Contact (Pemateri): Kanaidi, SE., M.Si., cSAP HP. 0812 2353 284, WA:0878 2330 6608 e-mail : kanaidi963@gmail.com atau kanaidi@yahoo.com

1. Delegate Effectively
HM MBT OKTOBER 2009
By : Kanaidi, SE., M.Si, cSAP
kanaidi963@gmail.com ..08122353284
111 11 1
LEADERSHIP &
MANAGEMENT
SKILL
TRAINING
1 1HM MBT OKTOBER 2009
By : Kanaidi, SE., M.Si., cSAP

2. WHAT IS DELEGATION?

3. WHAT IS DELEGATION?
• Delegation involves giving another
person a task for which the delegator
remains ultimately responsible.
• Delegation is the entrusting of
authority, power and responsibility to
another.

4. WHAT IS DELEGATION?

5. “Whatever the source of the leader’s ideas, you cannot
inspire your people unless one expresses vivid goals
which in some sense they want.”
(David McClelland)

6. Successful Delegation
 Makes work easier.
 Improves efficiency.
 Increases employee effectiveness.
 Develops employees.
 Ensures that the right people do the
right jobs.

7. Why Is It Useful?
Your
Capacity
Your
Respon-
sibility

8. How well do you delegate?

9. People Focus
TaskFocus
Low High
High
GREEN
Get It righ
INDIRECT
BLUE
Get It done
DIRECT
RESERVED
Get along
YELLOW
OUTGOING
Get notice
RED
Styles Quadrant

10. Style I – GREEN (Get it righ)
Pimpinan yg memberikan perhatian yg besar terhadap tugas, akan tetapi
kecil terhadap karyawan. Pimpinan ini menganggap bahwa kebutuhan
personil tidak relevan, bahkan merugikan bagi tujuan organisasi, sehingga
menggunakan kekuasaan utk melakukan tekanan terhadap bawahan agar
memenuhi kuota tugas yg tinggi.

11. Pimpinan yang memberikan perhatian besar terhadap tugas maupun
orang. Blake and Mouton berpendapat bahwa gaya inilah yg paling
efektif. Kepemimpinan ini hampir di setiap situasi menghasilkan
peningkatan prestasi dan kepuasan karyawan yg tinggi.
Style II – BLUE (Get it done)

12. Style III – RED (Get notice/Have Fun)
Manajer yang memberikan perhatian besar terhadap orang, akan
tetapi kecil terhadap tugas. Pimpinan ini berusaha menciptakan
suasana aman dan berbahagia bagi bawahannya, sehingga
berpendirian bahwa ia tidak akan dapat mencapai produksi
organisasi yg diinginkan.

13. Style IV – YELLOW (Get along)
Manajer yg mementingkan kebebasan dari kesukaran-
kesukaran, ia hanya meneruskan perintah yg datang
dari atasanya saja. Ia praktis melepaskan peran
kepemimpinannya.

14. 5 Delegating Power Principles
1. There is enormous variety in people's aptitudes.
The more fully you appreciate this, the more likely you are to
handpick the person whose strengths match your job at hand.
2. Give the responsibility to meet a goal and the full
power needed to bring about the desired result
simultaneously, at the beginning.
Encourage the person to let you know if they need more
authority or support of any kind to get the task completed.
3. What works well for you may not work well for others.
Allow your delegates to find their own way. Assign tasks in
terms of goals, not methods, and encourage your assistants to
call upon their own strengths and creativity to meet your
objective.

15. 5 Delegating Power Principles . . .
4. Different people thrive under different levels of
supervision.
You can cooperatively work out a system of checking in with one
another. When you invest time in constructive, consensual review, you
will enjoy rich dividends. You and your colleagues will find this much
more enjoyable and productive than old-style hovering!
5. By allowing room for mistakes, you allow
room for new discoveries.
You encourage your support system to do its best when you support
some experimenting. When you extend latitude and good will, your
assistants will respond with increased confidence, cooperation and
loyalty.

16. Delegating Leadership Style
• The Delegating leader is willing to turn over
responsibility for decision making and problem
solving to the followers. In addition, the
followers will decide if the leader will be involved
in task completion. (Paul Hersey and Kenneth Blanchard,
1960s).
• The delegating leadership style is most
appropriate when the followers are comfortable
taking responsibility and have the experience to
accomplish the necessary tasks. For example,
when the leader is working with experienced
followers that do not need prompting to take on
a new initiative.