be the ideal leader.docx
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Be the Ideal Leader
Being a leader is not an easy case though basically every person is a leader, at least to
lead himself/herself. The heaviest duty of leader is he/she must bear a big responsibility and be a
shining example of the people who are leaded by him/her.
Not a few leaders who failed in their duties and not a few leaders who are very well liked
and respected because it manages to be a role model for many people.
How to become a good leader? Here are some tips
1. A leader must be charismatic and decisive.
Authoritative and assertive are characteristics of a leader that is firm and
straightforward. Assertive does not mean authoritarian. For a leader, this
assertiveness is absolutely necessary because of the firmness of a subordinate
leaders will be able to assess its leader.1 Assertiveness is also required to enforce
the rules that have been prepared to set everything goes according to the current
operating standards.
2. Focusing on the work order and carried on a mission in accordance with the goal.2
Being a leader should be focus and responsible to the job that has been endured. A
leader must continuously contribute towards its goal of a better and has priority to
the emergence of a variety of interests. Teamwork will be very influential and
helpful in realizing the achievement of objectives.
3. A leader must have a clear vision and mission as a handle in determining the
direction of leadership.
The vision and mission are owned by a leader will be a picture for subordinates
regarding the achievement of objectives that have been defined.3 Of course, that
the subordinates know the mission and vision must be submitted and clearly
spelled out. The vision and the mission should be realized that the written words
are not just a series of beautiful words which combined to be sentences, but this is
the vision and mission achievement benchmark leader.
1 . David J. Schwartz, Berpikir dan Berjiwa Besar,(Jakarta:Binarupa Aksara, Bahasa Indonesia),1996, hal 168
2 ibid hal 262
3 ibid hal 348
PUTRA DIAN KHARISMA IVADA 6C 1111014000113
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4. Humility is an attitude that favored but still adheres to the rules.4
Good leaders sometimes have to listen to the people they lead, so no one leader
give wrong policy and cannot be understood by subordinates and the edges are
not adhered to. A leader will know in detail what problems are happening to the
people they lead when he works immediately to deal with subordinates, so that
reports that he received a report directly from the people they lead.
5. Leader should find solution to the problem.
Being a leader must think to look for a solution of any problems that occur.5 Not
to be slow but should be careful. It is sometimes very difficult to understand the
people who led, because of the work looks slow and take a stand on the issue is
being searched for a solution, but nevertheless it should still run as good as
possible.
6. Leader must be rational.
Being a leader should have to think rationally which does not use the mystical
thought. Our president, Susilo Bambang Yudhoyono, said that mysticism makes
people lazy, not resilient and mentally tough.6 The mental reflect mystical thought
people who do not want to work hardly, do not want to plan and just expect a
solution of the supernatural.
7. Leader must be objective.
Leaders must make decisions actually taken in an objective, systematic, and free
from the 'whisperings'.7 Leaders should not be mistaken receive and process the
information which is acquired. No matter how much team work, but most need to
be heard in decision-making, a leader must still obey the voice of his heart.
Being an ideal leader is not easy and instant, but it is a serious work and continues the
development frame works well. Leaders are born of a good coaching process, certainly much
better than the leader who was born in an instant because of the popularity, proximity andheredity etc
4 .Sidratahta Mukhtar, HmI&Kekuasaan, (Jakarta: Prestasi Pustaka), 2006, hal 79
5. Dr. Dino Patti Djalal, HARUS BISA! Seni Memimpin a’ la SBY, hal 141
6 ibid ,hal 124
7 ibid , hal 272
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