LEADERSHIP

CH.12/OB
LEADERSHIP

Kepemimpinan : proses mempengaruhi

individu dan kelompok utk menetapkan
serta mencapai tujuan

-Formal leader
-Informal leader
Power : kapasitas mempengaruhi perilaku
orang lain

 Legitimate
 Coercive
 Reward
 Expert
 Referent
Variabel kepemimpinan

Leadership, melibatkan 3 variabel utama:

1. The leader (sang pemimpin)
2. Those being led (pengikut/followers)
3. Situasi yang dihadapi
 Leadership  TRAITS
“excellent leaders possessed certain
traits, or personal characteristics, that lay
at the root of their ability to lead”
Karakteristik dan ketrampilan yang berkaitan dengan kepemimpinan
yang efektif

 Adaptable  Cleverness
 Alert to social environment (intelligence)
 Ambitious & achievement-
oriented  Conceptual ability
 Assertive  Creativity
 Cooperative
 Decisive
 Diplomacy and tact
 Dependable  Fluency in speaking
 Dominant  Knowledge about the
 Energetic group task
 Persistent
 Self-confident  Organizational ability
 Tolerant of stress  Persuasiveness
 Willing to assume  Social ability
responsibility
Leadership-behavior approach

Decision making styles

 Autocratic
 Participative
 Free rein
Styles and distribution of authority

Manager’s Exercise of
Authority

Subordinates’ Share of
Decision-Making Authority

Autocratic Style Participative Free-Rein Style

Manager makes Style Subordinate
decision, Manager makes makes decision
announces it, decision with input subject to limits
and seeks from subordinates set by boss
feedback
 Leadership  BEHAVIOR approach

study at Ohio state university:

-consideration and initiating structure

study at Michigan university

-Employee centered and Job centered
Robert Blake and Jane Mouton
Managerial Grid:

-Concerned for people and concerned for

production
(for homework)
Situational leadership

Fiedler’s Contingency of Leadership

Leader effectiveness  determine by
personal characteristics of leader and by
the situation

Leader styles : (measured by LPC scale)

2 styles : relationship oriented
task oriented
Situational characteristics:
-leader-member relations (good-poor)
-task structure (high - low)
-position power (strong – weak)

‘8 leadership situations’ (see fig 12-2)

[lihat fig 12-2]*

 Situational characteristics

I Ii Iii iv v vi vii viii

LMR G G G G P P P P

TS H H L L H H L L

PP S W S W S W S W

Task Relations Task

oriented hip oriented
(low LPC oriented
high LPC
Hersey-Blanchard Situational leadership

Styles of leadership:
(1). Telling
(2). Selling
(3). Participating
(4). Delegating

Readiness : the follower's skilled and

willingness to do a job
Situational factors  Readiness
(R1,R2,R3, dan R4
Degree of follower’s readiness

R1 R2 R3 R4
Unable and Unable but Able but Able and
Unwilling Willing Unwilling Willing

S1 S2 S3 S4
Telling : Selling : Participating:shar Delegating:
Instructing and Explaining and ring and Coaching and
supervising clarifying facilitating assisting
New topics in Leadership

New development of Leadership:

“Transformational and transactional
leadership’

Transformational leadership : “menginspirasi

bawahan untuk percaya kepada
pemimpinannya serta memotivasi perilaku
untuk mencapai tujuan bersama”
Characteristics of Transformational Leadership

Charisma

Transformational
Leader

Intellectual Developmental
Stimulation Consideration

Copyright © 2012 Pearson 12-17

Education, Inc. Publishing as
Prentice Hall
Transactional leadership: memotivasi
bawahan melalui pertukaran imbalan serta
pemberian hukuman bila bawahan
berbuat kesalahan*

--2010/2015—