya:

a) dibayar untuk bertugasb) diberi penghargaan

c) dipaksa(pilih satu saja)


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6. Saya suka keadaan kerja

atau organisasi:

a) Harmoni, tanpa konflik

b) Mencabar, banyak konflikc) Kurang berurusan dengan

manusia, biar berdepandengan mesin saja

(pilih satu saja)


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7. Sifat diri saya, saya seorang

yang:

a) Berani

b) Berdaya usaha tinggic) Berilmu pengetahuan

d) Berintegriti tinggi

e) Bermotivasi tinggi

(Pilih mana-mana 2 sahaja)


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Leadership

A leader is one who influencesothers towardthe achievement of goals or get them do

what the leader has envisioned.

Outstanding leaders have vision, which is amental image of a possible and desirable

future state of the organization, and move

people and organizations in the directions

they otherwise will not go, bringing improved

organizational performance or

effectiveness, and personal career success.


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Saturday May 18, 2013

5 secrets to becoming a successful

transformational leader

Do something that

everybody else says

cannot be done, says

Datuk Seri Idris Jala

William James, a renowned American

psychologist and philosopher once said, The

greatest discovery of our present day

generation is that human beings can alter

their lives by changing their state of mind.


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Directive leadership

A form of task performance-

oriented behavior; let

subordinate know whatsexpected of them, schedules

work to be done, and givesspecific guidance as to how to

accomplish tasks.


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Supportive leadership

A form of group maintenance-

oriented behavior; is friendly and

shows concern for the needs ofsubordinates/results in high

performance and satisfaction


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Participative leadership

Decision style; and consults with

subordinates and uses theirsuggestions before making a

decision.


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Achievement-oriented leadership

Behaviors geared toward

motivating people, such assetting challenging goals and

rewarding good performance.


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Effective leaders do not wait

for things to happen,they make things happen.


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An acre of performance

is certainly worth

the whole world of promise


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promise Deliver results

Implement plans


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Influence

not just having great

authoritybut h igh degree

o f inf luence...


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great leaders can get

th ings done w ithou t hav ing

fu l l au tho r i ty


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Blake and Moutons Leadership

Gridassume that an ideal leaderis

always concern of both people and

production. In this model, managersare rated on their maintenance-

oriented behavior and performance-

oriented behavior .


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Conce

rn

forp

eop

le

The Leadership Grid9 1,9 Country Club Management

Thoughtful attention to needs of people

for satisfying relationships leads to a

comfortable, friendly organizationatmosphere and work tempo.

9,9 Team ManagementWork accomplishment is from

committed people; interdependence

through a common stake inorganization purpose leads to

relationships of trust and respect.

8

7

6

5,5 Middle of the Road ManagementAdequate organization performance is possible

through balancing the necessity to get out work

with maintaining morale of people at a

satisfactory level.

5

4

3

1,1 Impoverished ManagementExertion of minimum effort to getrequired work done is appropriate to

sustain organization membership.

9,1 Authority-Compliance

Efficiency in operations results fromarranging conditions of work in such a

way that human elements interfere to a

minimum degree.

2

1

Low

1

Low

2 3 4 5 6

Concern for production

7 8 9

High

High


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Dav id McClel land

iden t if ied the mostimportan t needs for

managers /leaders . Theyare needs fo r

ach ievement, aff i l iat ion ,andpower.


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HIGH IN NEED FOR

AFFILIATION

The manager h igh inneed fo r aff i l iat ion has

a strong desire to be

l iked by other peop le


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HIGH IN NEED FOR Its Advantages

AFFILIATION

harmon ious work relat ionsh ip

+social s tab i li ty

=

enjoyable work ing cond i tion


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AFFILIATION

Negotiate, ask fo r favors,

no t afraid to make m istakes


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HIGH IN NEED FOR Its Disadvantages

AFFILIATION

... indecis ive, and may no t be

able to solve problemsanddeal w i th any conf l ic t fi rm ly

and fast,

i .e. redundan t or lazy workers



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AFFILIATION

organization may become

less effec t ive and eff ic ien t,

reluc tant to use thei r power,may cause high ly sk i lled workers to leave

the organizat ion ou t of dis sat isfact ion.


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HIGH IN NEED FOR

POWER

The need fo r power is a

desire to inf luenceor

cont ro lo ther people



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POWER

..get work done fastas no one

dares to disobeyPeop le w il l comp lyto receive

rewards or to avo id

pun ishments



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POWER

.. more decis ive

- important decis ions andurgent matters

fast and f irm ly.



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POWER

The organ izat ion w i ll become

more effec t ive and eff ic ien t-- uses power

desp i te res istance from

others



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POWER

power

+using i t appropr iately

=effective leader



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POWER

High demands

=high work p ressu re

d iff icu l ty to nego tiate w ith the manager, ask

for favo rs and are afraid to make m istakes



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POWER

serve own interest,

v ic t imizes employees and

adopts autocrat ic decis ion

sty le. This is termed as

personal ized powerandexp ressed through the

aggressive manipu lat ion and

exploi tat iono f others .


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HIGH IN NEED FOR

ACHIEVEMENT

The need fo r ach ievement is

character ized by a strong

or ientat ion toward

accompl ishmentand anobsess ion w ith success and

goal attainment.


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HIGH IN NEED FOR

ACHIEVEMENT

It is a des ire to do

someth ing betteror

more eff ic ient lythan i t

has been done before


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ACHIEVEMENT

motivatesand ledworkers to success

and attains

organ izat ional goals


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The best managers arehigh in need for POWER

and ACHIEVEMENTbutlow inAFFILIATION.


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High in need ofachievement and power

are traits toEFFECTIVE LEADERSHIP


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Power and

Authority are not

synonymous

O ll C ti M d l f P b d h


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Overall Contingency Modelof Power based on the

French-Raven and Kelman theories

Legitimatepowerauthority, position in organizationExpertpower-relevantknowledge, i.e. education,

school, technical matters.

Referent powerpersonality, reputation,

professional credibility

Rewardpowerability to provide positive

reinforcement for desired behavior.

Coercivepowerpotential to inflict punishment

Power and authority are not

synonymous


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At the beginning of any transformational

journey, a leader should be highly-

directive.

As followers become more competent, the

leader should shift to a more empowering

role.


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Impart

Command

and

control

approach

Empowerment

andcoaching


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Empowerment

Quick decisions are made thosepeople who are most knowledgeable

about the issues enhancing

f lexibi l i tyof the organization to cope with the demands of an

increased load

empowerment stimulates learning and

creativity


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Low Level of Conflict High

High

Level ofGroup

Performance

Low A B C

Conflict and Group Performance


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SituationA B C

Level of

ConflictLow or none Optimal High

Type of

Conflict

Dysfunctional Functional Dysfunctional

Groups

Internal

Characteristics

Apathetic

Stagnant

Unresponsive to

Change

Lack of New Ideas

Viable

Self-critical

Innovative

Disruptive

Chaotic

Uncooperative

Level of

Group

Performance

Low High Low

Conflict and Group Performance

D f ti l fli t fli t th t


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Dysfunctional conflictsare conflicts that

prevent a group from achieving its goals.

Functional conflicts, constructive in nature,

are conflicts that support the goals of work

group. A group should create an environment

in which group conflict is healthy, i.e. viable,

self-critical, and innovative but are notallowed to run to extremes. Such companies,

including Sun Microsystems, Xerox, Compaq,

and United Parcel Service, take steps toensure that conflict and debate are generated

within their management teams.


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Diversity isrecognized as

strength


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MOTIVATION


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Inspiremajority not

unmotivatablebu t isunmotivated


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Inspirenot just firing people

but f ir ing up theenthusiasmof people

Th X d Th Y


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Theory X and Theory Y

Douglas McGregor is best known for his

formulation of two sets of assumptionabout human nature: Theory Xand

Theory Y. McGregor is more inclined to

Theory Y than to Theory X. In referenceto Maslows need hierarchy, Theory X

assumes that the lower-order needs

dominated individuals, and Theory Yassumes that higher-order needs

dominated.



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Theory Y, a positive view of people,

assumes employees are creative,seek responsibility, and can exercise

self-direction. In contrary,

Theory X, a negative view of human

behavior and management,

assumes that most people arebasically immature, need direction

and control, and are incapable of

taking responsibility.

Herzbergs Motivation theory


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HerzbergsMotivation theory

Hygiene factorsare characteristics of the

workplace, such as company policies,working conditions, pay, and supervision,

that make a job more satisfying.

These factors will make people unhappy

or dissatisfied if they are not favorable

and make people happy or satisfied ifthey are favorable.

Herzbergs Motivation theory


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HerzbergsMotivation theory

Motivatorsare factors that make a job

more motivating, such as additional jobresponsibilities, opportunities for

personal growth and recognition, and

feelings of achievement.

Motivators have to do with the job itself

such as the actual job responsibilities,opportunity for personal growth and

recognition, and the feelings of

achievement the job provides.

ORDER OF IMPORTANCE OF VARIOUS JOB FACTORS


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JOB FACTORS

1. Full appreciation of work done2. Feeling of being in on things

3. Sympathetic help on personal problems

4. Job security

5. Good wages6. Interesting work

7. Promotional growth in organization

8. Personal loyalty to employees

9. Good working conditions10.Tactful disciplining

Survey of

Employees

12

3

4

56

7

8

910

Survey of

Bosses

810

9

2

15

3

6

47

Expectation List Government Employees


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Expectation ListGovernment Employees

Talk to me about what you want me to

do/achieve Negotiate with me about how we work

together

Let me deal with problems and developsolutions

Include me in evaluations of our systems

Provide opportunities for me to do newand different things



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Support me when I take risks

Tell me when I do well Talk to me about what I need to do better

Schedule time regularly to talk to me on

my own about my workAsk me about my work and what I would

like to do; better, differently, not at all

Work with me to solve difficult problemsdont take them away from me to fix



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Be flexible and fair in allocating

resources for training Prepare me for more substantial

responsibilities

Ensure my work is appropriatelyclassified

Acknowledge my effort

Support me in taking initiatives

The 80 / 20 Principle


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pPrior i t ies Results

1

2

3

4

5

6

7

8

9

10

1

2

3

4

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7

8

9

10

Th 80 / 20 P i i l


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1) If we focus ou r at tent ion on our mostimpo rtant act iv i t ies, we gain the highest

return on ou r effor t .

2) If we tend to the top 20% most impo rtant

pr io r i t ies, we wi l l accompl ish 80% o f the

results we desire.

3) If you embrace the wrong p r ior i ties, th is

pr inc ip le w i ll work against you - 80% ofyour effort will gain you 20% of the results

and fruit you desire.


Th 80 / 20 P i i l


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Time: 20% of your time produces 80% of the results.Counsel ing: 20% of the people take up 80% of our

time.

Work: 20% of our effort gives us 80% of our

satisfaction.Leadership: 20% of the people make 80% of the

decisions.

Workers: 20% of the members do 80% of the work.

Mentor ing: 20% of the influences are where youshould invest your time.




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1)Act iv i ty does no t equal

accompl ishment

2)Work smarter, no t harder

3)Organ ize or agon ize4)Evaluate or s tagnate

5)Schedule your p r ior i t ies

6)Reacting is no t lead ing

7)Say no to l i t t le th ings



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Today its:

Planning Organizing Leading Controlling

Goals,

strategy,subplans to

coordinate

activities

Whats

need to bedone, how,

who will do

it

Directing

andmotivating,

resolving

conflicts

Monitoring

activities,ensure

plansaccomplished


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Comparison

ofContemporary Manager

with

Traditional Manager

Traditional Manager


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Traditional Manager

Thinks of self as a manager or boss.

Follows the chain of command.

Makes more decisions alone.

Hoardsinformation.

Tries to master on major discipline, such as

marketing or finance.Looks up for directionand answers.

Accepts and does repetitivework.

See others primarily as bosses andcompetitors.

Demands long hours.

Contemporary Manager


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p y g

Thinks of self as a sponsor, or

internal consultant.Deals with anyone necessary to get

the job done.

Invites otherstojoinin decision-making.

Sharesinformation.

Tries to master a broadarray of

managerial disciplines.

Contemporary Manager


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p y g

Questions, collaborates, and

negotiates with others to findsolutions.

Learns new waysto contribute.

Creates relationshipbased oncommon purpose, mutual respect,

and exchange of information.

Demands results.


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Nadler and TushmansCharismatic Leadership

stylesofenvisioning, energizing,

and enabling.


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In envisioning, .a clear visionon how

to transform an organization into a

vibrant organization, and he is able to

communicate his vision... ability to instill

subordinates with confidence,

enthusiasmand commitmentto

organization and to his leadership -

other than themselves or their owninterests.


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In energizing, has a strong drive,

very high motivationand self-confidence intellectually

simulatingtransforms, and inspires

his people to focus on the interests ofthe organizationthereforeable to

generate excitementand revitalizethe

organization

In enabling express psychological


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In enabling,express psychological

support to subordinates...keeps lines of

communication open, and even providesone-to-one mentoringto develop his

peoplebuilds trustby being

dependable, consistent, andpersistentproven ability to perform in

the face of challenging goalstherefore

build loyalty, and a sense of belongingamong his subordinates.

Developing Your Leadership Skills:


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Ive observed methods and skills of my

bosses that I respected.

By taking risks, trying, and learning from mymistakes.

Reading autobiographies, I admire to try to

understand how they think.

Lots of practice. By making mistakes myself and trying a

different approach.

By purposely engaging with others to get

things done. By being put in positions of responsibility

that other people counted on.

Saturday May 18, 2013



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Do something that everybody else says

cannot be done, says Datuk Seri Idris Jala



1 Attempt the impossible2 Discipline plus action

3 Be a chameleon

4 Build a winning coalition

5 Divine intervention


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So get out of your

comfort zone

The end

. .

Do something that everybody else says cannot be done, says Datuk Seri Idris Jala Datuk Seri Idris Jala is no stranger to Malaysians. Having worked in a few major organisations (such as Shell and

Malaysia Airlines), he has completed many transformation and turnaround projects. Now known to many as the

turnaround maestro he shares with us five secrets to becoming a successful transformational leader:
mailto:[email protected]:[email protected]


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turnaround maestro, he shares with us five secrets to becoming a successful transformational leader:

1 Attempt the impossible

The first secret is what Idris describes as attempting the game of the impossible. Do something that everybody else

says cannot be done, he challenges.

When Idris was entrusted to turn around ailing airline Malaysia Airlines, he gave a seemingly impossible task to his

top managers; to make the Australian and New Zealand (ANZ) routes profitable in nine months. His top managers

told him it was an impossible task because in 2005, seven out of 10 ANZ routes were losing money.

A year later, 83% of those routes were making profit. Transformational leaders make the impossible happen.

William James, a renowned American psychologist and philosopher once said, The greatest discovery of our present

day generation is that human beings can alter their lives by changing their state of mind.

2 Discipline plus action

Becoming a successful transformational leader requires discipline of action. According to Idris, both discipline and

action are crucial ingredients. If you do not have action, you will only keep thinking, but nothing gets done. Whereas

if you act on something without discipline, you are merely acting sporadically, he explains.

To create this environment of reflection, ideation and decision making, Idris has been known to run labs a concept

he also implemented in his previous organisations to tackle hard issues. A lab is formed by having 20 to 30 people

handpicked and locked inside a room for a month to solve a problem, during which the lab members wouldbrainstorm, research, debate and develop detailed action plans to address the problems at hand.

3 Be a chameleon

There are many leaders with many different leadership styles. Idris believes that a transformational leader should

practise situational leadership. At the beginning of any transformational journey, a leader should be highly-directive.

As followers become more competent, the leader should shift to a more empowering role. Only then, will the leader

be able to increase the morale and commitment of the followers. When that happens, productivity and competence

will keep improving.

4 Build a winning coalition

The phrase no man is an island best describes the next secret to becoming a transformational leader. In any

transformational journey, a leader should always look for what Idris describes as a winning coalition. Especially in business, a leader should always have the mentality of creating a winning coalition when it comes to

understanding stakeholders requirements, investor relations and staff engagement.

Even when it comes to competitors, a leader should be open to opportunities to collaborate. In fact, Idris strongly

believes that the winning combination is to have collaboration and competition at the same time, as long as both

parties are well aware of the boundaries and limitations.

5 Divine intervention

The final wisdom Idris shares in his interview with The Leaderonomics Show is what he calls divine intervention.

Because more than 60% of what happens has got nothing to do with us [and is] uncontrollable. In fact if you were to

list down all the major things that happened in your life, I guarantee you that most of it happened out of your control,he exclaims. But how does one obtain divine intervention? Idris outlines three ways:


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Why Use Teams?

Creates Esprit de Corps Allows Management to Think

Strategically (Long Term)

Increase Flexibility

Takes Advantage of WorkforceDiversity

Increases Performance


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EFFECTIVE TEAM

Clear GoalsUnified Commitment

Good Communication

Mutual Trust

Appropriate Leadership

External Support

Internal Support

Negotiating SkillsRelevant Skills

Five Dimensions of TRUST


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Five Dimensions of TRUST

Integrity: honesty and truthfulness

Competence: technical andinterpersonal knowledge and skills

Consistency: reliability, predictability,

and good judgment in handlingsituation

Loyalty: willingness to protect and save

face for a personOpenness: willingness to share ideas

and information freely

Trust is the belief in the integrity,


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Trustis the belief in the integrity,

character, and ability of a leader.

Trustis a very important characteristicin team building.

Team members must trusteach other

so that every member is willing to

contribute to achieve team and

organizational goals.

AccuracyCorrective


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EFFECTIVE

CONTROL

SYSTEM

Understandability

Flexibility

Economy

Timeliness

Reasonable

Criteria

Action

StrategicPlacement

Emphasis onExceptions

MultipleCriteria


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The

LearningOrganization


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Learning organizationis all

about creating andmaintaining a knowledgeable

workforceso that employeesare able to performat the

highest level, which give the

organization the competitive

advantage.

..most of the successful


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organizations insisted that everyone

learnabout customers, compet i tors,and the companys own operat ions, no t

just top management.

A climate of opennessand trust

encouraged in a learning organization,

encourages individuals to developideas, to speak out, and to challenge

actions.

The LEARNING ORGANIZATION


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boundarylessorganization inwhich there is no barriersto

information flow environment is conducive to open

communicationand extensive

information sharing



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marshals energy and human spiritto create new worksand new

capacities thorough and constant training

systemis set up for employees to

develop the skills and abilities ofthe employees



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people must engage in

disciplined thinkingand attention

to details, making decisionsbased on dataand evidence

rather than guessworkandassumption



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encourages

experimentation/commitmenttocontinuous experimentation

accept experimentation and failure

opportunitiesto experiment eitherformally or informally by ways of asking

questions, seeking out theories, testing

them, and reflecting upon them



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carefully reviewboth successes andfailures, looking for lessons and deeper

understanding

..exploration, discovery, and action,

continually learns what is effective and

what is not .



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benchmark

.they identify and implement the

best business practices of other

organizations, stealing ideas

shamelessly..



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.does not rely solely onindividualaccountability and

performance but also rely oncollaborationand teams



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e G O G O

..search constantly for newknowledge, looking to expanding

horizons and opportunities ratherthan quick fixes to current

problems



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The constant interchange produces a rich

pool of knowledge and allows employeesto share their experiences, challenge and

motivate one another, and provoke new

ways of thinking.nurtured into a creativeand innovative

organization

responsive to, is trying to learn what isgoing on in the outside world

S t Vi f I ti


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Inputs Transformation Outputs

Creative Individuals Creative Process Creative Product(s)

Groups Creative Situation

Organizations

Systems View of Innovation

Management is a relatively young


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discipline. It has only undergone

systematic investigation, became abody of knowledge and established

as a formal discipline in the

twentieth century. Much of thedevelopments in management were

attributed to the classical

management theories developed

from the mid-19thcentury through

the early 1950s

They include systematic management


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They include systematic management,

scientific management, administrative

management, human relations, and

bureaucracy. During this era, two

prominent contemporaries emerged,Frederick Winslow Taylor known as

the father of scientific management

and Henri Fayol the father of modernoperational management theory.

Taylors 4 Principles of ScientificManagement


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Management

1. Management should develop a

precise, scientific approach for each

element of a ones workto replace

general guidelines.

2. Management should scientifically

select, train, teach, and develop

each workerso that the right person

has the right job

Taylors 4 Principles of Scientific


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y p

Management

3. Management should cooperate

with workers to ensure that thejob

matches plans and principles.

4. Management should ensure an

equal division of work andresponsibilitybetween managers

and workers.


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Fayol proposed that al l managers

perform f ive managementfunct ions: to forecast and p lan ,

to o rganise, to command , to co -

ord inate, and to con trol .Thesefunct ions were wel l accepted as

the basic funct ions of

management and are st i l lrelevant un t i l this day

Fayols 14 Principles of Management

1) Div is ion of work divide work into specialized


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1) Div is ion of workdivide work into specialized

tasks and assign responsibilities to specific

individuals.2) Authority delegate authority along with

responsibility.

3) Discip lin emake expectations clear and punish

violations.

4) Un ity o f commandeach employee should be

assigned to only one supervisor.

5) Un ity o f d irec t ionemployees effort should be

focused on achieving organizational objectives.

6) Subord inat ion o f ind iv idual in terest to the general

interestthe general interest must predominate.

7) Remunerationsystematically reward efforts that

support the organizations direction.

Fayols 14 Principles of Management8) Cent ral izat iondetermine the relative


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importance of superior and subordinate roles.

9) Scalar chainkeep communications within the

chain of command.

10)Orderorder jobs and material so they support

the organizations direction.

11)Equity fair discipline and order enhance

employee commitment.

12)Stabi l i ty and tenu re of personnelpromote

employee loyalty and longevity.

13)Initiativeencourage employees to act on their

own in support of the organizations direction.

14)Espri t de corp spromote a unity of interests

between employees and management.


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POWER

Effective use of power.. they

made others feel powerfu l


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POWER

It is the abi l i ty to mobi l ise

resources to accompl ishproduct ive work


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POWER

It requ ires no part icu lar power,

sk i ll or genius to accompl ishthe ord inary. It is d if f icu l t ,

however, to do the tru ly

unusual wi thou t pol i t ical c lou t(Benis and Nanus, 1985)


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POWER

.the best get

recommendationthe most

capable gets promotionthe

deserving un i t gets i ts fai r

share of the budget.Only thenaive bel ieve th is



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ACHIEVEMENT

i . moderate r isk takersw ith a

need for cons tant feedback on

performance

i i . shows great persistencewhen

fai l ing at moderately d i ff icu l t

tasks

i i i . abi l i ty to accep t failureo f

oneself and of o thers


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High achiever

high in need fo r ach ievement str ive for personal

achievementrather than rewards for their good

work . The manager has the drive to constant ly

s t r iv ing for imp rovement, and show ini t iat ive.

The ach ievement needs of top execut ives have

shown to be related to the growth ratesof the

organizat ion . The need for achievement has

been shown to predic t organizat ionaleffect ivenessin entrepreneurial f i rms.


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self motivated achiever

i . Set their own goalsdont driftaim less ly, a h igh degree o f con tro l

over goals achievement.

i i . realistic goals, neither easy nordifficult to achievewant to win

ii i ...frequent, concrete feedbackabout their performance like to

know how wel l they are do ing


110/111

Empowerment means the process

of sharing power with employees,thereby enhancing their confidence

in their ability to perform their jobs

and their belief that they are

influential contributors to the

organization

Empowerment


111/111

decentralizing decision-makingthrough delegation and empowering its

people who has the knowledge, skills,

and experience to do their jobs

competently

little need for bosses to control and

direct, instead, managers serve as

facilitators, supporters, and advocatesfor employee teams

Documents

Leadership Mgt SMKS2 2013