{"id":15953,"date":"2024-02-12T09:00:53","date_gmt":"2024-02-12T06:00:53","guid":{"rendered":"https:\/\/www.kariyer.net\/ik-blog\/?p=15953"},"modified":"2024-08-13T14:25:10","modified_gmt":"2024-08-13T11:25:10","slug":"carpan-lider-nedir-liderlerdeki-hangi-5-ozellik-carpan-etkisi-yaratir","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/ik-blog\/carpan-lider-nedir-liderlerdeki-hangi-5-ozellik-carpan-etkisi-yaratir\/","title":{"rendered":"\u00c7arpan lider nedir? Liderlerdeki hangi 5 \u00f6zellik \u00e7arpan etkisi yarat\u0131r?"},"content":{"rendered":"

G\u00fcn\u00fcm\u00fcz\u00fcn de\u011fi\u015fen i\u015f d\u00fcnyas\u0131nda, bir liderden beklenen \u00f6zellikler de pek tabii de\u011fi\u015fti. Geleneksel y\u00f6netim anlay\u0131\u015f\u0131n\u0131n d\u0131\u015f\u0131nda, art\u0131k etkili bir lider say\u0131labilmenin farkl\u0131 kriterleri var. \u00c7al\u0131\u015fan Ba\u011fl\u0131l\u0131\u011f\u0131 Dan\u0131\u015fman\u0131 Bertay Fi\u015fek\u00e7i, bu noktada “\u00c7arpan liderlik” kavram\u0131na bak\u0131n nas\u0131l dikkat \u00e7ekiyor?<\/strong><\/p>\n

Liz Wiseman, \u201c\u00c7arpan Etkisi\u201d (Multipliers) adl\u0131 kitab\u0131nda \u00e7arpan etkisi yaratan liderler<\/strong> ile azaltan liderleri<\/strong> incelemi\u015f ve b\u00fcy\u00fck bir ara\u015ft\u0131rman\u0131n sonu\u00e7lar\u0131n\u0131 payla\u015fm\u0131\u015f. Ben de bu yaz\u0131da \u201c\u00c7arpan Lider\u201d ve \u201cAzaltan Lider\u201d kavramlar\u0131n\u0131 tan\u0131mlay\u0131p, “\u00c7arpan Liderlerin” 5 temel \u00f6zelli\u011fini payla\u015fmak istiyorum.<\/p>\n

Tahmin edebilece\u011finiz gibi \u201c\u00e7arpan\u201d veya \u201cazaltma\u201d etkisi, liderlerin ekiplerinin performans\u0131n\u0131 ve potansiyelini ortaya \u00e7\u0131karabilme becerilerini anlatmak i\u00e7in kullan\u0131l\u0131yor. Baz\u0131 liderler ekiplerinin potansiyellerini g\u00f6r\u00fcp, onlara imkan ve alan yarat\u0131p, bu potansiyellerini ortaya \u00e7\u0131karmalar\u0131na destek olurken; di\u011fer taraftan \u201cBen her \u015feyi bilirim\u201d yakla\u015f\u0131m\u0131nda olan liderler, ekiplerinin yapabileceklerinden de \u00e7ok daha az\u0131n\u0131 yapmalar\u0131na, mutsuz olup ayr\u0131lmalar\u0131na, var olan yeteneklerini bile organizasyonun hedefleri i\u00e7in kullanamamalar\u0131na sebep oluyorlar.<\/p>\n

Bu iki u\u00e7taki liderlik davran\u0131\u015flar\u0131n\u0131 \u015f\u00f6yle bir tablo ile a\u00e7\u0131klamak isterim;<\/p>\n\n\n\n\n\n\n\n\n
<\/td>\nAzaltan Lider<\/strong>
\n(Ben olmadan bu i\u015f \u00e7\u00f6z\u00fclmez)<\/strong><\/td>\n		\u00c7arpan Lider<\/strong>
\n(Ekip, bu i\u015fin bir yolunu bulur)<\/strong><\/td>\n<\/tr>\n
Yetenek Y\u00f6netimi<\/strong><\/td>\nKullan<\/td>\nGeli\u015ftir<\/td>\n<\/tr>\n
Hatalara Yakla\u015f\u0131m<\/strong><\/td>\nSu\u00e7la<\/td>\nAra\u015ft\u0131r<\/td>\n<\/tr>\n
Y\u00f6n G\u00f6sterme<\/strong><\/td>\n\u0130fade et<\/td>\nMeydan oku<\/td>\n<\/tr>\n
Karar verme<\/strong><\/td>\nKarar ver<\/td>\nDan\u0131\u015f<\/td>\n<\/tr>\n
\u0130\u015flerin yap\u0131lma bi\u00e7imi<\/strong><\/td>\nKontrol et<\/td>\nDestek ol<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

 <\/p>\n

Kitapta y\u00fczlerce liderin davran\u0131\u015flar\u0131n\u0131n ara\u015ft\u0131r\u0131lmas\u0131ndan, ekipleriyle konu\u015fulmas\u0131ndan sonra \u00c7arpan Liderlerin en temel be\u015f \u00f6zelli\u011fi \u015f\u00f6yle listelenmi\u015f;<\/p>\n

Yetenekleri \u00e7eker ve potansiyeli ortaya \u00e7\u0131kar\u0131r<\/strong><\/h2>\n

\u00c7arpan liderin ekibinde insanlar kendilerini bulabildikleri gibi bazen fark\u0131nda olmad\u0131klar\u0131 farkl\u0131 becerilerine de ula\u015fma imkan\u0131 bulurlar. \u00c7arpan lider ekibi d\u0131\u015f\u0131ndaki yetenekleri \u00e7eker, \u015firketine de yetenekler kazand\u0131r\u0131r. \u00c7arpan liderle \u00e7al\u0131\u015fanlar kariyerlerinde ilerleme, sorumluluk art\u0131\u015f\u0131 ve eyleme ge\u00e7me cesareti bulurlar.<\/p>\n

\u00c7al\u0131\u015fanlar\u0131n zekalar\u0131n\u0131 kullanabilecekleri bir ortam yarat\u0131r<\/strong><\/h2>\n

\u00c7arpan liderin \u00e7al\u0131\u015fma bi\u00e7imi, \u00e7al\u0131\u015fanlar\u0131 sorun \u00e7\u00f6zmeye zorlayan ve potansiyellerine meydan okuyan bir ortam yarat\u0131r. \u00c7arpan liderlere \u201c\u00f6zg\u00fcrle\u015ftirici\u201d de diyebiliriz. Bu ortam \u201cyumu\u015fak\u201d bir ortam de\u011fildir ve insanlar\u0131n yapabileceklerini ortaya \u00e7\u0131karmaya d\u00f6n\u00fck bir tasar\u0131mdad\u0131r. Bu ortam hem \u201czorlay\u0131c\u0131\u201d hem \u201crahat\u201d hissettirebilir; zira \u00e7arpan lider korkuyu ve mikro y\u00f6neticili\u011fi ortadan kald\u0131ran ve insanlar\u0131n en iyi d\u00fc\u015f\u00fcncelerini ortaya koyabilecekleri ve bunu eyleme d\u00f6n\u00fc\u015ft\u00fcrebilecekleri bir ortam sunar.<\/p>\n

Meydan okumay\u0131 b\u00fcy\u00fct\u00fcr<\/strong><\/h2>\n

\u00c7arpan lider, s\u00fcrekli ekibe meydan okur. Bu \u201ci\u015flerin \u00e7\u00f6z\u00fcm\u00fc\u201d, \u201cdaha iyi bir yol bulunmas\u0131\u201d, \u201cd\u00fc\u015f\u00fcn\u00fclmeyenin d\u00fc\u015f\u00fcn\u00fclmesi\u201d konular\u0131nda talepk\u00e2r bir yakla\u015f\u0131md\u0131r. \u00c7arpan lider, kendini ve ekibini s\u00fcrekli daha iyisi i\u00e7in olumlu bir yakla\u015f\u0131mda tutar. \u0130nsanlar \u00e7ok daha fazlas\u0131n\u0131n ve iyisinin yap\u0131labilece\u011fine inan\u0131r ve buna g\u00f6re davranma alan\u0131 bulurlar.<\/p>\n

Kararlar\u0131 tart\u0131\u015farak al\u0131r<\/strong><\/h2>\n

\u00c7arpan lider, ekip i\u00e7inde daha iyi \u00e7\u00f6z\u00fcmlerin ortaya \u00e7\u0131kabilmesi i\u00e7in sa\u011fl\u0131kl\u0131 tart\u0131\u015fma ortam\u0131n\u0131n yarat\u0131c\u0131s\u0131 ve koruyucusudur. Gerekli t\u00fcm bak\u0131\u015f a\u00e7\u0131lar\u0131n\u0131n ifade edilmesini ve tart\u0131\u015f\u0131lmas\u0131n\u0131 te\u015fvik eder. \u0130nsanlar kendi g\u00f6r\u00fc\u015flerinin karar s\u00fcrecindeki etkisini ve tart\u0131\u015farak ilerleyebildiklerini g\u00f6rd\u00fcklerinde, t\u00fcm y\u00f6netim bi\u00e7imine de daha g\u00fcven duyarlar.<\/p>\n

Sahiplenme ve hesap verilebilirlik yarat\u0131r<\/strong><\/h2>\n

\u00c7arpan liderler, y\u00fcksek beklentileri talep edip, bunlar\u0131n ger\u00e7e\u011fe d\u00f6nece\u011fi bir ortam yaratarak i\u015f sonu\u00e7lar\u0131n\u0131 iyile\u015ftirirler. Ba\u015far\u0131 i\u00e7in kaynaklar\u0131 sunan bir yat\u0131r\u0131mc\u0131 gibi konum alabilirler. Do\u011fru delegasyon<\/a><\/strong> yapt\u0131k\u00e7a ekibin i\u015fi sahiplenmesini sa\u011flar, herkesin hesap verebilir olmas\u0131n\u0131 g\u00f6zetirler.<\/p>\n

Siz hangi tarafa daha yak\u0131ns\u0131n\u0131z?<\/p>\n

\"\"<\/a>Konuk Yazar:<\/strong>\u00a0Bertay Fi\u015fek\u00e7i \/\u00c7al\u0131\u015fan Ba\u011fl\u0131l\u0131\u011f\u0131 Uzman\u0131<\/div>\n
<\/div>\n
Yazara ait di\u011fer yaz\u0131lar\u0131 okumak i\u00e7in\u00a0buraya<\/a>\u00a0t\u0131klayabilirsiniz!<\/strong><\/div>\n

 <\/p>\n\n

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G\u00fcn\u00fcm\u00fcz\u00fcn de\u011fi\u015fen i\u015f d\u00fcnyas\u0131nda, bir liderden beklenen \u00f6zellikler de pek tabii de\u011fi\u015fti. Geleneksel y\u00f6netim anlay\u0131\u015f\u0131n\u0131n d\u0131\u015f\u0131nda, art\u0131k etkili bir lider say\u0131labilmenin farkl\u0131 kriterleri var. \u00c7al\u0131\u015fan Ba\u011fl\u0131l\u0131\u011f\u0131 Dan\u0131\u015fman\u0131 Bertay Fi\u015fek\u00e7i, bu noktada “\u00c7arpan liderlik” kavram\u0131na bak\u0131n nas\u0131l dikkat \u00e7ekiyor? Liz Wiseman, \u201c\u00c7arpan Etkisi\u201d (Multipliers) adl\u0131 kitab\u0131nda \u00e7arpan etkisi yaratan liderler ile azaltan liderleri incelemi\u015f ve b\u00fcy\u00fck […]<\/p>\n\n

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