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Topic 4 Management Models: FEM 3104 Work Ecology and Human Development
Topic 4 Management Models: FEM 3104 Work Ecology and Human Development
MANAGEMENT MODELS
FEM 3104
WORK ECOLOGY AND HUMAN
DEVELOPMENT
LEADERSHIP
Leadership/Kepimpinan
Maksud Kepimpinan
Definisi Kepimpinan
Organizational Leadership?
Organizational leadership:
7 COMPETENCIES OF EFFECTIVE
LEADERS:
1.
2.
3.
4.
5.
6.
7.
Drive
Leadership Motivation
Integrity
Self-confidence
Intelligence
Knowledge of the Business
Emotional Intelligence
LEADERSHIP THEORIES/TEORI
KEPIMPINAN
TEORI2 KEPIMPINAN
TEORI
Tujuan
TEORI SIFAT
(TRAITS )
11
Teori Sifat
Sifat-sifat
13
Adaptable to situations
Alert to social environment
Ambitious and achievement
orientated
Assertive
Cooperative
Decisive
Dependable
Dominant (desire to influence
others)
Energetic (high activity level)
Persistent
Self-confident
Tolerance of stress
Willing to responsible
14
Skills
Clever (intelligent)
Conceptually skilled
Creative
Diplomatic and
tactful
Fluent in speaking
Knowledgeable
about group task
Organized
(administrative
ability)
Persuasive
Socially skilled
15
17
18
1.
2.
3.
4.
5.
19
Impoverished style
Country club style
Produce/ perish style
Middle of the road style
Team style
20
CONTINGENCY MODELS
Contingency Leadership Theory suggests that
leadership success depends on a match between
leadership style and situational demands.
The situation determines the best style to use
Leadership style is part of ones personality and is
therefore relatively enduring and difficult to change.
Trying to train leader to adopt new styles, to match
their existing styles with situations for which they
are best fit.
Peoples leadership styles tend to be either task
motivated or relationship motivated: neither style
is effective all the time.
21
Model Kontingensi
1.
2.
3.
22
Model Fiedler
Teori Situasi - Hersey dan Blanchard
Teori Laluan Matlamat (Path Goal)
a. Model Fiedler
23
24
1.
2.
25
Model Fiedler
26
Model Fiedler
27
28
29
Teori Situasi
30
32
Kepimpinan
Kepimpinan
Kepimpinan
Kepimpinan
menyokong
penyertaan
berperantaraan
berorientasikan pencapaian.
33
Kepimpinan Karismatik
Kepimpinan Transaksi
Kepimpinan Transformasi
34
Charismatic Leadership
Attributes of Charismatic Leaders
Need for power
Impression management
Self-sacrifice toward organization
Innovative or unorthodox actions
Ideals, values, lofty goals
High expectations for followers
Models desired behaviors
Inspires followers
Strong belief in own ideas
High level of self-confidence
35
36
3.
4.
37
Kepimpinan Transaksi
38
39
Kepimpinan Transformasi
Satu
40
Transformational Leadership
41
42
Pemikiran logikal
Kesungguhan
Pengagihan kuasa
Kawalan kendiri
44
Analisis MLQ
Kepimpinan
Transaksi terbahagi 2
komponen:
Ganjaran luar jangka
Pengurusan secara pengecualian
45
4 dimensi terangkum
dlm kepimpinan transformasi
A.
B.
C.
D.
46
Dimensi
Dimensi
Dimensi
Dimensi
karismatik
motivasi inspirasi
stimulasi intelektual
bertimbangrasa secara individu
1.
2.
3.
4.
THE FOUR I S
47
1. Idealized Influence
(Karismatik/Keunggulan Pemimpin)
2. Inspirational Motivation
(Mencetus Motivasi)
49
3.Intellectual Stimulation
(Rangsangan Intelektual)
4. Individualized Consideration/
(Pertimbangan Individu)
51
52
Ciri-ciri...
7. Berupaya melibatkan individu dalam
tindakan
8. Mengubah pengikut menjadi pemimpin
9. Mengubah pemimpin kepada agen
perubahan
10.Keberanian (courageous)
11.Menaruh kepercayaan pada individu
12.Dapat berhadapan dengan kerumitan
13.Life-long learners
14.Berasaskan nilai (value-driven)
53
54
55
56
57
Transformation v. Transactional
Leadership
Transformational
Leadership
Transactional
Leadership
Inspiring, empowering,
and coaching followers
Exchange of rewards
and benefits
Organizational and
common good interests
Self-interest
Major organizational
change
Routine changes
58
Renungan
Hope
59