CRITICAL BOOK REVIEW

MK EVALUASI HASIL BELAJAR

PRODI S1 PBI - FBS

SkorNilai :

KEPEMIMPINAN DALAM MANAJEMEN

(LEADERSHIP IN MANAGEMENT)

(Miftah Thoha,2015)

NAME : Muetya Permata Dara

NIM : 2173321030
LECTURER : Dr. Rahmad Husein, M.Ed
SUBJECT : Leadership

PROGRAM STUDY S1 ENGLISH DEPARTMENT

FACULTY OF LANGUANGE AND ART STATE UNIVERSITY OF MEDAN
MEDAN
6 OCTOBER 2017

PREFACE

1
Thank God for the presence of God Almighty over all the blessings of His grace and grace so
that we can complete the preparation of this paper to fulfill the task of Leadership Course
with the title "Critical Book Report" in its very simple form and contents. Hopefully this
paper can be used as one reference, guidance or guidance for the reader.
I hope that this paper will help add knowledge and experience to the readers so that I can
improve the form and content of this paper so that the future can be better.
This paper we admit there are still many shortcomings because the experience I have very
less. Therefore I expect the readers to provide constructive inputs for the perfection of this
paper.

Medan, 6 october 2017

Author

2
 TABLE OF CONTENT

PREFACE ................................................................................................................ i
TABLE OF CONTENT ........................................................................................ii
CHAPTER I INTRODUCTION
A. Rationalization of the importance of CBR .............................................................. 1
B. The purpose of writing CBR .................................................................................... 1
C. Benefits of CBR ....................................................................................................... 1
D. The Identity of Book ................................................................................................ 1

CHAPTER II SUMMARY
Chapter I ........................................................................................................................ 2
Chapter II ....................................................................................................................... 3
Chapter III .................................................................................................................. 4-5
Chapter IV .................................................................................................................. 5-6
Chapter V ................................................................................................................... 6-7
Chapter VI...................................................................................................................... 7
Chapter VII ................................................................................................................ 7-8
CHAPTER III DISCUSSION
Discussion of book................................................................................................... 9-21
Strength of book ..................................................................................................... 21-22
Weakness of book ........................................................................................................ 22

CHAPTER IV CLOSING
Conclussion .................................................................................................................. 23
Sugesstion .................................................................................................................... 23

REFERENCES........................................................................................................... 24
ATTACHMENT ........................................................................................................ 25

3
 CHAPTER I
INTRODUCTION

A. Rationalization of the importance of CBR

Critical Book Review on a book by comparing it with other books is very important to do,
because of these activities we can find the shortcomings and advantages of the book in
compare. Then after we can find some of these shortcomings then can obtain a competent
information on the book by combining some information from the comparison book.

B. The purpose of writing CBR

1. Complete the course lectures leadership tasks
2. Increase knowledge of science about leadership.
3. Improve the power of analysis and knowledge related to leadership.
4. Strengthen the ability to perform critical book review of a book.

C. Benefits of CBR
1. To increase students' knowledge and insight about crtical book review.
2. Have knowledge and skills about leadership.
3. To add insights on Leadership from multiple sources.

D. The Identity of Book

First Book

Tittle : KEPEMIMPINAN DALAM MANAJEMEN

(LEADERSHIP IN MANAGEMENT)
Author : Miftah Thoha
Publisher : Rajawali Pers
City of Published : Jakarta
Year of Published : 2015
Edition : 18 of printed
Amount of Pages : xii , 136 page
ISBN : 979-421-018-8

4
 CHAPTER II
SUMMARY OF BOOK
First Book
A. Chapter I

This chapter describes Leadership and management. Management is a process of

achieving organizational goals through the efforts of others. Thus, managers are people who
always think about activities to achieve an organizational goal. Leadership is a process of
directing and influencing others / groups to achieve goals / goals that have been determined.
(Gr.Terry and Stoner).
The difference between leadership and management is that leadership essentially has a
rather broad understanding compared to management. Management is a particular type of
thinking of leadership in its efforts to achieve organizational goals. The key difference
between these two concepts occurs every time and everywhere as long as there is someone
who seeks to influence the behavior of others or groups, regardless of the form of reason.
Thus, leadership can be because it is trying to achieve a person's or group's goals and may be
the same or not in tune with organizational goals. So a mananajer behaves as a leader as long
as he or she is able to influence the behavior of others to achieve certain goals. But a leader
may not necessarily have a manager position to influence the behavior of others. In other
words, a leader or leader is not necessarily a manager, but a manager can behave as a leader
or leader
The role of manager is the role put forward by Henry Mintzberg. According to
Mintzberg there are 3 main roles played by every manager wherever the hierarchy lies. Its
role is;
1) The role of Interpersonal Role (Interpersonal Role),
the role of the role as a Figurehead, the role of leader (leader), the role of an intermediary
(liaison manager).
2) The role of information-related (Informational Role),
its role is as a monitor, as a disseminator, as a spokesman (spokesman)

3) The role of decision maker (Decisional Role)

The role is the role as an entrepreneur, as a disturbance handler (disturbance handler), as
a resource divider (resource allocator), as a negotiator

B. Chapter II
5
 This chapter describes the Classical Inventions of Leadership.
The Iowa Study, originally done in 1930 by Ronald Lippitt and Ralph K.White under
the direction of Kurt Lewin at the University of Iowa, in this study a hobby club of children
aged 10 years was formed. Each club is asked to play 3 styles of leadership, ie autocratic,
democratic, and selfish (Laissez faire). By experimenting or creating an experimental
condition the three styles of leadership are manipulated in such a way that they are able to
show their direction towards variables such as satisfaction and performance- aggression. The
controls in this experiment include the characteristics of the boy, the types of activities
performed, the physical devices and equipment, the physical characteristics and the
personality of the leader.
The discovery of Ohio, in 1945, the Business Research Bureau of Ohio State University
made a series of discoveries in the field of Ohio studio leadership starting with the premise
that there is no satisfaction over the existing definition / definition of leadership. The Ohio
research team has studied leadership by ignoring the existing formulas or whether they are
effective or ineffective. In the first step, LBDQ (an instrument designed to explain how a
leader runs his activities). The Ohio research staff formulated leadership as an individual's
behavior when conducting a group's direction towards the achievement of a particular goal.
In this case the leader has a description of the behavior of two dimensions, the structure of
initiating structure and consideration within examining the behavior of leaders, the team from
Ohio University found that the two behavioral structures of initiative and attention they are
very different and separate from each other .. high value in one dimension is not necessarily
followed by low value from other dimensions.
Leadership Studies Michigan
This study, almost simultaneously with the University of Ohio, the naval research office
entered into a partnership contract with the University of Michigan survey research center to
conduct a study, the goal being to define the principles of group productivity, and group
member satisfaction derived from their participation. This then in 1947, conducted research
in Newark, New Jersey, at Prudential Insurance Company.

C. Chapter III

6
 In this chapter discusses Leadership Theories, Theory of Nature, Group Theory,
Situational Theory and Contingency Models, Contingency Leadership Model from Fiedler,
Theory of Small Destination Roads.
TRAIT THEORY, the early theory of this trait can be traced back to the Ancient Greeks
and Romans at that time believing that the leader was born, not made. theory the great man
states that a person who is born as a leader will be a leader regardless of whether he or she
has a trait or a lack of character as a leader. For example in Napoleon's history. Keith Davis
formulates four common traits that seem to have an influence on the success of organizational
leadership: intelligence, maturity and breadth of social relationships, self-motivation and
achievement drives, attitudes of human relationships.
Group Theory
The basis of this theory is a rational development of social psychology. the group's
theory assumes that in order for the group to achieve its goals, there must be a positive
exchange between the leader and his followers.
Situational Theory and Contingency Model
Beginning in about 1940, social psychologists began to examine several situational-
Vaariabel variables that have an influence on the role of leadership, skills, and behavior.
Various situational variables are identified, but not all are drawn by this situational tori. In
about 1967, Fred Fiedler proposed a model based on a sittuation for leadership effectiveness.
The concept is outlined in his book A Theory of Leadership Effectiveness. The fiery develops
a unique technique for measuring leadership styles. Fieldelr concludes that attention should
be paid to site variables. Be aware that leadership styles combined with situations will be able
to determine successful implementation of work.
The Contemporary Leadership Model Of Fiedler
Fielder developed a model called an Effective Leadership Contingency Model. This
model is about the relationship between leadership styles and pleasant situations. The
situation is explained in terms of empirical dimensions, namely: Leader relationship with
members, degree of task structure, position of leader power achieved through formal
authority.
The Path-Goal Theory (Path-Goal Theory)
The development of this path-goal theory was initiated by Georgepoulos and his
colleagues at the University of Michigan's Institute of Social Research. In its modern
development, Martin Evans and Robert House, this theory attempts to explain the influence
of leaders' behavior on the motivation, satisfaction, and performance of their subordinates.

7
there are 4 types of path-goal home version theories, namely detective leadership, supportive
leadership, participative leadership, achievement-oriented leadership.
Social Learning Approach in Leadership
Through this social learning approach, between leaders and subordinates have the
opportunity to be able to deliberate all the cases that arise. both leaders and subordinates,
have a living interaction relationship, and have the consciousness to discover how to perfect
each other's behavior by giving desired rewards.

D. Chapter IV

In this chapter discusses the Leadership Style, which explains the continuum leadership
style, the managerial grid style, the three dimensions of reddin, the 4 Management systems of
Likert.This style of Leadership is a classic continuum. The first person to introduce was
Robert Tannenbaidum and Warren Schmidt. There are two areas of extreme influence, firstly,
the field of influence of the leader and second, the field of influence of subordinate freedom.
Style Managerial Grid, this effort is done by Robbert R. Blake and Jane S. Mouton. In
this approach the manager deals with 2 things, namely production on the one hand and the
people on the other side. According to Blake and Mouton, there are 4 leadership styles
classified as extreme style, leadership style in the managerial grid include: on Grid 1.1 ,
managers have little effort to think of the people working with him, in Grid 9.9, managers
have a high sense of responsibility to think about both production and the people they work
with, in Grid 1.9, the leadership style of this manager is to have a sense of responsibility a
high responsibility to always think of the people who work in the organization, in Grid 9.1,
sometimes the manager is called a manager who runs autocratic task managers.
Three Dimensions Of Reddin, in the managerial grid, Blake and Mouton have
successfully identified leadership styles that are not directly related to effectiveness, William
J. Reddin, a professor and consultant from Canada, adds three dimensions to their
effectiveness in the model. There are 4 styles in this effective box: Executive, Development
Lover (developer), Good Autocratic (Benevolent Autocrat), Bureaucrat. There are 4
ineffective styles, namely: Compromise lover (Compromiser), Missionari, Otokrat, Run from
the task (Deseter).
Four Management Systems From Likert,
System 1, in this system stylish leaders as exploitive-authoritative.

8
 System 2, in this system the leader is called the benevolent authoritative (benevolent
authoritative).
System 3, in this system the leadership style is better known as the consultative
manager.
System 4, by Likert this system is called a participatory group style leader.

E. Chapter V
This chapter deals with situational leadership, explaining the basic styles of leadership,
the basic leadership style of decisions, the maturity of followers, how to know our leadership
style, some guidelines, determining leadership styles, leadership styles and style adjustments.
There are 4 basic styles of leadership, namely:
A leader shows a lot of guidance but little support.
Leaders show a lot of lead behavior and a lot of support.
Leaders' behavior emphasizes a lot of support but little in direction.
Leaders provide little support and little direction

Behavior of basic style of leadership in decision making, there are 4 that is:
Leader behavior is high briefing and low support.
Behavior of high leader briefing and high support.
High leader behavior support and low briefing.
Leader behavior is low support and low briefing.
The Maturity of Followers, situational leadership focuses on the suitability or
effectiveness of the leadership style in line with the relevant level of maturity / development
of followers. Hersey and blanchard put situational leadership approaches around the main
factors that have an impact on leadership styles that leaders can apply in a given situation ie
followers or subordinates. Specifically, it has been suggested that the amount of direction or
support that the leader has to rely depends on the level of maturity which the followers show
on a particular task, function, or purpose that the leader wants to execute through individuals
or groups.
How to Know Our Leadership Style? , leadership is a process for influencing the
activities of a person or group in their efforts to achieve goals in certain situations. This
understanding needs to be digested that this leadership is not linked by any particular
organization. In any situation one can influence another or another group.and this influence-
affects situation can happen anytime and anywhere so that leadership can happen anywhere.

9
 Determining the style of leadership, there are 3 guidelines that read carefully every
situation in the questionnaire, thinking about what we will do for each situation and circle a
letter of choice that feels most appropriate to us.
The leadership style proposed should be noted that there is a difference between the self-
perception of the leadership style shown by the LASI questionnaire with the actual leadership
style.
Adjustment of this style is a degree of leader behavior in accordance with the will of a
particular environment. This style is called style flexibility, because easily the leader's
behavior adjusts to a particular environment.

F. Chapter VI

This chapter deals with the power and leadership that describes the notions of power,
source and form of power, the application of sources of power to Situational Leadership.
According to Max Weber power as a possibility that makes an actor in a brada social
relationship in a position to carry out his own desires and that removes obstacles.
Amita Etziomi discusses that there are two sources and forms of power that is: position
power (position power), and power of office (personal power). Peabody also shares power
over 4, namely legislative power (laws, regulations, and policies), power of office, power of
competence, (technical and professional skills) and personal power.
The source of power in the level of maturity under the average is the power derived
from the organization / position of leaders within the organization. The source of power used
to influence people / followers who are at an above-average level of maturity is received from
those influenced by the leader.

G. Chapter VII

This chapter deals with Conflict and Leadership, explaining interpersonal conflict,
interpersonal conflict resolution strategies, organizational conflicts, conflict resolution
strategies within organizations.
Interpersonal conflict is a very important dynamic in organizational behavior, because
this kind of conflict will involve some role of some members of the organization that can not
but affect the process of achieving the goals of the organization.

10
 Strategies to resolve interpersonal conflicts include opening up, receiving feedback,
trusting others or not disclosing their information. There is also a basic strategy but according
to the result is equally loss, lose win, and equally lucky.
Organizational conflict is an interpersonal conflict and a personal conflict that takes
place within a particular organization. There are 4 structures where conflict occurs:
Hierarchy, Functional conflict, conflictsbLine-Staff and Formal-Informal conflict.
Traditional conflict resolution strategies within organizations that are traditionally
conflicts can be avoided, conflicts arise because of the players leading to the conflict, illegal
forms of authority such as "formal channel settlement" are strongly emphasized and
scapegoats are accepted as unavoidable. There is also an approach suggested by louis pondy
that is bargaining approach, bureaucratic approach, system approach.

CHAPTER III
DISCUSSION
A. Discussion Content of Book

11
 BOOK 2

Whats In it For You?

Here is a sampling of some of the challenges that Intelligent Leadership helps you with:
How to become infinitely more effective, influential, powerful, and successful, How to set
leadership development goals and create specific, targeted strategies for strengthening your
unique strengths and gifts, How to harness the power of character and values, How to
strengthen your insights into others and develop powerful strategies for connecting with and
empowering others.

Features: Here are some of the key features of Intelligent Leadership:

Leadership Assessment Tools Mattone includes the Strategic-Tactical Leadership

Index, which helps you gain candid and specific information about your leadership
effectiveness. It helps provide inside into your interpersonal strengths as well as potential
areas for improvement.
Leadership Development Plan Mattone includes the Assessment-Driven
Individual Development Plan.
Leadership Development Strategies Mattone includes a rich set of development
strategies and resources to help you grow your skills and competencies for effective
leadership.
Leadership Wheel of Success The Leadership Wheel of Success shows how your
fundamentals of character and self-concept translate into your actions.
Map of Leadership Maturity The Map identified 9 specific types of leaders, and
helps you examine your own style, strengths, and weaknesses.

What is Great Leadership: What is great leadership? Mattone helps us see what great
leadership looks like through a set of attributes:Strong statements of conviction, Character
elements of diligence and focus, The ability to handle uncertainty and ambiguity, An
understanding of the value of experience and references that are the foundation for creating
strong and compelling beliefs about what is possible. A powerful sense of optimism.

Leaders of the Future: What does it take to survive and thrive as a leader in todays
world? It takes more leadership skills. The pace of change is faster than its ever

12
been. Leaders need to change how they lead, and they need to to help win the race of
innovation, global presence, and talent. Mattone writes:

Future leaders will need to be savvy conceptual and strategic thinkers, to possess deep
integrity and intellectual openness, to find innovative ways to create loyalty, to lead
increasingly diverse and independent teams over which they may not always have direct
authority, and to have the maturity to relinquish their own power in favor of creating and
fostering collaborative approaches inside and outside their organizations.

The Demand for Truly Outstanding Leaders

The demand of leaders who can collaborate, inspire, and motivate is only going to
increase. Mattone writes:

Given this indisputable business challenge, the implications for current and emerging
leaders is clear: The demand for outstanding leaders will soon surpass the current supply, and
therefore, if you are a current leader or emerging leader, you will be able to capitalize on the
substantial opportunities if you are poised and ready. In your own ascent up the ladder, you
can be certain that all organizations will be asking more of their leaders; expectations,
demands, and pressure will only increase, not decrease. The demand for truly outstanding
leaders has never been higher, and organizations are raising the bar as they must in
order to compete successfully on the global stage.

9 Specific Types of Leaders: Mattone identifies 9 specific types of leaders: The

Perfectionist, The Helper, The Entertainer , The Artist, The Thinker, The Disciple,
The Activist, The Driver, The Arbitrator

Heart Leaders, Head Leaders, and Gut Leaders: Mattone groups the leadership styles
into heart leaders, head leaders, and gut leaders:

Heart Leaders Head Leaders Gut Leaders

The Helper The Thinker The Driver
The Entertainer The Disciple The Arbitrator

13
 The Artist The Activist The Perfectionist

The Perfectionist Leadership Trait

Mattone provides an example of how the Perfectionist Leadership Trait can be matured,
to improve the strengths, and limit the liabilities:

The Mature Are satisfied with The Are dogmatic and

Perfectionist achieving 80-95 percent of Derailing inflexible.
Trait your original goals. Perfectionist Believe you are
Are good at Trait never wrong and always
evaluating problems and have to be right.
determining priorities. Have unattainable
Are conscientious ideals and are impossible to
and self-disciplined. please or satisfy.
Feel good about Rationalize your
yourself if you put forth a actions to maintain your
good effort, even if the logical position.
outcome isnt perfect. Enjoy proving others
wrong.
The Middle-of- Are logical, orderly,
the-Road and idealistic.
The Wheel of Intelligent
Perfectionist Can be rigid,
Leadership
Trait impersonal, and emotionally
constricted. Mattones Wheel of Intelligent
Fear making Leadership is a leadership competency
mistakes. model consists of an inner-core and outer-
Try to be excellent at core, as follows:
everything.

Inner Core (Intrapersonal and Interpersonal Elements) : Self-Concept and Character

(Values, Beliefs, and References), Thoughts, Emotions, Behavioral Tendencies

14
 Outer-Core (9 Competencies): Critical Thinking, Decision Making, Strategic Thinking,
Emotional Leadership, Communication Skills, Talent Leadership, Team Leadership, Change
Leadership, Drive for Results

How is the Wheel of Intelligent Leadership Unique?

According to Mattone, the Wheel of Intelligent Leadership is unique in that it shows the
predictive power of the inner and outer core. Mattone writes:

The Wheel of Intelligent Leadership is unique in that no other current leadership

competency models describe and detail these predictive relationships and the power of the inner-
/outer-core connection in driving leadership. The Wheel of Intelligent Leadership has clear
implications for how you, as the leader or emerging leader, can best calibrate and recalibrate
your inner and outer cores. Once you understand your inner and outer cores (as well as their
complex interactions) and you learn how each core (and complex interaction) truly drives and
shapes your behavior and the outcomes you experience as a leader, you will be better equipped
to successfully navigate the challenges and trends.

Predictive Relationships of the Inner and Outer Core: Mattone illustrates how our self-
concept and character influence our actions: Self-Concept and Character (values, beliefs, and
references) influence Thoughts, which influence Emotions, which influence Behavioral
Tendencies, which influence Tactical/Strategic Competencies, which influence Self-Concept and
Character.

The Map of Leadership Maturity: Mattons Map of Leadership Maturity helps you build a
roadmap for your personal development as a more effective leader. Mattone writes:

the Map of Leadership Maturity, a powerful tool that provides you with the framework
and roadmap for exploring and distinguishing between the nine distinct predominant traits
defining great leadership. The Map is a powerful tool for helping you the leader or future
leader, regardless of level. It helps you gain an understanding of the degree of maturity that you
exhibit in the values, thoughts, emotions, and behaviors of your own predominant trait, as well as
in other eight traits that comprise your unique leadership fingerprint. You will learn that being a

15
successful leader is less a function of your predominant trait and much more a function of the
relative maturity with which you evidence your predominant trait and each of your other eight
traits. You will learn specific strategies on how you can strengthen your maturity within all your
traits. You will learn specific strategies for building rapport, trust, and credibility with
individuals who present a different predominant trait than yours. In addition to learning key
insights about their leadership styles, you will build your knowledge and skills so that you can
more successfully lead different style types.

6-Step Process Leadership Development Process: Mattone includes a six-step process for
leadership development: Analysis of Your Job (review Map of Success or relevant competency
model), Review of Perception-Based Assessments (360s, Self, and Reviews), Review of
Objective-Based Assessments, Data Integration Intrapersonal, Interpersonal, Skills,
Competencies), Data Integration Summary 3x3x3x3, Development Planning

Development Strategies for Employee Engagement: Mattone provides specific and

prescriptive development strategies to help you build your leadership skills and abilities. Here is
an example where Mattone shares some development strategies where the competency is
Emotional Leadership/Talent Leadership, and the skill is Creating the conditions where
employees are challenged and engaged.: Look for opportunities to increase your employees
authority and accountability. As their capabilities increase, give them decision-making
responsibility in areas for which your approval was formerly required. Add new tasks to jobs to
widen the variety of skills needed. This will reduce boredom and increase motivation. Look for
opportunities to assign tasks to individuals that are out of their typical comfort zone. Remember
that empowerment means sharing both responsibility and authority. Responsibility without
authority isnt fair to employees, and authority without responsibility is dangerous for you. When
you do give team members increased responsibility and authority, be sure to follow up and
provide support as needed. And be tolerant of mistakes as people try new skills. Focus your
feedback and recognition on skills development in addition to performance results. It a team
member did just okay on an assignment but learned something new in the process, then thats
worthy of your attention.

16
 BOOK 3

Gary Yukl is Professor of Management and Leadership at the State University of New York
in Albany, and a board member of the Leadership Quarterly journal. He is a well-known scholar
and author on leadership. Leadership in Organizations was first published in 1981. This fifth
edition was published in 2002, and the formerly 19 chapters have been consolidated into 15
(which includes a new chapter on ethical leadership and diversity). Each chapter covers a
particular aspect of leadership research study, with a concluding summary and questions for
further discussion. Key terms are highlighted, and there is at least one case study at the end of
each chapter. The book is accompanied by an instructors manual which is used in conjunction
with the case studies and also contains exercises and role-playing activities. The 508 pages of
Leadership in Organizations include an extensive references section. However, as each chapter
begins with a list of learning objectives, the bias appears to tend towards a more academic
audience (particularly students of the subject), rather than towards practising managers. The
author covers a broad survey of theory and research of leadership in formal organisations of the
last 50 years, and though Yukl states that the book focuses on the 20 percent of literature that
appeared to be the most relevant and informative, he has provided an in-depth and
comprehensive analysis and appraisal of that literature in a clear and moderately accessible
language. From the first, introductory, chapter about the nature of leadership, Yukl writes what is
essentially an academic text, but with a clarity accessible to a practising manager with a serious
interest in the subject area. The research approaches are broadly outlined in terms of the
characteristics of a leader, a follower, and the situation. The research theories have been
classified into the five approaches of trait, behaviour, power-influence, situational and
integrative, which are further conceptualised as intra-individual, dyadic, group and
organisational processes. Yukl looks at each of the research theories on the basis of a continuum
covering the following distinctions: leader- versus follower-centred, descriptive versus
prescriptive, and universal versus contingency (situational). The focus through out is on
leadership in large organisations, which means that many of the research areas studied include
the leadership roles undertaken by those in managerial positions in all levels of an organisation
and not just those at the top of the organisation.

17
 Identifying themes and question that motivated Gary Yukl to write this
book: Leadership in Organizations has a specific focus on managerial leadership in large
organisations and is an attempt at bridging the gulf between academics and management
practitioners. This book is about leadership in organizations. Its primary focus is on managerial
leadership as opposed to parliamentary leadership, leadership of social movements, or emergent
leadership in informal groups. The book presents a broad survey of theory and research on
leadership in formal organizations. The topic of leadership effectiveness is of special interest,
and the discussion keeps returning to the question of what makes a person an effective leader. In
the seventh edition, the basic structure of most chapters remains the same, but the order of some
chapters was changed and one chapter was divided into two sepa- rate chapters that include new
material. Chapter 12 was extended and reorganized to provide a better description of the
growing literature in strategic leadership. Chapter 13 now describes ethical, servant, spiritual,
and authentic leadership, and Chapter 14 now describes cross-cultural leadership and diversity
issues such as leader gender. The growing interest in emerging theories of distributed, relational,
and complexity leader- ship is described in a new section added to Chapter 16. Finally, the
literature reviews found in the other chapters were updated, and a few new cases were added.
The content of the book still reflects a dual concern for theory and practice. I have attempted to
satisfy two different audiences with somewhat different prefer- ences. Most academics prefer a
book that provides a detailed explanation and criti- cal evaluation of major theories, and a
comprehensive review and evaluation of em- pirical research. They are more interested in how
well the research was done, what was found, and what additional research is needed than in the
practical applications. Many academics are skeptical about the value of prescriptions and
guidelines for practitioners and consider them premature in the absence of further research. In
con- trast, most practitioners want some immediate answers about what to do and how to do it in
order to be more effective as leaders. They need to deal with the current challenges of their job
and cannot wait for decades until the academics resolve their theoretical disputes and obtain
definitive answers. Most practitioners are more inter- ested in finding helpful remedies and
prescriptions than in finding out how this knowledge was discovered. These different preferences
are a major reason for the much-lamented gulf be- tween scientists and practitioners in
management and industrial-organizational psy- chology. I believe it is important for managers
and administrators to understand the complexity of effective leadership, the source of our

18
knowledge about leadership in organizations, and the limitations of this knowledge. Likewise, I
believe it is impor- tant for academics to think more about how their theories and research can be
used to improve the practice of management. Too much of our leadership research is de- signed
only to examine narrow, esoteric questions that only interest a few other scholars who publish in
the same journals. Academics will be pleased to find that major theories are explained and cri-
tiqued, empirical research on leadership is reviewed and summarized, and many refer- ences are
provided to enable them to follow up with additional reading on topics of special interest. The
field of leadership is still in a state of ferment, with many contin- uing controversies about
conceptual and methodological issues

Theoretical perspective of the Author undelying assumptions: The book addresses

these issues whenever feasible rather than merely presenting theories and summarizing findings
without concern for the quality of research that lies behind the theories. However, the literature
review was intended to be incisive, not comprehensive. Rather than detailing an endless series
of theories and studies, the book focuses on the ones that are most relevant and informative. The
book reviews what we know about leadership effectiveness, and the current edition reflects
significant progress in our understanding of leadership since the first edition was published in
1981. For practitioners, I attempted to convey a better appreciation of the complexity of
managerial leadership, the importance of having theoretical knowledge about leadership, and the
need to be flexible and pragmatic in applying this knowledge. The current edition provides
many guidelines and recommendations for improving managerial effectiveness, but it is not a
practitioners manual of simple techniques and secret recipes that guarantee instant
success. The purpose of the guidelines is to help the reader understand the practical implications
of leadership theory and research, not to prescribe exactly how things must be done by a
leader. Most of the guidelines are based on a limited amount of research and are not
infallible. Being a flexible, adaptive leader includes determining which guidelines are relevant
for each unique situation. Most chapters have one or two short cases designed to help the reader
gain a better understanding of the theories, concepts, and guidelines presented in the chap-
ter. The cases describe events that occurred in real organizations, but some of the cases were
modified to make them more useful for learning basic concepts and effec- tive practices. The
names of the organizations and individuals are usually changed to keep the analysis focused on

19
the events that occurred in a defined time period, not on recent events that may involve different
leaders and a new context. The cases ask a reader to analyze behavioral processes, identify
examples of effective and ineffective behavior, and suggest effective ways to handle the situation
that is depicted. An instructors manual is available with detailed analyses of the cases and sug-
gestions on how to use them. The instructors manual also includes a multiple-choice exam for
each chapter with items on the major points in the chapter. The manual includes exercises for
use in class (e.g., role plays) and some out-of-class activities that help students to understand
how they can apply the theory and guidelines. The book is widely used in many different
countries, and some editions have been translated into other languages, including Chinese,
Korean, Indonesian, Spanish, and Greek. With its focus on effective leadership in organizations,
the book is especially relevant for people who expect to become a manager or administrator in
the near future, for people who will be responsible for training or coaching leaders, and for
people who will be teaching courses or workshops that include leadership as one of the key
topics. The book is appropriate for use as the primary text in an undergraduate or graduate course
in leadership. Such courses are found in many different schools or departments, including
business, psychology, sociology, educational administration, public administration, and health
care administration. The book is on the list of required or recommended readings for students in
many doctoral programs in leadership, management, and industrial-organizational
psychology. Finally, the book is also useful for practicing managers and consultants who are
looking for something more than superficial answers to difficult questions about leadership.

Book content - Methods of gathering data: The book in it content covers most of the
relevant topics in ledership literature that can be found in most of the books been written about
leadersship in the past fifty years. From basic leadership theory, understanding and defination of
leadrshhip, leadership effective, nature of managerial work etc. The continuum of topic cover by
this text make it a book to reckon with. The below mentioned topics highligh in bold bullet point
are relevant areas covered by this text. The following are thus.

Effective leadership, participation and empowerment: Extensive research has been

undertaken on leadership behaviour since the 1950s. This has divided into three areas: task-
oriented, relation-oriented and participative leadership. The thousands of studies undertaken over
this 50-year period, mostly through questionnaires, has given rise to a number of taxonomies

20
which Yukl proposes might be refined into the three jointly inter-reacting categories of task-,
relations- and change-oriented behaviours. On looking at the fields of study covering
participative leadership, delegation and empowerment, the author again examines the research
and looks closely at the Vroom-Yetton model of participative leadership developed in the 1970s.
This helps managers identify decision procedures in different situations. Throughout the book,
Yukl evaluates this research and provides examples, tables, models and case studies. From this, a
series of guidelines are formulated, to which the practising manager can refer for practical
advice. Yukl observes that much of the research over the last 50 years has involved dyadic (one
individual to another specific individual) relationships between a leader and a follower. Within
this context, he goes on to look at a number of follower-based theories including: leader-member
exchange (LMX), leader attributions about subordinates, follower attributes and implicit
theories, follower contributions to effective leadership, and social learning theory (self-
management). All of this emphasises the importance of the follower role to a leader. Within the
10 guidelines the author proposes for becoming an effective follower, he suggests specific
phrases which might be used in a given situation; for example, in a situation where a follower
might disagree with a proposed action by a leader: You know I respect what you are trying to
accomplish, and I hope you wont mind if I express some honest concerns about this proposal.
Yukl states at three points within the text that influence is the essence of leadership. This is
covered in Chapter 6, which concerns power and influence. Here different types of power are
studied, though the focus is on the French and Raven taxonomy of five types of power: reward,
coercive, legitimate, expert and referent. Guidelines are proposed for using legitimate authority,
reward authority and coercive power. Yukl even describes the tone of voice a leader might use,
which (along with his suggested phrases) could be perceived by the reader as prescriptive.

Power, influence, contingency theories, traits and skills: How power is won or lost,
and how much power a leader should have, are also discussed, as are the traits and skills
approach to leadership in Chapter 7. Possibly the most researched area of leadership is the traits
approach, and here the findings of the most relevant aspects of personality for effective
leadership are summarised and integrated, including the big five personality traits (surgency,
conscientiousness, agreeableness, adjustment and intelligence). Personality traits are considered
especially relevant to successful leadership, and those highlighted as the most pertinent include

21
energy levels and stress tolerance, self-confidence, internal control orientation, emotional
maturity and integrity. The study of a number of theories is also applied in Chapter 8, which
considers how leader traits or behaviours are related to indicators of leadership effectiveness in
different situations. Five principal contingency theories are summarised and reviewed. The
research findings and methodologies are examined, and models, tables and guidelines for their
application enhance the chapter. There is much use of psychology and sociology in many of the
research studies.

The five contingency theories are: Fiedlers least-preferred co-worker (LPC) theory, Evanss
path-goal theory, Kerr and Jermiers leadership substitutes theory, multiple-linkage models
(leadership and group effectiveness), and Fiedler et als cognitive resources theory. In his general
evaluation of the theories, Yukl criticises the research for being lacking in measures and weak on
research design. He also comments that most managers are too busy in any situation to stop and
analyse it with a model. However, they do provide sufficient guidance to help a manager
identify leadership requirements. Along with the study of traits, behaviours and contingency
approaches, much of the research of the last 50 years has focussed on the study of heroic
leaders. Chapter 9 covers this when considering charismatic and transformational leadership.
Researchers have used the terms charismatic and transformational interchangeably. However,
Yukl describes them as distinct but overlapping terms. Again, the major theories are evaluated
and guidelines proposed. In summary, charismatic leaders are deemed to have a tremendous
influence on organisations, but they may be negative as well as positive. Transformational
leaders make followers aware of the importance and value of the work as well as encouraging
them to think beyond self-interest. These theories are, however, largely based on a dyadic level
of analysis.

Change: One of the most important and difficult leadership responsibilities is leading
change. Chapter 10 discusses the change processes, and places an emphasis on cultural change.
The creation and establishment of a clear and compelling vision is useful to guide the
organisation through change, and the pre-requisite set of guidelines is included for formulating a
vision. Guidelines are also proffered for implementing change for political or organisational or
people-oriented actions. Throughout the change process, the role of the leader is key.

22
 Teamwork: Teamwork, group decisions and leadership by executives are considered in
Chapters 11 and 12. The use of teams and decision groups in organisations is a growing
phenomenon. The leadership required for building and facilitating team learning and decision-
making are considered. Yukl describes and discusses the merits of functional teams, cross-
functional teams, self-managed work teams (semi-autonomous work groups), self-defining teams
and virtual teams. Guidelines propose effective team building to increase cohesiveness, mutual
cooperation, and identification with the group. They also put forward leader-centred and group-
centred approaches for leading meetings. Research into leadership from the 1950s until the 1980s
was mostly concerned with middle managers. Theorists turned their attention to top managers
from the 1980s, but there is controversy in leadership literature regarding whether executives
have much impact on the effectiveness of an organisation. Chapter 12 looks at strategic
leadership and top management, and considers external and internal constraints, the degree of
discretion a leader has, the bias of attributions and the effectiveness of executive teams. Research
shows that chief executives have most impact in a crisis, and the monitoring of the environment
by executives is considered essential in the formulation of organisational strategy.

Leadership development Chapter 13 reviews leadership development and the key

facilitating conditions for it. Three forms of leadership development are identified: formal
training, developmental activities and self-help activities. Leadership training programmes are
discussed, as are the design of the courses, many of which concentrate on a particular theory, for
example leader-member exchange (LMX). The author points out the much-vaunted statement
that effective skills for leadership are mostly learned from experience and not from training
programmes. With this in mind, work-based developmental activities are considered, and the
presence of a strong learning culture in an organisation goes a long way to supporting leadership
development.

Ethical leadership and diversity The penultimate chapter covers ethical leadership and
diversity. Again, influence as the essence of leadership is quoted, as is Gini: The issue is not
whether leaders will use power, but will they use it wisely and well. Thus, ethical leadership
encourages ethical behaviour as well as initiating efforts to stop unethical practices. Sex-based
discrimination in the selection and promotion of leaders continues to be a problem in
organisations. Research in this area is limited, as it is in leadership in different cultures. The bulk

23
of the research comes from the United States, Canada and Western Europe. It is acknowledged
here that, with the rapid pace of globalisation, cross-cultural leadership is an important topic for
research. We are introduced to the GLOBE project, which is taking steps in this direction,
studying leadership in 62 countries representing all major regions of the world. The project is
ongoing and involves 170 social scientists and management scholars.

Evaluation: Leadership in Organizations concerns itself with looking at the complex field
of research in the field of leadership in large organisations. This is a well researched and well
thoughtout text, and anyone with a serious interest in the subject would benefit from having read
the book. The format provides a clear understanding of the learning requirements, with the case
studies and questions at the end of every chapter stimulating the reader into asking yet more
questions, thus creating a greater awareness of leadership in a management context. Gary Yukl
provides a comprehensive review of techniques, citing examples and guidelines throughout.
Though some might find the style over-directive, others will benefit from the clear path that Yukl
points up.

Evidence used to support his argument: As part of his research qualities, Gary Yukl has
explored enough evidences to support his argument not only on theoretical claims, but also on
practical evidence based on research from practicing manager and organisation. Happenings at
many orgnaisational setting and research are what Gary has used in justifibale terms to
adequately support his hypothetical claims in this project. Leadership in organisation as a text
has been sandwiched with modern day cases, interviews with managers, descriptive and
qualitative research done primarily to provided enough evidences on this text.

Corrsponding to experience in Leadership: The text as a material for undergrduate,

gradute and in some cases a consulting material for those doing trainings and teachings on
leadership can be best decribe as a must read and consulted material when it comes to leadership
teachings in formal organisations.

Does this work change Opinon or confirm it, views ?: This work has been an eye opener
in areas that has to do with organisational leadership. Earlier notions and understandings of
leadership pereception has been vague and scanty. But with the review, reading and

24
understanding of major concept of leadership backed up with practical evidence in research and
theoretical foundation. To be honest, in earlier times prior to the reading of this text, there was
not really better undesrtanding of leadership as a subject of study and as a way of doing. But
with the review, reading and understanding of major topics in this text, ideas and perception has
been reoriented and now earlier perecption of leadership behaviour are now been put into test as
against modern notions and concept of leadrship. All in all, this work has change opinion.

B. Strength and Weakness of Book

STRENGTH OF BOOKS

Book 1
The contents of the book have a lot of understanding from the opinions.
The author seems to invite the reader to participate in the actual situation.
Each chapter of the author makes one understandable conclusion.

Book 2
Using simple words to understand among learners ... or among students.
At the end of each sub-section the author always makes exercises to practice in life to
be a leader.
The number of motivation words created by the author.
Each section of the author makes the essence of the writing.

Book 3
Of each paragraph, the writer using words that are easy enough to understand
To help the student learn how to good of leadership

WEAKNESS OF BOOKS

Book 1
Sometimes there are words that use terms that are difficult to understand.
Repetition of information often occurs in subsequent chapters.

25
 Book 2
Summaries of books are more about materials.
The meaning of each of the many words made repeatedly, and the notion ... it uses a lot
of words of waste.

Book 3
In this chapter, there are several that I am difficult to understand. Because so many kinds
of the instrument.
And then in some material the writer doesnt put the example, because of that the writer
cant to understand to the explain.

CHAPTER IV
CLOSING
1. Conclusion
So leadership is very necessary to be instilled in each of us individually. In every field of
either organsasi agencies or companies, both small and large, the leadership in a leader is very
influential on its performance in leading an organization or company. In the performance of
leadership, a leader is very necessary in using statistical data to manage the company he leads.
Leadership is a human resource that is the result of various selection experienced by an
individual. It can be concluded also that a leader who is in a company and a leader of a State
have the same leadership traits and characteristics possessed by a leader in taking a decree that is
assertive, tenacious and consequent in thinking of the outcome of the decision taken.

2. Suggestions
Leadership character needs to be embedded in each of us personally so that in a process of
performance we do either become a student, employee, or manager disuatu company can run
well and not walk with ambiguous. For a student, the character of leadership is expected to be
useful in leading himself and leading him in an organization he leads.

26
 REFERENCES

Thoha, Miftah. 2015. Kepemimpinan dalam Manajemen. Jakarta: Rajawali Pers.

Mattone, John. 2013. Intelligent Leadership: What You Need to Know to Unlock Your Full
Potential. New York : Amacom.
Yukl, Gary.2010. Leadership in Organizations. New Jersey: Pearson.

27
 ATTACHMENT

Book 1 Book 2

Book 3

28