Leadership can be defined as the process of persuading (encourage) others to take steps towards a common goal (Locke & Associates, 1997). As Grimes (1978) and Hollander (1978) and Gibson et al. (1996) stated very big leadership role to motivate members of the organization at large memperbe energy to behave in an effort to achieve group goals. Tyson and Jackson (1992: 84) adds that while leadership can be defined as the influence that includes ongoing operations between leaders and followers, others consider that there are at least three conditions must be satisfied that management had happened to namely, (1) leaders must show the causes of things, (2) the relationship between leader behaviors and their effects should be observed, and (3) that changes in the actual changes in behavior and members of the organization in the results next leader as a result of action. This is reinforced by Stogdill (in Tyson and Jackson, 1999: 85) argues that some of the strongest factors leading personality of the followers, which may affect the behavior of followers.
Leadership category can be divided into three elements, namely:
- Leadership is a concept of relationships / connections (relational concept). This leadership exists only in relationships with others, as among the leaders with followers. If no followers, then there is no so-called leaders.
- Leadership is a process. To drive, leaders must do something. As has been studied by Gardner (1989), leadership is more than just a position of authority or authorities. Although the position of authority may very encouraging process of formal leadership, but simply hold that position is not enough to make someone a leader.
- Leadership must persuade others to take action. Leaders to persuade their followers elalui various ways, such as the use of legitimate authority, the creation of a model, giving rewards and punishment (reward and punishment), the restructuring of the organization and communicating a vision.
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Conflict in the general corporate environment must always happen. Live now how the conflict could become a medium for improving employee performance, especially in joint ventures. One way that can be taken in this matter is raised at least one neutral leader who respected and have sufficient authority within the company. Neutrality is shown by the absence of both the organizational relationship or interest between these leaders by their respective companies formed a joint venture as a outsider who is seen as more independent and free from conflict of interest. Outsider is expected to encourage objectivity in addition to a fresh perspective to the company. Not surprisingly, this outsider is usually selected based on competence and proven experience.
The existence of a neutral leader is not effective if not supported by a clear division of labor at every level, especially at the helm. For example, anyone who is in charge of formulating a joint venture strategy, responsible for risk management, finance and others. Division of labor as that is the basis in assessing the performance of which is usually conducted formally every year, the assessment which was one basis for granting rewards. Person’s performance in joint ventures are also monitored by the parent company where he was originally. Not rare, successful leaders in a joint venture company was withdrawn by the parent company to be promoted. Things like this certainly a big influence on joint ventures.
Financially, accountability in the joint venture also involves the institutions established by the independent auditor. This becomes even more important when there is to do with the transaction or transfer pricing that involves the parent company.
Key executives joint venture must be a ‘bridge’ to improve the quality of communication processes and aligning diversity. Forming a right chemistry, the working atmosphere based on the existence of openness, mutual understanding, adaptability, suitability and organizational trust culture. This process is followed up by accelerating the formation of internal & external relationships that can create lasting formulation of joint ventures.
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There are four characteristics of a successful entrepreneur and Dell has met these requirements. The second explanation follows a 4 series below.
Second, focus on product and customer; In the Company Tour at his official site, Dell explained:
• We make computers become easier as the function (We make computing easy. Like it should be.) Dell is a leader in Computer Systems Company. Dell to design, build, create products and provide satisfactory services in accordance with customer wishes. From the server, storage and professional services needed by large global companies to the customers at home. We do business directly to customers quickly and with confidence that we can do better than anyone else in this world.
• Direct connection we (Our direct connection). Dell to succeed at the height of the market maintain leasedership due to customer focus. Dell team worked hard to satisfy every customer’s desire by providing tolerance “standard of basic computer solutions” are very careful. We communicate directly with our customers in person via telephone or internet, so we can understand immediately what they need. This can make us effectively and efficiently deliver world-scale products and provide services that make our customers come back again.
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