Reni Rosari FE UGM
LEADERSHIP IN ORGANIZATIONS • mendeskripsikan pendekatan sifat dalam kepemimpinan dan
mengidentifikasikan karakteristikkarakteristik-karakteristik yang membedakan pemimpin yang sukses dari orang biasa (kebanyakan)
• membedakan dua bentuk dasar perilaku pemimpin: personperson-oriented dan productionproduction-oriented, oriented, menjelaskan bagaimana grid tarining membantu mengembangkannya
• menjelaskan model leaderleader-member exchange (LMX) dan pendekatan atribut (attributional (attributional approach) approach) kepemimpinan yang berkaitan dengan hubungan antara pemimpin dan pengikut
• menyimpulkan tentang teori LPC contingency dan teori kepemimpinan kepemimpinan
situational yang menjelaskan tentang hubungan antara gaya kepemimpinan kepemimpinan dan variabel situasional
• menjelaskan berbagai macam teknik yang digunakan untuk mengembangkan kepemimpinan di dalam organisasi
THE NATURE OF LEADERSHIP • LEADERSHIP: A WORKING DEFINITION Leader an individual within a group or an organization who wields the most influence over others Leadership the process whereby one individual influences other group members toward the attainment of defined group or organizational goals The key characteristics of the leadership process: • Leadership involves noncoercive influence • Leadership influence is goal directed • Leadership requires followers
Reni Rosari FE UGM
Reni Rosari FE UGM
The Leadership Process: A Summary Leadership is a process in which one person, the leader, influences a follower in a noncoercive manner to attain a goal
• LEADERS VERSUS MANAGERS: A KEY DISTINCTION - AT LEAST IN THEORY Establish Org’l mission
LEADER
noncoercive influence
FOLLOWER
attains
GOAL
Formulate strategy for implementing mission
Increased people commitment & effort toward the mission & strategy
Implement org’l strategy through others
Manager’s role
Leader’s role Leaders and Managers: Distinguishing their roles
• Leadership influencing
employees to voluntarily pursue organizational goals Reni Rosari FE UGM
Leaders - responsible for establishing an organizational mission Managers - responsible for implementing that mission through others The intermediate steps (i.e. formulating a strategy for the mission, increasing people;s commitment toward it) tend to be performed by either leaders or managers. These overlapping function blur the distinction between leaders and managers in actual practice
A framework for studying Leadership
Management PLANNING AND BUDGETING setting goals for the future, allocating resources to accomplish their plans.
ORGANIZING AND STAFFING organizing structure, delegating, monitoring system for implementation
CONTROLLING AND PROBLEM SOLVING
Leadership ESTABLISHING DIRECTION developing a vision, strategies for implementing vision
ALIGNING PEOPLE communicating direction to those who are committed about the vision
MOTIVATING AND INSPIRING
The leader’s traits
The leader’s behavior
Abilities
Person oriented
Personality
Initiating structure
Motivation
Task oriented
Consideration Transactional Transformational
Effective results Production Quality Efficiency Flexibility Satisfaction
Situational variables Followers’ needs Task structure
Competitiveness Development Survival
Position power Leader-follower trust Group readiness
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Reni Rosari FE UGM
Yukl’s Overarching Model • TRAITS THAT APPEEAR TO IDENTIFY LEADERS Leader traits and skills Managerial motivation Self confidence Energy level Emotional maturity Technical skills Human relation skills Conceptual skills
Leader Behavior
Intervening variables
Task oriented
Subordinate effort and commitment
End Result variables
Group maintenance
Subordinate skills
Group performance
Attempts to influence subordinates
Task-role organization
Goal attainment
Group cohesiveness and teamwork
Group capability
Representative behavior
Subordinate role clarity
Physical attributes
Member psychological health and growth
Leader relations Leader power
Support services and resources
Expert Referent
Exogenous situational variables
Legitimate
Task characteristics and technology
Reward
Scope of formal authority
Upward
Legal-politics constraints
Lateral
Environmental forces
– ABILITY: Interpersonal skill, cognitive skill, technical skill, persuasiveness – PERSONALITY: Energy level, stress tolerance, selfself-confidence, emotional maturity, integrity – MOTIVATION: Socialized power orientation, strong need for achievement, & weak need for affiliation
• THE BEHAVIORS OF EFFECTIVE LEADERS – JOB CENTERED AND EMPLOYEE CENTERED LEADERSHIP – INITIATING STRUCTURE AND CONSIDERATION LEADERSHIP – TRANSACIONAL AND TRANSFORMATIONAL LEADERSHIP
• THE EFFECTS OF SITUATIONAL DIFFERENCES – CONTINGENCY LEADERSHIP MODEL
Reni Rosari Subordinate needs, values, personality FE UGM
THE TRAIT APPROACH TO LEADERSHIP: HAVING THE RIGHT STUFF
• THE GREAT PERSON THEORY the view that leaders possess special traits that set them apart from others and that these traits are responsible for their assuming positions of power and authority
• WHAT ARE CHARACTERISTICS OF GREAT LEADERS? – Leadership motivation
• Personalized power motivation • Socialized power motivation
– Flexibility – Multiple domains of intelligence
• Cognitive intelligence • Emotional intelligence • Cultural intelligence
THE TRAIT APPROACH TO LEADERSHIP: the idea that people become leaders cause of the special traits they possess Characteristics of successful leaders TRAIT/ CHARACTERISTIC Drive Honesty & integrity Leadership motivation SelfSelf-confidence Cognitive ability Knowledge of the business Creativity Flexibility
DESCRIPTION Desire for achievement, ambition, high energy, tenacity, & initiative Trustworthy, reliable, & open Desire to influence others to reach shared goals Trust in own abilities Intelligence,ability to integrate & interpret large amount of information Knowledge of industry & relevant tech’ tech’l matters Capacity to come up with original ideas Ability to adapt to needs of followers & the situation
Reni Rosari FE UGM
LEADERSHIP BEHAVIOR: WHAT DO LEADERS DO?
• PARTICIPATIVE VS AUTOCRATIC LEADERSHIP BEHAVIORS
– The autocraticautocratic-delegation continuum model – The twotwo-dimensional model of subordinate participation
• PERSONPERSON-ORIENTED VS PRODUCTIONPRODUCTION-ORIENTED
• PARTICIPATIVE & AUTOCRATIC LEADERSHIP BEHAVIORS • The AutocraticAutocratic-Delegation Continuum Model Autocratic Decision (Leader is not influenced by others)
Delegation Less participative
More participative
(Leader permits others to make decisions)
Consultation & Joint Decision
LEADERS
• DEVELOPING SUCCESSFUL LEADERSHIP BEHAVIOR: GRID TRAINING
• The twotwo-Dimensional Model of Subordinate Participation – – – –
The directive autocrat The permissive autocrat The directive democrat The permissive democrat
Reni Rosari FE UGM
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Reni Rosari FE UGM
• The twotwo-Dimensional Model of Subordinate Participation .
Are subordinate permitted to participate in making decision? Are subordinates told exactly how to do their jobs?
YES (Democratic)
YES (Directive)
NO (Autocratic)
Directive democrat
Directive autocrat
(makes dec. dec. participatively, participatively, closely supervise subordinates)
NO (Permissive)
(makes dec. dec. unilaterally; closely closely supervise subordts) subordts)
Permissive democrat
Permissive autocrat
(makes dec. dec. participately,gives subordinates latitude in carrying out their work)
(makes dec. dec. unilaterally, gives subordinates subordinates latitude in carrying out their work)
• PERSONPERSON-ORIENTED & PRODUCTIONPRODUCTION-ORIENTED LEADERS – INITIATING STRUCTURE (PRODUCTION -ORIENTED): Activities by a leader to enhance productivity/task performance. – CONSIDERATION (PERSON(PERSON-ORIENTED): Actions by a leader that demonstrate concern with the welfare of subordinates & establish positive relations with them.
High Low concern for production & High concern for people
High concern for production & High concern for people
Low
High
Low concern for production & low concern for people
High concern for production & low concern for people
Low
LEADERS AND FOLLOWERS
• DEVELOPING SUCCESSFUL LEADER BEHAVIOR:
• THE LEADERLEADER-MEMBER EXCHANGE (LMX) MODEL: THE
GRID TRAINING 1,9 pattern Country club mgt
9
9,9 pattern
8
Team management the ideal style
7 6
5,5 pattern Middle-of-theroad mgt
5 4 3 2
• THE CHALLENGE OF LEADING WORK TEAMS
– The role of leaders in selfself-managed work teams – Grassroots leadership: an approach to leadership that turns the traditional management hierarchy upside down by empowering people to make their their own decisions
• THE ATTRIBUTION APPROACH: LEADERS’ LEADERS’ EXPLANATIONS
1
9,1 pattern 1,1 pattern Impoverished mgt
IMPORTANCE OF BEING IN THE “IN GROUP” GROUP”
a theory suggesting that leaders form different relations with various various subordinates and that their nature can exert strong effects on subordinates subordinates’’ performance and satisfaction
1 9
2
3
4
5
6
7
8
Task management
OF FOLLOWERS’ FOLLOWERS’ BEHAVIOR
the approach to leadership that focuses on leaders’ attributions of followers’ performance-that is, their perceptions of its underlying causes Reni Rosari FE UGM
The LeaderLeader-Member Exchange (LMX Model) • This model is based on the idea that one of two
distinct types of leaderleader-member exchange relationships evolve, and these exchanges are related to important work outcomes. – inin-group exchange: a partnership characterized by mutual trust, respect and liking – outout-group exchange: a partnership characterized by a lack of mutual trust, respect and liking
CHANGECHANGE-ORIENTED LEADERSHIP: FUTURE VISIONS
• CHARISMATIC LEADERSHIP: That “Something Special” Special”
– Qualities of Charismatic Leaders: self-confidence, a vision, extraordinary behavior, recognized as agents of change, environmental sensitivity – Reactions to Charismatic Leaders • Performance levels beyond what would normally be expected • High levels of devotion, loyalty, and reference toward the leader • Enthusiasm for and excitement about the leader and his/her ideas – The Effects of Charismatic Leadership Æ dramatic effects on the behavior of their followers – Are Charismatic Leaders always needed
• tend to be needed most during some crisis
– The Liabilities of Charismatic Leaders
• people’s reactions toward them tend to be highly polarized
Reni Rosari FE UGM
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Reni Rosari FE UGM
CHARISMATIC LEADERSHIP Charismatic Leadership Charisma: gift (Greek) Æ It is combination of charm and personal magnetism that contribute to a remarkable ability to get other people to endorse your vision and promote it passionately
Two types of Charismatic Leadership Visionary leadership Crisis based charismatic leaders
CHARISMATIC LEADERSHIP Attributes of Charismatic Leaders Develop visionary thinking Communicating the vision Conviction Extraordinary behaviors Develop self confidence
Reni Rosari FE UGM
Reni Rosari FE UGM
• TRANSFORMATIONAL LEADERSHIP: LEADERSHIP: Beyond Charisma – Characteristics of Transformational Leaders • Intellectual stimulation (help followers to recognize problems & solutions)
• Individualized consideration (leaders give followers the
support, encouragement, & attention to perform well), • Inspirational motivation (clearly communicate the importance of the company’s mission & rely on symbols, such as slogans)
– Profile of Transformational Leader – Measuring Transformational Leadership and Its Effect • Multifactor Leadership Questionnaire
Ciri-Ciri Pemimpin Transformasional Idealized influence: memberi visi dan sense of mission, menjadi role models, menanamkan rasa bangga pada organisasi, mendapatkan respek, dikagumi dan dipercaya Inspirational motivation: mengkomunikasikan ekspetasi tinggi, memberi tantangan, menunjukkan antusiasme dan optimisme, menggunakan berbagai simbol untuk memfokuskan upaya, mengekspresikan tujuan penting dengan cara-cara sederhana. Intellectual stimulation: menstimulasi kreativitas dan daya inovatif bawahan, menyajikan berbagai cara baru untuk memecahkan masalah, mendorong bawahan untuk mengungkapkan gagasan dan mencoba pendekatan baru. Individualized consideration: memberikan perhatian personal, bertindak sebagai coach atau mentor, memperlakukan karyawan sebagai individual. Reni Rosari FE UGM
TRANSACTIONAL LEADER KHARISMA ENVISIONING
ENERGIZING
ING NGARSO SUNG TULODO
ING MADYO MANGUN KARSO
Reni Rosari FE UGM
A memahami tugas B
A memahami kebutuhan B
ENABLING
A mampu menjelaskan kepada B tugas tersebut
A mampu membuat B mengerti bahwa jika B melaksanakan tugasnya, kebutuhannya akan terpenuhi
TUT WURI HANDAYANI
B mengerti tugasnya dan yakin dapat melakukan tugas itu
B mengerti bhw kebutuhannya akan terpenuhi jika B melaksanakan tugas yang diinginkan A
timbul motivasi dan B melakukan tugasnya sesuai harapan A Reni Rosari FE UGM
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Reni Rosari FE UGM
TRANSFORMATIONAL LEADER
Skills yang harus dikuasai oleh seorang Transactional Leader:
Kharisma Kemampuan menguasai tugas bawahan: learning skill Kemampuan menyampaikan pesan Kemampuan memahami kebutuhan bawahan (listening skill & non verbal message) Kemampuan mempersuasi bawahan Mengidentifikasi wewenang (power) yang ia miliki
Inspirasi
Stimulasi Intelektual
Hub. Pribadi
Transactional Leader
Motivasi meningkat
Hasil sesuai harapan
Hasil melebihi harapan
Reni Rosari FE UGM
Reni Rosari FE UGM
Skills yang harus dikuasai oleh seorang Transformational Leader:
CONTINGENCY THEORIES OF LEADER EFFECTIVENESS
• LPC CONTINGENCY THEORY: MATCHING LEADERS AND TASKS
Kemampuan mengembangkan pribadi yang dibutuhkan seseorang untuk menghasilkan karya yang prima:Fisik, Sosial/Emosional, Mental, Spiritual Imajinasi (kreativitas & inovasi) Kemampuan persuasi Pemahaman terhadap budaya yang mendukung perubahan Memotivasi Menjalin hubungan pribadi Manajemen perubahan
• SITUATIONAL LEADERSHIP THEORY: ADJUSTING LEADERSHI THEORY STYLE TO THE SITUATION
• PATH GOAL THEORY: LEADERS AS GUIDE TO VALUED GOALS
• NORMATIVE DECISION THEORY: THE RIGHT TIIME FOR EMPLOYEE PARTICIPATION
• SUBSTITUTES FOR LEADERSHIP: WHEN LEADERS ARE SUPERFLUOUS
Reni Rosari FE UGM
Reni Rosari FE UGM
Situational Control
High Control Situations
Moderate Control Situations
Low Control Situations
LeaderLeadermember relations Task Structure
Good
Good
Good
Goo d
Poor
Poor
Poor
Poor
High
High
Low
Low
High
High
Low
Low
Position Power
Strong
Weak
Strong
Wea k
Stron g
Weak Stron g
Situation
I
II
III
IV
V
VI
VII
Wea k VIII
Hersey and Blanchard’ Blanchard’s Situational Leadership Theory Leader Behavior
Relationship Behavior (supportive behavior)
Representation of Fiedler’ Fiedler’s Contingency Model
High
Low
Participating S3 Share ideas and facilitate in decision making
Selling S2 Explain decisions and provide opportunity for clarification
Delegating S4 Turn over responsibility for decisions and implementation
Telling S1 Provide specific instructions and closely supervise performance
Task Behavior
Low Optimal Leadership Styles
Task-motivated leadership
RelationshipMotivated Leadership
TaskMotivated Leadership
R4
Moderate R3
Low R2
Follower-Directed
Reni Rosari FE UGM
High
Follower Readiness High
R1 Leader-Directed
Reni Rosari FE UGM
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Reni Rosari FE UGM
House’ House’s Revised PathPath-Goal Theory Employee Characteristics Locus of control
Leader Behaviors
Task ability Need for achievement
Path-goal clarifying
Experience
Achievement oriented
Need for clarity
Work facilitation
Leadership Effectiveness
Supportive
Employee motivation
Interaction facilitation
Employee satisfaction Employee performance
Group oriented-
networking Value based
QR
Quality Requirement
CR
Commitment Requirement
LI
Leader’s Information
ST
Problem Structure
Environmental Factors
Commitment Probability
GC
Goal Congruence
CO
Subordinate Conflict Subordinate Information
SI
Work-unit performance
Task structure
H
QR
LEADERSHIP DEVELOPMENT: BRINGING OUT THE LEADER WITHIN YOU
• 360360-DEGREE FEEDBACK • NETWORKING • EXECUTIVE COACHING • MENTORING • JOB ASSIGNMENT • ACTION LEARNING
s Ye
LI
gh
No
igh
Low
ST
Low High
No
AI Yes
GC
No
GC
Yes
GC
ST
CO
GC
Yes
GII SI Yes No
No
Yes No
CP
CP
LI CR
Yes No
No
CR Lo w
Work group dynamics
Reni Rosari FE UGM
Hi
AI, AII: autocratic CI, CII : consultative GII : joint decisions of the leader and group CP
CP
Leader acceptance
decision making Representation and
• NORMATIVE DECISION THEORY: THE RIGHT TIME FOR EMPLOYEE PARTICIPATION
No Yes
No s Ye
No CO
SI
No Yes
No
Yes
No
Yes CP
Yes No
CII GII CII AII CI CII AI GII
Personal Attributes for the 21st Century Leaders has a creative vision for the organization is emotionally mature has a firm grasp of technology and its implication for society thinks strategically and politically is disciplined and fair has achieved a work/life balance welcome divergent views but is tough and decisive when necessary copes well during times of extreme change, pressure and uncertainty tells the truth
Reni Rosari FE UGM
ISUISU-ISU KONTEMPORER DALAM KEPEMIMPINAN • Apakah pria dan wanita memimpin secara • • • •
berbeda? berbeda? Memimpin lewat pemberian kekuasaan (empowerment) empowerment) Trend keperilakuan (followership) followership) Variabel tambahan: tambahan: Budaya nasional Pendekatan dasar biologis dalam kepemimpinan
LEADERSHIP: NEWER CONCEPTS AND APPLICATIONS The effective Leadership for tomorrow's organizations will be built around three dimensions: • processing knowledge ~ knowledge is the basis of competitive advantage; finding and disseminating knowledge becomes a key role for a leader • Building trust ~ the more reciprocal trust there is, the more information is likely to be shared and the higher the quality the information is likely to be • Using power sensitively~ appropriately exercising power along a continuum ranging from commanding through consulting, concurring, and consigning Reni Rosari FE UGM
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