Distribusi Nilai UTS EM-103 2019/2020 kelas A

A A- B+ B B- C+ C D Nilai tertinggi: 93
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Average: 74,475 Nilai terendah: 54

CITTA DEWI ANASTASYA JALINDRI WIJAYA MEIDIANA

SAHLIANTO SUNARTA DAVIN VIANA CLAUDIA SHAREN WINDY

SUDIRO JULIA WILBERT OCTAVIUS JASPER

VALENTINA ROBERT MERCY EDSEL THERYAWAN KENNETH ALFIANUS SALIM FRANSISKUS

CITRA WENNY . OLIVIA EVETANIA WIDJAJA STEFANIE

Today’s Outline
Chapter 13: Groups & Teams
1. Groups vs. Teams
2. Stages of group & team development
3. Building effective team
4. Managing Conflict

Chapter 14: Leadership

1. Overview of Leadership
2. Sources of Power
3. Approaches is Leadership
Groups & Teams
THE IMPROVEMENT EXAMPLE
At one GE factory, teamwork resulted in workforce that was 20% more
INCREASED PRODUCTIVITY productive than comparable GE workforces elsewhere

Guidant Corp., maker of life-saving medical devices, halved the time it took to
INCREASED SPEED get products to market

REDUCED COSTS Boeing used teamwork to develop the 777 at cost far less than normal

Westinghouse used teamwork to improve quality performance in its truck and

IMPROVED QUALITY trailer division and within its electronic component division
Groups Versus Teams
THE DEFINITION OF GROUP AND TEAM
Group is a collection of people performing as an individuals
1. two or more freely interacting individuals
2. share norms, goals and have a common identity
3. can be in the form of formal and informal group

Team is a collection of people with common commitment

1. a small group of people with complementary skills
2. committed to a common purpose and goals
3. for which they hold themselves mutually accountable
FORMS OF TEAM

Members composed of people from different department, such as sales and

CROSS-FUNCTIONAL TEAM production, pursuing a common objective

Knowledgeable workers who meet as a temporary team to solve a specific

PROBLEM-SOLVING TEAM problem and then disband

CONTINUOUS Volunteers of workers and supervisors who meet intermittently to discuss

IMPROVEMENT TEAM workplace and quality-related problems

Workers are trained to do all or most of the jobs in a work unit, have no
SELF-MANAGED TEAM direct supervisor, and do their own day-to-day supervision

Members consist of the CEO, president, and top management heads and
TOP-MANAGEMENT TEAM work to help the organization achieve its mission and goals

VIRTUAL TEAM Members interact by computer network to collaborate on projects

4 PURPOSES OF WORK TEAMS

ADVICE TEAM PRODUCTION TEAM PROJECT TEAMS ACTION TEAMS

To broaden up Performing day to day Do creative problem Accomplish task for
information operation solving specialized skills
The Role of Managers in Teams
Stages of Group and Team Development
Building Effective Team
The Model of An Effective Team
How Do Teams Make A Decision?

Decision by
Decision by Decision by
lack of
authority role minority rule
response

Decision by Decision by
majority rule consensus
Size: Small teams or large teams?

Small • Advantage: better interaction and

better morale
• Disadvantage: Fewer resource,
teams possibly less innovation, unfair work
distribution

Large • Advantage: more resources, division of

labor

teams • Disadvantage: less interaction, lower

morale, social loafing
Managing Conflict
Overview of Conflict
A process in which one party perceives that its interest are being opposed or
negatively affected by another party

Dysfunctional

• Bad for organization

• Conflict that hinders the organization’s performance or
threatens its interest

Functional

• Good for organization

• Which benefits the main purposes of the organization and
serves its interest
Managing Conflict
CHAPTER 14 - LEADERSHIP
Overview of Leadership
Leadership is the ability to influence employees to voluntarily pursue
organizational goals

People can lead others because they have power and authority

Power is the extent to which a person is able to influence others so they

respond to others – personalized and socialized power

Authority is the right to perform or command, it comes with the job

Sources of Power

LEGITIMATE REWARD COERCIVE EXPERT REFERENT

Result from Give reward to punish their Result from one’s From personal
formal position subordinates subordinates expertise attraction
Using persuasion as a substitute of power
• Using reason, logic, fact
Rational persuasion

• build enthusiasm or confidence by appealing

Inspirational appeals to other’s emotions, ideal, or values

• getting others to participate in a decision or

Consultation change

• acting humble/friendly or making someone

Ingratiating tactics feel good or feel important before making
request

• referring to friendship and loyalty when

Personal appeals making a request
Using persuasion as a substitute of power
• reminding someone of past favors or offering
Exchange Tactics to trade favors

• getting others to support your effort to

Coalition Tactics persuade someone

• using demands, threats, or intimidation to

Pressure Tactics gain compliance

• based on someone’s authority or right,

Legitimating tactics organizational rules of policies, or express or
implied support from superiors.
Approaches in Leadership
Approaches in Leadership
}There are five principal approaches or perspectives on leadership:

1. Trait approach
2. Behavioral approach
3. Contingency approach
4. Full-range approach
5. Six additional approach
Trait Approach
DO SUCCESSFUL LEADERS HAVE DISTINCTIVE TRAITS?

Trait approaches to leadership attempt to identify distinctive characteristics that

account for the effectiveness of leaders

James Kouzes and Barry Posner proposed that the personal traits that were
looked for and admired in leaders were honesty, competency, a forward-
looking mentality, the ability to inspire, and intelligence

Larry Bossidy, CEO of AlliedSignal, suggests that the four qualities that are most
important when he is interviewing and evaluating job candidates are the ability
to execute, a career runway, a team orientation, and multiple
experiences
Trait Approach – Cont’d
Timothy Judge did two meta-analyses (a statistical pooling technique that permits
behavioral scientists to draw general conclusions about certain variables from many
different leaders) on traits and leadership

Judge found that extroversion, openness, and conscientiousness were all important to
leadership effectiveness

Judge also found that personality was more important than intelligence for leadership
effectiveness
Trait Approach – Cont’d
}Women tend to have more leadership traits than men, but hold fewer leadership
positions

}CEOs believe this may be because women lack significant general management
experience, and have not been around long enough to be selected

}Women believe that male stereotyping and exclusion from important informal
networks contribute to the problem

}Other reasons may be because women are not willing to compete as hard as men, or
make the necessary personal sacrifices
Behavioral Approach
DO EFFECTIVE LEADERS BEHAVE IN SIMILAR WAYS?

} Researchers have studied behavioral leadership approaches to determine the

distinctive styles used by effective leaders

} The University of Michigan study identified two forms of leadership:

1. Managers with job-centered behavior pay more attention to job and work procedures
2. Managers with employee-centered behavior pay more attention to employee
satisfaction and making work groups cohesive
Behavioral Approach – Cont’d
The Ohio State model identified two major dimensions of leader behavior:
1. Initiating structure is leadership behavior that organizes and defines what group
members should be doing
2. Consideration is leadership behavior that expresses concern for employees by
creating a warm, friendly, supportive climate

From both studies, we know that effective leaders:

}have supportive or employee-centered relationships with employees
}use groups rather than individual methods of supervision
}set high performance goals
Contingency Approach
HOW DOES EFFECTIVE LEADERSHIP VARY WITH THE SITUATION?

}Proponents of the contingency approach to leadership believe that effective leadership

behavior depends on the situation at hand

}There are three contingency approaches:

1. The contingency leadership model, developed by Fred Fiedler
2. The path-goal leadership model developed by Robert House
3. The situational leadership theory developed by Paul Hersey and Kenneth Blanchard
 Contingency Approach
Contingency Leadership Model

The contingency leadership model determines if a leader’s style is task oriented, or

relationship oriented, and if that style is effective for the situation at hand

Once an individual’s leadership orientation is known, you determine situational control

(how much control and leadership a leader has in the immediate work environment)

There are three dimensions of situational control:

}leader-member relations - the extent to which a leader has support, loyalty, and trust of the group
}task structure - the extent to which tasks are routine, unambiguous, and easily understood
}position power - how much power a leader has
 Contingency Approach
Contingency Leadership Model

Neither leadership style works all the time

The task oriented approach works well in high control or low control situations

The relationship oriented approach works well in moderate control situations

 Contingency Approach
Path-Goal Leadership Model

The path-goal leadership model holds that the effective leader makes desirable awards
available to followers, and increases their motivation by clarifying the paths (behavior)
that will help them achieve those goals and providing them with support

House revised his theory to say that employee characteristics and environmental
factors cause some leadership behaviors to be more effective than others
 Contingency Approach
Path-Goal Leadership Model

The path-goal leadership model holds that the effective leader makes desirable awards
available to followers, and increases their motivation by clarifying the paths (behavior)
that will help them achieve those goals and providing them with support

House revised his theory to say that employee characteristics and environmental
factors cause some leadership behaviors to be more effective than others

where: employee characteristics include locus of control, task ability, need for
achievement, experience, and need for path-goal clarity, environmental factors include
task structure and work group dynamics, and leader behaviors include path-goal
clarifying, achievement oriented, work facilitation, supportive, interaction facilitation,
group oriented decision making, representation & networking, value-based
Contingency Approach
Path-Goal Leadership Model
 Contingency Approach
Situational Leadership Model
Situational leadership theory which suggests that leaders should adjust their
leadership style according to the readiness (extent to which employees are
willing and able to complete a task) of followers

relationship behavior is the extent to which leaders maintain personal

relationships with their followers

task behavior is the extent to which leaders organize and explain the role
of their followers

The Hersey-Blanchard model is widely used as a training tool, but because

it has not been strongly supported by scientific research, managers should
be cautious when using prescriptions from the model
Contingency Approach
Situational Leadership Model
Full Range Approach
HOW CAN PEOPLE BE INSPIRED TO PERFORM BEYOND THEIR
NORMAL LEVELS?

Full-range leadership, proposed by Bernard Bass and Bruce Avolio, suggests that
leadership behavior varies along a full range of leadership styles, from take-no-
responsibility leadership at one extreme through transactional leadership, to
transformational leadership at the other extreme

Managers with transactional leadership focus on clarifying employees’ roles and

task requirements and providing rewards and punishments contingent on
performance

Transactional leaders are best in stable situations

Full Range Approach
Transformational leadership transforms employees to pursue organizational
goals over self-interests

While transactional leaders encourage people to do ordinary things,

transformational leaders encourage people to do exceptional things

Transformational leaders are influenced by individual characteristics (they

tend to be more extroverted, agreeable, and proactive than non
transformational managers), and organizational culture (adaptive, flexible
cultures foster transformational leadership)

The best leaders have both transactional and transformational qualities

Full Range Approach
Transformational leaders have four key behaviors:
1. They have charisma (a form of interpersonal attraction that inspires acceptance and
support), and offer a vision for the organization

2. They have integrity, high ethical standards, and desirable values

3. They encourage employees to grow and excel by giving them challenging work, more
responsibility, empowerment, and mentoring

4. They are good at communicating the company’s strengths, weaknesses, opportunities, and
threats so that employees see them as personal challenges
Six Additional Approach
ARE THERE OTHER KINDS OF LEADERSHIP?

There are six additional types of leadership:

1. The leader-member exchange (LMX) model of leadership emphasizes that
leaders have different sorts of relationships with different subordinates

2. Shared leadership is a simultaneous, ongoing, mutual influence process in

which people share responsibility for leading

3. Servant leaders focus on providing increased service to others -

meeting the goals of both followers and the organization – rather than
to themselves
Six Additional Approach

4. Loyalty leaders who inspire loyalty have six principles: preach what you
practice, play to win-win, be picky, keep it simple, reward the right results, listen
hard, talk straight

5. Level 5 leadership means an organization is led by a person, a Level 5

executive, who possesses the paradoxical characteristics of humility and
a fearless will to succeed, as well as the capabilities associated with levels
1-4

6. E-leadership involves one-to-one, one-to-many, and within-and

between-group and collective interactions via information technology
Assignment Guidelines
 Jangan Lupakan
1. TUGAS I: sudah dipresentasikan Minggu ke-7 !
2. TUGAS II: tidak perlu melakukan wawancara
dengan manajer, akan tetapi tetap harus
presentasi.
Tugas II akan diberikan pada Minggu ke-13 (4/5/20).
Kuis II juga akan diselenggarakan pada Minggu Ke-13.
Nama-nama Anggota Grup Kelas A
1. Grup I: sharen, yometta, julia, vina, janice, alvin,
lorenza, mercy
2. Grup II: sonibeniana, abigail, valen, meidiana,
aurelie, bella, agnes, evelyn
3. Grup III: alex, ryan, jasper, william, christian,
dedi, davin, stephanie victoria
4. Grup IV: olivia, stefanie evetania, claudia,
anastasya, rahel, winnie, wenny, kezia
5. Grup V: ferry, kenneth, stanley, erick, bakti,
albert, owen, audea
thank
you

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