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Kepemimpinan dalam perusahaan
Chapter 13 – Leadership
Introduction to Leadership
Leadership ̶ ability to direct a group toward
the achievement of goals
→ by using his/her influence to assist groups in
attaining goals.
Personal Characteristics & Leadership
Leader Emergence ̶ people who become
leaders possess traits or characteristics different
from people who do not become leaders.
• People high in openness,
conscientiousness, extraversion,
masculinity, creativity, and
authoritarianism and low in neuroticism
are more likely to emerge as leaders
than their counterparts.
• High self-monitors (people who adapt
their behavior to the social situation)
emerge as leaders more often than low
self-monitors.
• More intelligent people are more likely
to emerge as leaders than are less
intelligent people.
• Looking at patterns of abilities and
personality traits is more useful than
looking at single abilities and traits.
Motivation to lead has three aspects (factor) :
1. Affective Identity Motivation
They enjoy being in charge and leading
others.
➢ The most leadership experience and
having high leadership potential.
2. Noncalculative Motivation
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They perceive that such positions will
result in personal gain/ result In an
increase in status or in pay.
3. Social Normative Motivation
Become leaders out of a sense of duty or
responsibility.
Ex: agree to be the next president
because it is “his turn”.
Role of gender In leader emergence
Men → as leaders more often in short-term
groups and groups carrying out tasks with low
social interaction.
Women → as leaders more often in groups
involving high social interaction.
Leader Emergence ̶ the idea that leaders who
perform well posess certain characteristics that
poorly performing leaders do not.
→ Excellent leader might be intelligent,
assertive, friendly, and independent.
Poor leader might be shy, aloof, and calm.
→ Effective leadership is the synthesis of 3
variables:
wisdom, intelligence (academic and practical)
and creativity.
→ An effective leadership should be concerned
more with result than with being liked.
→ Leadership excellence is a function of the
right person being in the right time.
Personal characteristics and leader
performance has concentrated on 3 areas :
• Traits
➢ Positively related to leader
performance : extraversion,
openness, agreeableness &
conscientiousness
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Psikologi Industri Organisasi
Negatively related to leader
performance : neuroticism
➢ Leadership effectiveness : responsibility, self-controlled,
management, decision-making
& oral-communication skills
➢ High self-monitors tend to be
better leaders than do low self-
monitors
➢ Cognitive ability is most
important when the leader is
not distracted by stressful
situations and when the leader
uses a more directive leadership
style.
Self-monitoring ̶ A personality trait
characterized by the tendency to adapt
one’s behavior to fit a particular social
situation.
• Needs
➢ Need for power
➢ Need for achievement
➢ Need for affiliation
Can be measured through various
psychological test, Thematic
Apperception Test (TAT) and Job Choice
Exercice (JCE).
Leadership motive-pattern ̶ Have a
high need for power and a low need for
affiliation for organizational power not
for personal.
• Orientation
➢ Person-oriented leaders
→ country club leaders, Theory
Y leaders & leaders high in
consideration.
Act in warm & supportive
manner and show concern for
their subordinates.
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19.01.061.053
→ believe that employees are
intrinsically motivated, seek
and necessarily dislike work.
→ consult their subordinates
before making decisions, praise
their work, ask about their
families, do ot look over their
shoulder, & use more “hands-
off” approach to leadership.
→ when under pressure, tend to
become socially withdrawn
→ tend to appreciate humor
→ should have satisfied
employees
➢ Task-oriented leaders
→ task-centered leaders, Theory
X leaders, leaders high in
initiating structure.
Define & structure their own
roles and those of their
subordinates to attain the
group’s formal goals.
→ see their employees as lazy,
extrinsically motivated, wanting
security, undisciplined, and
shirking responsibility.
→ tend to manage/ lead by
giving directives, setting goals,
and making decision without
consulting their subordinates.
→ when under pressure, they
become anxious, defensive, and
dominant.
→ tend to produce humor
→ should have productive
employees
➢ Women more likely to have a
person-orientation and less
likely to have a task orientation
than were man.
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Psikologi Industri Organisasi
➢ Women more likely to use a
more participative approach
and men more likely to use a
more autocratic approach.
‫ ؞‬The best leaders (team) are
both task and person oriented, whereas
the worst (improverished) are neither
task nor person oriented. Some leaders
(middle-of-the-road) have moderate
amounts of both orientations.
Can be measured by several
instruments, two of which are the
Leadership Opinion Questionnaire (LOQ)
and the Leader Behavior Description
Questionnaire (LBDQ).
Poor leader behavior has 3 major causes :
1) Lack of training
Lack of leadership training given to
supervisors.
Few organizations require supervisors
to complete leadership training before
taking charge of groups of people.
2) Cognitive deficiencies
Poor leaders are unable to learn form
experience and are unable to think
strategically, they consistently make
the same mistakes and do not plan
ahead.
3) Personality
Unsuccessful leaders are insecure and
adopt one of three personality types
(Hogan) : the paranoid or passive-
aggressive, the high-likability, and the
narcissist ← feel betrayed (dikhianati).
➢ Paranoid/ passive-aggressive
leader
→ has deeply rooted, but perhaps
unconscious, resentment and
anger.
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→ on the surface, these leaders are
charming, quite people who often
compliment their subordinates and
fellow workers., supportive, but at
the same time they will “stab”
another person in the back.
→ resent (benci) the successes of
others and are likely to act against
(melawan) subordinates in a
passive-aggressive.
➢ High-likability floater
→ insecure and seldom(jarang)
rocks the boat or causes trouble
→ goes along with the group,
friendly to everyone, never
challenges anyone’s ideas.
➢ Narcissists
→ overcome their insecurity by
overconfidence
→ like to be the center of attention,
promote their own
accomplishments, take most of the
credit for the successes of their
group
→ avoid all blame for failure
Critical incident of ineffective leader behavior
fell under 10 basic dimensions (Rasch, Shen,
Davies & Bono) :
➢ Engaging in illegal and unethical
behavior
➢ Avoiding conflict and people problems
➢ Demonstrating poor emotional control
(yelling, screaming)
➢ Overcontrolling (micromanaging)
➢ Demonstrating poor task performance
➢ Poor planning, organization, and
communication
➢ Starting/passing on rumors/sharing
confidential information
➢ Proscrastinating and not meeting time
commitments
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Psikologi Industri Organisasi
➢ Failing to accommodate the personal
needs of subordinates
➢ Failing to nurture and manage talent
Interaction between
the leader & the situation
A leaders effectiveness ̶ depends on the traits
she possesses, also the particular situation in
which the leader finds herself (Hackman &
Wageman).
Fiedler’s contingency model ̶ any individual
leadership style is effective only in certain
situations.
→ argue that rather than teaching people to
change their leadership styles, leadership
training should concentrate on helping people
understand their style of leadership & learn
how to manipulate a situation so that the two
match.
→ an individual’s leadership style is the result of
a lifetime of experiences & extremely difficult to
change (Fred Fiedler)
→ Least-Preferred Coworker (LPC) Scale, help
people understand their leadership style .
The favorableness (keuntungan) of a situation
is determined (ditentukan) by 3 variables :
• Task structuredness
→ have goals that are clearly stated and
known by group members
→ have only a few correct solutions to a
problem
→ can be completed in only a few ways
→ the more structured the task, the
more favorable the situation
• Leader position power
The greater the position/ legitimate
power of the leader, the more favorable
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• Leader-member relations
The more the subordinates like their
leader, the more favorable the situation
will be.
Fiedler’s belief (Leader Match) ̶ an individual’s
leadership style is not easily changed, to
improve their abilities, leaders learn through
four-hour workshops how to diagnose
situations and then change these situations to
fit their particular leadership styles.
→ concentrating on changing the situation
rather than the leader.
Bases of Power ̶ similar to IMPACT Theory
(French&Raven) :
• Expert
became powerful because of his
expertise in defense matters.
• Referent
• Legitimate
• Coercive/Reward
IMPACT Theory ̶ Six Leader Behavioral Styles
(Geier, dkk.) :
→ IMPACT = Informational, Magnetic, Position,
Affiliation, Coercive, Tactical
→ each style is effective in only a particular
(tertentu) situation, or in an organizational
climate.
• Informational style
→ effective only in climate of Ignorance
(ketidakpedulian)
→ John Warner use this style to
become a powerful leader
• Magnetic Style
→ effective only in climate of Despair
(putus asa)
→ leads through energy & optimism
→ characterized by low morale
→ figure : Ronald Reagan
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Psikologi Industri Organisasi
• Position Style
→ effective only in climate of Instability
(ketidakstabilan)
→ leads by virtue of the power inherent
in that position
→ effective during corporate mergers,
particularly when people are not sure
what actions to take
• Affiliation Style
→ effective only in climate of Anxiety
(gelisah)
→ leads by liking and caring about
others
→ similar to the person-oriented leader
→ figure : Jimmy Carter
• Coercive Style
→ effective only in climate of Crisis
→ leads by controlling reward &
punishment
→ typical in war
• Tactical Style
→ effective only in climate of
Disorganization
→ leads through the use of strategy
Become an Effective Leader
• Find a climate consistent with your
leadership style
→ involves (melibatkan) either a great
deal of luck/ a lot of patience
→ as the leader must be in the right
place at the right time
• Change your leadership style to better
fit the existing climate
→ people who are willing to adapt their
behavior & who have the ability to
“play” each of the six leadership styles
should be the effective leaders.
• Change your followers perception of
the climate
→ in politics, each candidate tries to
convince (meyakinkan) the voting
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public that he/she is he best person for
an office.
• Change the actual climate
→ changing the climate itself rather
than simply changing followers
perception of the climate.
→ a strategy is difficult but can be
successful
Path-goal theory ̶ A theory of leadership
stating that leaders will be effective if their
behavior helps subordinates achieve relevant
goals.
→ leader can adopt one of four behavior
leadership styles to handle each situation
• Instrumental Style
→ leader plans and organizes the
activites of employees
→ planning, organizing, controlling
• Supportive Style
→ leaders show concern for their
employees
• Participative Style
→ leader allows employees to
participate in decisions
• Achievement Oriented
→ leader sets challenging goals and
rewards achievement.
Advise to be effective leader (House&Mitchell)
:
• Recognize the needs of subordinates &
work to satisfy those needs
• Reward subordinates who reach their
goals
• Help subodinates identify the best
paths to take in reaching particular
goals
• Clear those paths so that employess can
reach their goals
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Psikologi Industri Organisasi Laily Khoirunnisa El Noor
19.01.061.053

interaction between the leader and his/her

subordinates
Situational Leadership Theory
(Hersey&Blanchard) ̶ A theory of leadership
stating that effective leaders must adapt their
style of leadership to fit both the situation and
the followers. Spesific Leader Skill
• Directing Approach Excellent leader behavior
→ directs the follower by telling him
what to do and how to do it • Initiate ideas
→ effective for R1 followers (unable & • Informally interact with subordinates
unwilling or insecure) • Stand up for and support subordinates
• Coaching Approach • Take responsibility
→ explain and clarify how work should • Develop a group atsmorphere
be done • Organize & structure work
→ effective for R2 followers (unable but • Communicate formally with
willing or confident) subordinates
• Supporting Approach • Reward and punish subordinates
→ given plenty of emotional support as • Set goals
well as opportunities for two-way • Make decisions
communication • Train and develop employee skills
→ effective for R3 followers (able but • Solve problem
unwilling or insecure) • Generate enthusiasm
• Delegating Approach
→ delegate specific tasks to
subordinates and then let them Following skills to be essential
complete those tasks with minimal
supervision or guidance • Organizing
effective for R4 followers (able & willing • Analysis and decision making
pr confident) • Planning
• Communication (oral & written)
→ important for leaders to discuss this strategy
with each employee so that employees will • Delegation
understand why they are being treated a • Work habits (high-quality work)
particular way. • Carefulness
• Interpersonal skill
• Job knowledge
Relationship with Subordinates • Organizational knowledge
• Toughness
→ Leader-member exchange (LMX) theory ̶ A • Integrity
leadership theory that focuses on the • Development of others
interaction between leaders and subordinates. • Listening
→ Vertical Dyad Linkage (VDL) theory ̶ A
leadership theory that concentrates on the

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Psikologi Industri Organisasi
Vroom-Yetton Model ̶ A theory of leadership
that concentrates on helping a leader choose
how to make a decision.
Five basic types of power (French&Raven) :
• Expert Power
→ power that individuals have because
they have knowledge
→ the knowledge must be something
that others in an organization need
→ others must be aware that the leader
knows something
• Legitimate Power
→ the power that individuals have
because of their elected or appointed
position
• Reward Power
→ leadership power that exists to the
extent that the leader has the ability
and authority to provide rewards
• Coercive Power
→ leadership power that comes from
the leader’s capacity to punish others
• Referent Power
→ leadership power that exists when
followers can identify with a leader and
the leader’s goals.
Transactional Leadership ̶ Leadership style in
which the leader focuses on task-oriented
behaviors.
→ setting goals, monitoring perfomances, and
providing a consequence to success or failure
Have three dimensions;
• contingent reward : leaders who reward
followers for engagug in desired activity
• management by exception-active :
actively monitors performance and take
correction action when needed
• management by exception-passive :
don’t actively monitor follower
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behavior and take correction action
only when problems are serious.
Transformational Leadership ̶ Visionary
leadership in which the leader changes the
nature and goals of an organization.
→ changing or transforming the goals, values,
ethics, standards, and performance of others
→ labeled: visionary, charismatic dan
inspirational
→ lead by developing a vision, changing
organizations to fit this vision, and motivating
employees to reach the vision or long-term
goal.
→ confident, have a need to influence others,
hold a strong attitude that their beliefs&ideas
are correct, innovate, challenge the status quo,
focus on people, flexible, look to the future,
carefully analyze problems, act in an ethical
manner, trust their intuition
→ personality dimension of extraversion,
agreeableness, conscientiousness, openness
→ lebih banyak pemimpin perempuan yang
transformational
→ figure : Herb Kelleher (charismatic, employee
oriented, visionary, & a great motivator people)
Have three dimension;
• charisma
→ high moral and ethical standards
→ strong vision of where they want
their followers to go
→ enthusiasm to motivate their
followers
• intellectual stimulation
→ encourage change and open thinking
→challenge the status quo
→ appreciate diversity
• individual consideration
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Psikologi Industri Organisasi Laily Khoirunnisa El Noor
19.01.061.053

→ encourage individual growth → reflect on their own ethics, core beliefs, and
→ take the time to mentor value rather leading by copying the leadership
→ coach their followers style of others.
→ lead by being themselves and acting in
accordance with their heartfelt ethics, beliefs,
Five characteristics in good leaders and values to create a positive environment.
(Hunt&Laing) :
• vision
→ have a vision of where they want the
organization to go anf provide direction
toward that end.
• Differentiation
→ The difference might be one of
personality, charisma, knowledge or
skill.
• Values
→ Have strong values
• Transmission of vision and values
→ Able to communicate their vision and
values to others
• Flaws (kekurangan)
→ Have a major flaws and they know it
→ Makes the leader more human and
provides a target that followers can
focus on when they are upset with the
leader

Authentic leadership ̶ A leadership theory

stating that leaders should be honest and open
and lead out of a desire to serve others rather
than a desire for self-gain
→ have self-awareness to understand who they
aem recognize and accept their weaknesses,
and take steps to correct those weaknesses
→ have a high self-esteem, gives them
confidence to be courageous and do the right
thing as well as the willingness to acceot critism
and make personal changes when necessary
→ leading with your heart

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