20/06/2014
What Do You mean by leadership
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What Do You mean by leadership
[email protected] http://johannessimatupang.wordpress.com
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20/06/2014
BATASAN KEPEMIMPINAN: LINGKUP DEFINISI 1. 2. 3. 4. 5. 6. 7. 8.
Proses atasan mempengaruhi bawahan ke arah yang diinginkan Mengarahkan dan berkordinasi dengan anggota team Mebina hubungan dengan yang lain ke arah yang diinginkan Proses mempengaruhi dan mengorganisir ke arah pencapaian tujuan Tindakan penggunaan sumberdaya menciptakan kesempatan Menciptakan kondisi dimana ke arah yang efektif Mencapai hasil dari tindakan orang lain Bentuk kompleks menyelesaikan masalah
DISTINCTIONS BETWEEN MANAGERS AND LEADERS Leaders
Managers
Innovate Develop Inspire Take the long-term view Ask what and why Originate Challenge the status quo.
Administer
Maintain Control Have a short-term view Ask how and when Imitate
Accept the status quo
LEADERSHIP DEFINED CONTINUED
Directing and coordinating the work of group members (Fiedler, 1967). An interpersonal relations in which others comply because they want to, not because they have to (Merston, 1969, Hogan, Curphy, & Hogan, 1994). Transforming followers, creating visions of the goals that may be attained, and articulating for the followers the ways to attain those goals (Bass, 1985; Tichy & Devanna, 1986).
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LEADERSHIP DEFINED CONTINUED The process of influencing an organized group toward accomplishing its goals (Roach & Behling, 1984). Actions that focus resources to create desirable opportunities (Campbell, 1991). The leader’s job is to create conditions for the team to be effective (Ginnett, 1996.)
FAKTA TENTANG KEPEMIMPINAN 1.
2.
Leadership is both a science and Art . Any fool can keep a rule. Gode gave him a brain to know when to break the rule. Leadership is both rational and emotional. A democracy cannot follow a leader unless he is dramatized. A man to be a hero must not content himself with heroic virtues and anonymous action. He must talk and explain as he acts drama.
MITOS KEPEMIMPINAN 1.
2. 3.
Good leadership is all common Sense. Menjadi pemimpin lebih dari sekedar memahami hal-hal yang umum, tapi juga sesuatu yang dapat menyelesaikan masalah. Leaders are born, not made The only scholl you learn leadership from is school of hard knocks
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INTERAKSI MENGANALISIS KEPEMIMPINAN Leader
Personality, position, experties, ect.
Followers Situation Values, nrm, cohesiveness, etc.
Task, stress, environment, etc.
E.P. Hollander; Leadeershio Dynamics
KERANGKA INTERAKSI 1. 2.
3.
Tiga unsur kepemimpinan: leadr, follower, and situation Skenario kepemimpinan dapat dilihat dari tiga interaksi, bahkan dengan memberikan penekanan kepada salah satu unsur. Kepemimpinan produk dari interaksi yang bersifat kompleks.
LEADER 1. 2. 3.
Sebagai individu apa yang dibawanya, melekat padanya. Pemimpin tidak sama, tapi menjadi pemimpin yang efektif membagikan apa yang Bagaimana pemimpin memperoleh statusnya, apakah diangkat atau dipilih membawa respon yang berbeda diantara pengikut. . I must follow the people Am I not their leader? Benjamin Diraeli, 19th century British Prime Minister
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FOLLOWER 1. 2.
3.
Sebagai individu apa yang dibawanya, melekat padanya. Pemimpin tidak sama, tapi menjadi pemimpin yang efektif membagikan apa yang Bagaimana pemimpin memperoleh statusnya, apakah diangkat atau dipilih membawa respon yang berbeda diantara pengikut. . The crowd will follow the leader who marches twenty steps in advance, but if he is a thousand steps in front of them, they do not see and do not follow him. George Branders
STYLE PENGIKUT 1. 2. 3. 4.
5.
Allienated follower, selalu menceritakan hal negatif tentang organisasi Conformist followers orang yang selalu mengatakan ya terhadap organisasi. Pragmatist followers jarang berkomitmen, tapi memilih tidak membuat gejolak. Passive followers, mengharapkan arah yang konstan, pemimpin bis amelihat mereka sebagai pemalas, tidak kompeten atau bodoh Exemplary followers konsnsten mempertimbangkan pemimpin dan teman, independen, inovatif, dan siap bekerja lebih superior.
FOLLOWER TRAITS THAT INFLUENCE THE LEADERSHIP PROCESS Expectations Personality Maturity Competency levels
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FOLLOWER TRAITS THAT INFLUENCE THE LEADERSHIP PROCESS, CONTINUED Motivation Number of followers Trust and confidence
FOLLOWERS CAN MAKE A BIGGER CONTRIBUTION BY: Being more proactive in solving organizational problems. Becoming better skilled at “influencing upward.” Staying flexible and open to opportunities.
HOW LEADERS INTERACT WITH FOLLOWERS Create environments where followers’ innovations and creative contributions are welcome. Encourage growth and development in followers. Interested in the big picture of followers’ work.
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HOW LEADERS INTERACT WITH FOLLOWERS, CONTINUED
Motivate followers through more personal and intangible factors. Redefine the parameters of tasks and responsibilities. Change situations rather than just optimize their group’s adaptation to it.
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