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Pre-Course Assignment, Group 2

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Pre-Course Assignment, Group 2

  1. 1. TRANSFORMATIONAL LEADERSHIP -Hadi Mulyadi -Pemmy Noija -Andri -Dwi Handoko -Noorman Setiyawan PREPARED BY : GROUP DIAMOND -Syauqi Ardiansyah -Satryo Adhiwibowo -Dwi Cahyantari -Ira Sartika -Eric Kusnadi
  2. 2. What does it take to become a "Transformational Leader"? Get excited or passionate about your work. Define a purpose for yourself as a leader and explain how your current position helps you achieve that purpose. Define your values. Ask yourself which characteristic s of personality and aspects of life are most important to you. Learn how to act as a coach or mentor to others. Practice making others the focus of your meetings rather than yourself. There are 4 points to become a Transformational Leader A
  3. 3. Get excited or passionate about your work1 Because a transformational leader leads through enthusiasm and excitement, to be one, you must first cultivate a passion for your job. Learn more about your industry and how it impacts your locality, country and the world. Reflect on why you decided to start a business in this industry. Other than income, what drew you to it? If none of these exercises gets you passionate about your job again, you may need to think about starting a new business in an area that you really are passionate about.
  4. 4. For example, you might see your purpose as a leader to help young people understand the importance of education. Your current position as the owner of a small textbook publishing house would help you achieve that purpose by allowing you to ensure textbooks are as active and engaging as possible. Get others excited about your purpose and examine how each action you take as a leader will help you achieve that purpose. For instance, if you are going to meet with the editorial team about images in a textbook, you can use this opportunity to encourage your employees to choose images that will help students engage with their learning. This will make you more passionate about the meeting and encourage others to see you as energetic and inspirational. 2 Define a purpose for yourself as a leader and explain how your current position helps you achieve that purpose
  5. 5. For example, honesty and genuine friendships might top your values. As a small-business owner, perhaps the American dream and sustaining small businesses in America are important to you. Assess whether you have been acting in a way that is consistent with your values. Transformational leaders inspire others, and it is difficult to inspire if you are not acting in a way that is consistent with your own values. For example, if you say sustaining small businesses is important to you, but you do not support any of the other businesses on your block by shopping there, your employees may not take you seriously as a passionate small- business owner. Make a conscious effort to act more in-line with your values. 3 Define your values. Ask yourself which characteristics of personality and aspects of life are most important to you.
  6. 6. 4 Learn how to act as a coach or mentor to others. Practice making others the focus of your meetings rather than yourself. For example, place an emphasis on listening rather than talking. Ask others for their opinions when making decisions. When other people come to you with questions, ask them to talk about the courses of action they have considered before giving them a specific way to deal with a problem. Because you work in small business, you probably work in close proximity with all of your employees. Take time to talk to each of them individually and to periodically eat lunch with them or invite them into your office just to catch up. This will help others see you as a mentor or coach who cares about them. To improve these people skills, take classes in leadership and interpersonal communication.
  7. 7. What are identified key challenges related to personal, professional, and organizational (leadership & management) relevant to leadership? B Handle resistance with patience • Encourage vigorous dialog on whatever issues the group is most concerned with. • Provide the more reluctant members of the team with certainty, as confidence is frequently contagious Manage conflicts • Real leadership involves talking to your team and helping each member understand either one another or the difficult part of the change • Being eager, even ready, to dive into the problem quickly is one of the best qualities of an active leader in the change process Deal with setbacks • Never presume the steps established for change are foolproof (as any fool will tell you). • Reassure the team that there were always going to be unexpected events, but this doesn’t derail the whole process • Keep morale up as you determine whether the setback is a critical failure or something that can be managed or even used to some benefit
  8. 8. What are identified key challenges related to personal, professional, and organizational (leadership & management) relevant to leadership? B Protect your team • Your team should believe without question that if they stand by the established plan or process and some interdepartmental conflict occurs, you as their leader will have their back and will stand by them • A culture of cooperation for mutual benefit is a lot easier to manage and maintain than series of small, self- important kingdoms Look ahead • Keep your eyes forward. Be the one to see the iceberg before the rest of the team, and you’ll encourage confidence in your people • Personal or professional brilliance, experience, expertise, and dedication: If you bring all of these to bear, you’ll offer your group the confidence to move forward.
  9. 9. THANK YOU… “Wake up in the morning, “Make up in the day, “Got it at the end, Got it at the end.. “Diamond... diamond .... we made it..!! “Yesssss”!!

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