5045236-4-TEORI-MODEL-KEPIMPINAN

8/7/2019 5045236-4-TEORI-MODEL-KEPIMPINAN

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TEORI & MODEL

KEPIMPINAN



Definition

Leadership is a complex process having

multiple dimensions.

Defined in terms of group processing,

personality, behavior and power.

An instrument of goal achievement.

A process in which an individual

influences other individuals toachieve one or more goals.

Relationship of leader and followers.



C haracteristics

Innate or inborn traits vs. learned

behaviors.

Assigned vs. emergent position of leadership.

Position power vs. personal power

C oercion with threats vs. positivemotivation.

Leadership vs. management.



5 SOURCES OF POWER

REWARD

COERCIVE

LEGITIMATE

REFERENT

EXPERT



LEADERSHIP VS.

MANAGEMENT LEADERSHIP¶S PRIMARY FUNCTION

IS TO PRODUCE

CHANGE/MOVEMENT

MANAGEMENT¶S PRIMARY

FUNCTION IS TO PRODUCE ORDER AND STABILITY



Parting Thought««««.

³Managers are people who dothings right and leaders are

people who do the right thing.´

~ Warren Bennis and Burt Nanus



OBJE C

TIVE To identify personality characteristics that

can be used to define a leader.



Description

Early 1900s, leadership traits were studied todetermine what made certain people great

leaders.

µGreat man¶ theories Focused on innate qualities and

characteristics held by great men and women

(e.g. Abraham Lincoln & Mahatma Gandhi). Believed that people were born with traits &

only great people have them.



Mid-1900s, trait approach was challenged.

The traits of one leader may not be those of other

leaders. Traits such as intelligence, self-confidence,

determination, integrity and sociability.

Leadership was reconceptualized as a relationship

between people in a social situation Personal factors continued to be important but they are

to be considered as relative to the requirements of thesituation.

Traits most valued in one situation may not be valued in other situations.

C urrently, it has shifted back to reemphasize thecritical role of traits in effective leadership.



Application Focused exclusively on the leader & not on the

followers /the situation ± more straight forward that other approaches.

Focused on leaders & their traits ± what traits &

who has them? Having a person with a specific set of traits is

crucial to effective leadership.

Suggests that organizations work better if

managers have designated leadership profiles (e.g. personality assessment instruments).

A trait profile is used to determine if a personfits a certain job.



Application« Also used for personal awareness &

development ± managers can determine own

strength and weaknesses. People with gifts that can do extraordinary

things.

C an be open to a subjective selection of personality characteristics



Strengths

Appealing

Century of research as backingHighlights the leader in the

leadership process

Provides benchmarks of what tolook for in leaders



CriticismsNo definitive list of traits

Fails to take situations into account

Highly subjective list of ³important´leadership traits

Failure to look at traits in relationshipto leadership outcomes

Not a useful approach for training &development



Usefulness

Still provides valuable information aboutleadership

Can be used by individuals at all levels & inall types of organizations

Does provide direction regarding which traitsare good to have if one aspires to take a

leadership position. Individuals can gain insight into whether or

not they have important select traits



Style Approach



OBJE C TIVE

To integrate the two major behavioral

aspects of the leader, task and relationship,

in order to influence subordinates to reach a predefined goal.



Definition

Focus is on the behavior of the individual in termsof what leaders do and how they act.

Includes the actions of leaders toward subordinates

in various contexts. C oncentration on 2 general kinds of behaviors:

± the integration of task (initiating) and

± relationship (consideration) behavior to influence others

to reach their goals. Maximize the impact on the satisfaction and

performance of followers.



Task behaviors ± help group members to

achieve objectives

Relationship behaviors ± help subordinatesfeel comfortable with themselves & others

The main purpose of the style approach ±

explains how leaders combine these 2 kinds

of behaviors to influence subordinates to

reach the goal.



Research Studies

Michigan State Studies: employeeorientation/ production orientation

Initially viewed as on continuum, thenseparate, looking for universal theory

Employee Orientation: human relations

Production Orientation:technicalaspects

Studies inconclusive



Managerial (Leadership) Grid

Concern for production/concern for

people

Joins the two on a grid creating 5 styles

Authority-Compliance (9,1): controlling,

demanding, hard driving

Country Club Management(1,9):

agreeable, eager to help, comforting



Blake and Mouton Styles

Impoverished Management (1,1):

resigned, apathetic, indifferent

Middle-of-the-Road Management (5,5)

expedient, soft-pedals disagreement

Team Management (9,9):open-minded, determined, likes

participation, follows through



Blake and Mouton Grid

9 1, 9 9,9

8 C ountry C lub Team

P 7

E 6

O 5 5, 5

P 4 Middle

L 3

E 2 Impoverished Authority-C ompliance

1 1,1 9,1

1 2 3 4 5 6 7 8 9

R E S U L T S



Blake/Mouton Added«.

Paternalism/Maternalism:

³benevolent dictator´ uses 1,9 and

9,1

Opportunism: combination of 5

styles for purpose of personaladvancement



Strengths

Marked major shift in research

Studies validate basic ideas

Increased understanding of task/relationship as core to leadershipprocess

Hueristic, provides a broad conceptualmap to understand complexities of leadership



Criticisms

Does not adequately show howleader style affects outcomes

Failed to find universal styleeffective in almost every situation

Implies that most effective style is

high-high, research does notsupport this conclusion



Application

Suggests that leaders should modify their behavioral style in order to increase their

effectiveness.

People sometimes use different styles just toget what they want at that point in time.

Trade-off between task and relationship is

not the same for all situations.

Employee satisfaction is not always the best

measurement of leadership.

5045236-4-TEORI-MODEL-KEPIMPINAN

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