1. Participation Techniques

Participation technique is a technique to make people like to follow what the leader wants. There are several reasons why someone wants to become a follower, namely:

· Participation due to applicable regulations / laws.

· Participation because of religion.

· Participation because of tradition or instinct, and

· Participation because of the ratio.

Participation techniques can be carried out with lighting and propaganda.

a. Information technique is to provide objective facts. Facts are called objective if the facts can be justified, the source is clear, and do not intend to fool followers to cover up the leaders' mistakes. For facts to be clear and useful, they must be conveyed in a timely manner and presented in a form that can be easily and quickly understood. It is hoped that the presentation of such facts will create awareness and satisfaction among subordinates so that they then voluntarily follow.

b. Propaganda Technique. The propaganda technique is different from the lighting technique. In information techniques leaders try to give understanding and awareness to the subordinates so that they become followers based on awareness.

In propaganda, a person becomes a follower because he feels forced and afraid. Propaganda is a way to change the minds of others to become followers in negative ways, for example by intimidation, threats, intimidation, and coercion.

2) Human Relationship Techniques

Human relationship is a human relationship that aims to get satisfaction, both physical satisfactions. Because human relations aims to get satisfaction, human relations techniques can be done by providing various kinds of needs to subordinates, both psychological satisfaction, and physical satisfaction.

3) Technique of Modeling, Excitement and Encouragement

With this technique a leader places himself as a role model, a spirit of encouragement, and as a giver of encouragement. This method can be implemented if the leader adheres to philosophy: Hing ngarsa sung tulada, hing madya mangun karsa, tut wuri handayani. In this way it is expected to provide understanding and awareness to the subordinates so that they are willing and like to follow what the leader wants.

Details

1. Participation Techniques

Participation technique is a technique to make people like to follow what the leader wants. There are several reasons why someone wants to become a follower, namely:

· Participation due to applicable regulations / laws.

· Participation because of religion.

· Participation because of tradition or instinct, and

· Participation because of the ratio.

Participation techniques can be carried out with lighting and propaganda.

a. Information technique is to provide objective facts. Facts are called objective if the facts can be justified, the source is clear, and do not intend to fool followers to cover up the leaders' mistakes. For facts to be clear and useful, they must be conveyed in a timely manner and presented in a form that can be easily and quickly understood. It is hoped that the presentation of such facts will create awareness and satisfaction among subordinates so that they then voluntarily follow.

b. Propaganda Technique. The propaganda technique is different from the lighting technique. In information techniques leaders try to give understanding and awareness to the subordinates so that they become followers based on awareness.

In propaganda, a person becomes a follower because he feels forced and afraid. Propaganda is a way to change the minds of others to become followers in negative ways, for example by intimidation, threats, intimidation, and coercion.

2) Human Relationship Techniques

Human relationship is a human relationship that aims to get satisfaction, both physical satisfactions. Because human relations aims to get satisfaction, human relations techniques can be done by providing various kinds of needs to subordinates, both psychological satisfaction, and physical satisfaction.

3) Technique of Modeling, Excitement and Encouragement

With this technique a leader places himself as a role model, a spirit of encouragement, and as a giver of encouragement. This method can be implemented if the leader adheres to philosophy: Hing ngarsa sung tulada, hing madya mangun karsa, tut wuri handayani. In this way it is expected to provide understanding and awareness to the subordinates so that they are willing and like to follow what the leader wants.

1.       Great Leaders Close Their Door Policy

Open door policies are passive ways to facilitate communication and do more harm than good. They make deep work and strategic thinking virtually impossible for the manager. Worse, research shows that half of all employees won’t go through the open door with problems or ideas because they fear repercussions. It’s time to close your door and open your calendar. Recurring, weekly one-on-one meetings are a far better way to proactively facilitate communication, and pre-scheduled “office hours”—perhaps an hour each day—are the best way to facilitate time-sensitive communication.

2. Great Leaders Doesn’t Use Smartphone in their meeting

If you use your smartphone in meetings, research from the University of Southern California’s Marshall School of Business suggests your colleagues probably think you’re being rude or unprofessional. Seventy-five percent of those surveyed thought it was inappropriate to read or write texts or emails in meetings, and 22% think it’s inappropriate to use the phone at all in any kind of meeting

3. Great Leader Doesn’t Have A specific Rule

Every time we bump into a rule, it takes away a chance for us to make a choice or a decision. And it becomes “your” company, not mine.  Rules crowd out conversation. Managers become rule enforcers instead of leaders. Instead of rules, have standards or guardrails that are rooted in company values. Use these standards as topics of discussion starting with recruiting and onboarding, and continuing throughout the employee life cycle. And when someone deviates from the values  - the standards -well that’s a time for some feedback, that’s a coachable moment. Strive to model the Netflix culture of freedom with accountability.

                4. Great Leaders Are Likable, Not Liked

Are you a people pleaser? It’s normal to want to be liked, but it’s a problem if you have a need to be liked. A need to be liked causes managers to withhold direct, constructive feedback. It can lead to delayed decision making in the hopeless quest to get universal agreement. You don’t need to act like a jerk at work, but realize that your team members don’t need another friend, they need a leader who will coach them and advance their career, who will make the sometimes tough decisions to protect the team or advance the company. Replace your need to be liked, with a need to lead right.  And replace your need to be liked by everyone, with the realization that if you are liked by your family and close friends, that’s enough.

5 Great Leaders Lead With Love

Yes, I say leaders should love their team members. The Greeks called it agape; Professors Sigal Barsade and Olivia O’Neill call it companionate love. It’s the warmth, connection and caring we feel for humankind--absent the passionate kind of love. Leaders who care about their team members and show it achieve high employee engagement and business outcomes. Remember the words of the legendary basketball coach, John Wooden. He would tell his players, “I will not like you all the same, but I will love you all the same.”

Details

1.       Great Leaders Close Their Door Policy

Open door policies are passive ways to facilitate communication and do more harm than good. They make deep work and strategic thinking virtually impossible for the manager. Worse, research shows that half of all employees won’t go through the open door with problems or ideas because they fear repercussions. It’s time to close your door and open your calendar. Recurring, weekly one-on-one meetings are a far better way to proactively facilitate communication, and pre-scheduled “office hours”—perhaps an hour each day—are the best way to facilitate time-sensitive communication.

2. Great Leaders Doesn’t Use Smartphone in their meeting

If you use your smartphone in meetings, research from the University of Southern California’s Marshall School of Business suggests your colleagues probably think you’re being rude or unprofessional. Seventy-five percent of those surveyed thought it was inappropriate to read or write texts or emails in meetings, and 22% think it’s inappropriate to use the phone at all in any kind of meeting

3. Great Leader Doesn’t Have A specific Rule

Every time we bump into a rule, it takes away a chance for us to make a choice or a decision. And it becomes “your” company, not mine.  Rules crowd out conversation. Managers become rule enforcers instead of leaders. Instead of rules, have standards or guardrails that are rooted in company values. Use these standards as topics of discussion starting with recruiting and onboarding, and continuing throughout the employee life cycle. And when someone deviates from the values  - the standards -well that’s a time for some feedback, that’s a coachable moment. Strive to model the Netflix culture of freedom with accountability.

                4. Great Leaders Are Likable, Not Liked

Are you a people pleaser? It’s normal to want to be liked, but it’s a problem if you have a need to be liked. A need to be liked causes managers to withhold direct, constructive feedback. It can lead to delayed decision making in the hopeless quest to get universal agreement. You don’t need to act like a jerk at work, but realize that your team members don’t need another friend, they need a leader who will coach them and advance their career, who will make the sometimes tough decisions to protect the team or advance the company. Replace your need to be liked, with a need to lead right.  And replace your need to be liked by everyone, with the realization that if you are liked by your family and close friends, that’s enough.

5 Great Leaders Lead With Love

Yes, I say leaders should love their team members. The Greeks called it agape; Professors Sigal Barsade and Olivia O’Neill call it companionate love. It’s the warmth, connection and caring we feel for humankind--absent the passionate kind of love. Leaders who care about their team members and show it achieve high employee engagement and business outcomes. Remember the words of the legendary basketball coach, John Wooden. He would tell his players, “I will not like you all the same, but I will love you all the same.”

The Leadership Behavioral Theory focuses on how leaders communicate with others, which is on the opposite end of the continuum of leadership theory. Leadership is based less on one's characteristics in the concept of leadership behavior, and more on their abilities and modes of communication.

 The Authoritarian

This type of leadership requires uncompromised authority to issue commands. Those leaders are unwavering in their requests and frequently threaten team members who are not following orders, Lewin called it autocratic leadership style.

       The Delegator 

 Leaders who delegate are comfortable trusting others to do their jobs. They know that they can’t do everything themselves. In fact, they take a very hands-off approach. Lewin called this approach Laissez-faire leadership.


         The Participant

The focus is less on the leader in what Lewin calls the democratic leadership style, and more on the decisions of the group. A leader may direct the group but this approach is always controlled by the majority.

One leader may theoretically be able to choose from each of these three types, depending on which group or scenario is best for. The autocratic approach, for instance, might be better for a military unit, whereas a democratic approach would be better for a study team. There are structures for behavioral leadership strategies, but they do not generally deal with good or poor leading.

Details

The Leadership Behavioral Theory focuses on how leaders communicate with others, which is on the opposite end of the continuum of leadership theory. Leadership is based less on one's characteristics in the concept of leadership behavior, and more on their abilities and modes of communication.

 The Authoritarian

This type of leadership requires uncompromised authority to issue commands. Those leaders are unwavering in their requests and frequently threaten team members who are not following orders, Lewin called it autocratic leadership style.

       The Delegator 

 Leaders who delegate are comfortable trusting others to do their jobs. They know that they can’t do everything themselves. In fact, they take a very hands-off approach. Lewin called this approach Laissez-faire leadership.


         The Participant

The focus is less on the leader in what Lewin calls the democratic leadership style, and more on the decisions of the group. A leader may direct the group but this approach is always controlled by the majority.

One leader may theoretically be able to choose from each of these three types, depending on which group or scenario is best for. The autocratic approach, for instance, might be better for a military unit, whereas a democratic approach would be better for a study team. There are structures for behavioral leadership strategies, but they do not generally deal with good or poor leading.

One of the stereotypes in the professional world is that successful leaders are extroverted. Meanwhile, introverts are seen as weak leaders because of 'antisocial'. However, that does not mean they cannot succeed. A number of research results reveal, introverts also have a better chance of success than extroverts. The following tips are:

1. Use observation skills

Introverts are good at observing and listening to create innovative solutions. To be successful, start making it a habit to meet other people to ensure that you really stand out and have competence.

2. Leadership style

Sometimes, introverted leaders are misunderstood as people who don't want to work together and prefer to make their own decisions. This is not true. The introverted leader only needs their own time to reflect. Therefore, there are no misunderstandings, convey this clearly to the team members. Explain that you value their input, but you need time to consider before finally making a decision. Introverts may not be so good at talking or conveying thoughts directly. However, introverts can get around this by showing their performance in terms of both business and leadership. Build an image as someone who is competent, credible, and consistent.

3. Setting up points

Introverts usually need time to process information and think about what they want to say. This makes the opportunity to talk introverted tends to be overlooked in meetings that need a quick response. Try to get an agenda early so you can think of topics that will be discussed before the meeting. Write your thoughts and prepare the points you want to convey.

4. Make individual meetings or small meetings

Introverts get energy when they have their own time while extroverts get energy when they are around people. Both can be effective strategies, provided you know how to channel them appropriately. Make small meetings, for example at lunch with one or a number of team members. You can also make small meetings for leaders with introvert personalities so they can convey their thoughts clearly.

5. Leave space in large meetings

Make sure you don't compress too many agendas in one day or one week. Leave space between meetings and conferences so you can be more productive while enjoying your own time.

Details

One of the stereotypes in the professional world is that successful leaders are extroverted. Meanwhile, introverts are seen as weak leaders because of 'antisocial'. However, that does not mean they cannot succeed. A number of research results reveal, introverts also have a better chance of success than extroverts. The following tips are:

1. Use observation skills

Introverts are good at observing and listening to create innovative solutions. To be successful, start making it a habit to meet other people to ensure that you really stand out and have competence.

2. Leadership style

Sometimes, introverted leaders are misunderstood as people who don't want to work together and prefer to make their own decisions. This is not true. The introverted leader only needs their own time to reflect. Therefore, there are no misunderstandings, convey this clearly to the team members. Explain that you value their input, but you need time to consider before finally making a decision. Introverts may not be so good at talking or conveying thoughts directly. However, introverts can get around this by showing their performance in terms of both business and leadership. Build an image as someone who is competent, credible, and consistent.

3. Setting up points

Introverts usually need time to process information and think about what they want to say. This makes the opportunity to talk introverted tends to be overlooked in meetings that need a quick response. Try to get an agenda early so you can think of topics that will be discussed before the meeting. Write your thoughts and prepare the points you want to convey.

4. Make individual meetings or small meetings

Introverts get energy when they have their own time while extroverts get energy when they are around people. Both can be effective strategies, provided you know how to channel them appropriately. Make small meetings, for example at lunch with one or a number of team members. You can also make small meetings for leaders with introvert personalities so they can convey their thoughts clearly.

5. Leave space in large meetings

Make sure you don't compress too many agendas in one day or one week. Leave space between meetings and conferences so you can be more productive while enjoying your own time.