Teori Model Kepimpinan

TEORI & MODEL KEPIMPINAN

Definition Leadership is a complex process having

multiple dimensions. Defined in terms of group processing,

personality, behavior and power.

An instrument of goal achievement. A process in which an individual

influences other individuals to achieve one or more

goals. Relationship of leader and followers.

Characteristics

Innate or inborn traits vs. learned behaviors.

Assigned vs. emergent position of leadership.

Position power vs. personal power Coercion with threats vs. positive

motivation. Leadership vs. management.

5 SOURCES OF POWER

REWARD COERCIVE LEGITIMATE REFERENT EXPERT

LEADERSHIP VS. MANAGEMENT LEADERSHIP’S PRIMARY FUNCTION

IS TO PRODUCE CHANGE/MOVEMENT

MANAGEMENT’S PRIMARY FUNCTION IS TO PRODUCE ORDER AND STABILITY

Parting Thought………….

“Managers are people who do things right and leaders are people who do the right thing.”

~ Warren Bennis and Burt Nanus

Trait Theory

OBJECTIVE

To identify personality characteristics that can be used to define a leader.

Description Early 1900s, leadership traits were

studied to determine what made certain people great leaders.

‘Great man’ theories Focused on innate qualities and

characteristics held by great men and women (e.g. Abraham Lincoln & Mahatma Gandhi).

Believed that people were born with traits & only great people have them.

Mid-1900s, trait approach was challenged. The traits of one leader may not be those of

other leaders. Traits such as intelligence, self-confidence,

determination, integrity and sociability. Leadership was reconceptualized as a

relationship between people in a social situation Personal factors continued to be important but

they are to be considered as relative to the requirements of the situation.

Traits most valued in one situation may not be valued in other situations.

Currently, it has shifted back to reemphasize the critical role of traits in effective leadership.

Application Focused exclusively on the leader & not on

the followers /the situation – more straight forward that other approaches.

Focused on leaders & their traits – what traits & who has them?

Having a person with a specific set of traits is crucial to effective leadership.

Suggests that organizations work better if managers have designated leadership profiles (e.g. personality assessment instruments).

A trait profile is used to determine if a person fits a certain job.

Application…

Also used for personal awareness & development – managers can determine own strength and weaknesses.

People with gifts that can do extraordinary things.

Can be open to a subjective selection of personality characteristics

Strengths

AppealingCentury of research as backingHighlights the leader in the

leadership processProvides benchmarks of what to

look for in leaders

CriticismsNo definitive list of traitsFails to take situations into accountHighly subjective list of “important”

leadership traitsFailure to look at traits in relationship

to leadership outcomesNot a useful approach for training &

development

Usefulness

Still provides valuable information about leadership

Can be used by individuals at all levels & in all types of organizations

Does provide direction regarding which traits are good to have if one aspires to take a leadership position.

Individuals can gain insight into whether or not they have important select traits

Style Approach

OBJECTIVE

To integrate the two major behavioral aspects of the leader, task and relationship, in order to influence subordinates to reach a predefined goal.

Definition

Focus is on the behavior of the individual in terms of what leaders do and how they act.

Includes the actions of leaders toward subordinates in various contexts.

Concentration on 2 general kinds of behaviors: – the integration of task (initiating) and– relationship (consideration) behavior to influence

others to reach their goals. Maximize the impact on the satisfaction and

performance of followers.

Task behaviors – help group members to achieve objectives

Relationship behaviors – help subordinates feel comfortable with themselves & others

The main purpose of the style approach – explains how leaders combine these 2 kinds of behaviors to influence subordinates to reach the goal.

Research Studies

The Ohio State Studies: Task and relationship separate LBDQ-XII developed by Stodgill

most widely used Task: organizing, defining responsibilities,

scheduling Relationship: respect, trust, camaraderie

Research Studies

Michigan State Studies: employee orientation/ production orientation

Initially viewed as on continuum, then separate, looking for universal theory

Employee Orientation: human relations Production Orientation:technical

aspects Studies inconclusive

Managerial (Leadership) Grid

Concern for production/concern for people

Joins the two on a grid creating 5 styles Authority-Compliance (9,1): controlling,

demanding, hard driving Country Club Management(1,9):

agreeable, eager to help, comforting

Blake and Mouton Styles

Impoverished Management (1,1):

resigned, apathetic, indifferent Middle-of-the-Road Management (5,5)

expedient, soft-pedals disagreement Team Management (9,9):

open-minded, determined, likes participation, follows through

 Blake and Mouton Grid  9 1, 9 9,9  8 Country Club Team  P 7   E 6  O 5 5, 5  P 4 Middle  L 3  E 2 Impoverished Authority-Compliance  1 1,1 9,1  1 2 3 4 5 6 7 8 9    R E S U L T S

Blake/Mouton Added….

Paternalism/Maternalism: “benevolent dictator” uses 1,9 and 9,1

Opportunism: combination of 5 styles for purpose of personal advancement

Strengths

Marked major shift in research Studies validate basic ideas Increased understanding of

task/relationship as core to leadership process

Hueristic, provides a broad conceptual map to understand complexities of leadership

Criticisms

Does not adequately show how leader style affects outcomes

Failed to find universal style effective in almost every situation

Implies that most effective style is high-high, research does not support this conclusion

Application Suggests that leaders should modify

their behavioral style in order to increase their effectiveness.

People sometimes use different styles just to get what they want at that point in time.

Trade-off between task and relationship is not the same for all situations.

Employee satisfaction is not always the best measurement of leadership.