PAPER OF ORGANIZATION BEHAVIOUR ABOUT IDEAL LEADERSHIP STYLE AND ITS APPLICATION IN POLITIC ORGANIZATIONS AS A TOOL TO ACHIEVE THE GOALS Complied by: 1. Titik Akhiroh (7211412036) 2. Wijayanti (7211412057) 3. Istiqomah Fajaryanti (7211412049) 4. Atika Sukma W. (7211412058) 5. Umi Hanifah (7211412037) Semarang State University

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Complied by:

1. Titik Akhiroh (7211412036)

2. Wijayanti (7211412057)

3. Istiqomah Fajaryanti (7211412049)

4. Atika Sukma W. (7211412058)

5. Umi Hanifah (7211412037)

Semarang State University

Economic Faculty


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Praises and thanks to Allah for all of God’s help and permit so the writer can

befinished the paper about “Ideal Leadership Style and Its Application in

Organizations as Tool to Achieve Goals”.

This papers is organized as final task of Organization Behaviour’s Lesson.

With the formulation of this paper are expected to provide information and

knowledge to the reader about Ideal Leadership Style And Its Application in


The authors realize that this paper is still far from perfect. Therefore, I expect

criticism and suggestions from readers. Because of criticisms and suggestions readers can

motivate writers in refining the paper for the future.

Semarang, March 2013


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Title Page......................................................................................................................i


Table of Contents........................................................................................................iii


A. Background of the Problem.....................................................................................1

B. Formulation of the Problem.....................................................................................2

C. Purposes...................................................................................................................3


A. Definition of Leadership

B. Styles of Leadership

C. Definition of Politic

D. Definition of Power



A. Conclusion............................................................................................................

B. Suggestion.............................................................................................................

C. Bibliography.........................................................................................................

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A. Background of the Problem

Studies of leadership styles are diverse in nature and multiple definitions have been

offered. However, leadership style can be defined broadly as the manner and approach of

providing direction, implementing plans, and motivating people.

Bases of power refer to the methods that managers and leaders utilize to influence

their employees. When examining bases of power, the concept of authority must also be

considered. These two are interconnected attributes tied to the behavior of superiors over

subordinates. In their article, "Are There No Limits To Authority?", David Knights and

Darren McCabe explain that "power should be understood to be a condition of social

relations. Thus, it is erroneous to ask who has power. Instead, it is necessary to explore

how power is exercised."

In turn, the nature of how power is exercised is a workable definition for authority.

In short, authority and power are intertwined, with power being the ability to do things or

have others do what one has ordered while authority is the foundation on which that

power is built.

B. Formulation of the Problem

1. How can be a effective leader?

2. How is leadership style can call ideal?

3. How is one use the power in the politic organization?

C. Purposes

The following are purposes of the paper:

1. As a final task organization behaviour’s lesson

2. Give knowlegde about leadership, politic, and power

3. Give knowledge about ideal leadership style in the politic organization

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A. Definition of Leadership

Leadership has been described as the "process of social influence in which one person is

able to enlist the aid and support of others in the accomplishment of a common task". A

definition more inclusive of followers comes from Alan Keith of Genentech who said

“Leadership is ultimately about creating a way for people to contribute to making

something extraordinary happen.” Students of leadership have produced theories involving

traits, situational interaction, function, behavior, power, vision and values, charisma, and

intelligence among others.

B. Theories of Leadership

1. Trait Theory

Trait theory tries to describe the types of behavior and personality tendencies associated

with effective leadership. This is probably the first academic theory of leadership.

Ronald Heifetz (1994) traces the trait theory approach back to the nineteenth-century

tradition of associating the history of society to the history of great men. Thomas

Carlyle can be considered one of the pioneers of the trait theory. In On Heroes, Hero-

Worship, and the Heroic History (1841) he used such approach to identify the talents,

skills and physical characteristics of men who arose to power.

Proponents of the trait approach usually list leadership qualities, assuming certain traits

or characteristics will tend to lead to effective leadership. Shelley Kirkpatrick and

Edwin A. Locke (1991) exemplify the trait theory. They argue that "key leader traits

include: drive (a broad term which includes achievement, motivation, ambition, energy,

tenacity, and initiative), leadership motivation (the desire to lead but not to seek power

as an end in itself), honesty, integrity, self-confidence (which is associated with

emotional stability), cognitive ability, and knowledge of the business. According to

their research, "there is less clear evidence for traits such as charisma, creativity and


2. Situational theory

Situational theory appeared as an alternative to the trait theory of leadership. Social

scientists argued that history was more than the result of intervention of great men as

Carlyle suggested. Herbert Spencer suggested in 1884 that the times produce the person

and not the other way around. This theory assumes that different situations call for

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different characteristics. According to this group of theories, no single optimal

psychographic profile of a leader exists. The situational leadership model of Hersey and

Blanchard, for example, suggest four leadership-styles and four levels of follower-

development. For effectiveness, the model posits that the leadership-style must match

the appropriate level of followership-development. In this model, leadership behavior

becomes a function not only of the characteristics of the leader, but of the

characteristics of followers as well. Other situational leadership models introduce a

variety of situational variables. These determinants include:

- the nature of the task (structured or routine)

- organizational policies, climate, and culture

- the preferences of the leader's superiors

- the expectations of peers

- the reciprocal responses of followers

The contingency model of Vroom and Yetton uses other situational variables,


- the nature of the problem

- the requirements for accuracy

- the acceptance of an initiative

- time-constraints

- cost constraints

The Fiedler contingency model bases the leader's effectiveness on what Fred Fiedler

called situational contingency. This results from the interaction of leadership style and

situational favorableness (later called "situational control").

In the path-goal model of leadership, developed jointly by Martin Evans and Robert

House and based on the "Expectancy Theory of Motivation", a leader has the function

of clearing the path toward the goal(s) of the group, by meeting the needs of


4. Functional Theory

Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962) is a

particularly useful theory for addressing specific leader behaviors expected to

contribute to organizational or unit effectiveness. This theory argues that the leader�s

main job is to see that whatever is necessary to group needs is taken care of; thus, a

leader can be said to have done their job well when they have contributed to group

effectiveness and cohesion (Fleishman et al., 1991; Hackman & Wageman, 2005;

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Hackman & Walton, 1986). While functional leadership theory has most often been

applied to team leadership (Zaccaro, Rittman, & Marks, 2001), it has also been

effectively applied to broader organizational leadership as well (Zaccaro, 2001). In

summarizing literature on functional leadership (see Kozlowski et al. (1996), Zaccaro et

al. (2001), Hackman and Walton (1986), Hackman & Wageman (2005), Morgeson

(2005)), Klein, Zeigert, Knight, and Xiao (2006) observed five broad functions a leader

provides when promoting unit effectiveness. These functions include: (1)

environmental monitoring, (2) organizing subordinate activities, (3) teaching and

coaching subordinates, (4) motivating others, and (5) intervening actively in the group's


A variety of leadership behaviors are expected to facilitate these functions. In

initial work identifying leader behavior, Fleishman (Fleishman, 1953) observed that

subordinates perceived their supervisors behavior in terms of two broad categories

referred to as consideration and initiating structure. Consideration includes behavior

involved in fostering effective relationships. Examples of such behavior would include

showing concern for a subordinate or acting in a supportive manner towards others.

Initiating structure involves the actions of the leader focused specifically on task

accomplishment. This could include role clarification, setting performance standards,

and holding subordinates accountable to those standards.

5. Behavior Theory

However one determines leadership behavior, one can categorize it into various

leadership styles. Many ways of doing this exist. For example, the Managerial Grid

Model, a behavioral leadership-model, suggests five different leadership styles, based

on leaders' strength of concern for people and their concern for goal achievement.

David McClelland saw leadership skills, not so much as a set of traits, but as a pattern

of motives. He claimed that successful leaders will tend to have a high need for power,

a low need for affiliation, and a high level of what he called activity inhibition (one

might call it self-control).

C.Leadership Styles

Kurt Lewin, Ronald Lipitt, and R. K. White identified three leadership styles:

authoritarian, democratic, and laissez-faire, based on the amount of influence and power

exercised by the leader. Other leadership styles have been identified as discussed below. 

The bureaucratic leader (Weber, 1905) is very structured and follows the procedures as

they have been established. This type of leadership has no space to explore new ways to

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solve problems and is usually slow paced to ensure adherence to the ladders stated by the

company. Leaders ensure that all the steps have been followed prior to sending it to the

next level of authority. Universities, hospitals, banks and government usually require this

type of leader in their organizations to ensure quality, increase security and decrease

corruption. Leaders who try to speed up the process will experience frustration and


The charismatic leader (Weber, 1905) leads by infusing energy and eagerness into their

team members. This type of leader has to be committed to the organization for the long

run. If the success of the division or project is attributed to the leader and not the team,

charismatic leaders may become a risk for the company by deciding to resign for advanced

opportunities. It takes the company time and hard work to gain the employees' confidence

back with other type of leadership after they have committed themselves to the magnetism

of a charismatic leader.

The autocratic leader (Lewin, Lippitt, & White, 1939) is given the power to make

decisions alone, having total authority. This leadership style is good for employees that

need close supervision to perform certain tasks.

The democratic leader (Lewin, Lippitt, & White, 1939) This style involves the leader

including one or more employees in the decision making process (determining what to do

and how to do it). However, the leader retains the final decision making authority. Using

this style is not a sign of weakness, rather it is a sign of strength that your employees will

respect. This is normally used when you have part of the information, and your employees

have other parts. Note that a leader is not expected to know everything — this is why you

employ knowledgeable and skillful employees. Using this style is of mutual benefit — it

allows them to become part of the team and allows you to make better decisions.

The laissez-faire ("let do") leader (Lewin, Lippitt, & White, 1939)[8] In this style, the

leader allows the employees to make the decisions. However, the leader is still responsible

for the decisions that are made. This is used when employees are able to analyze the

situation and determine what needs to be done and how to do it. You cannot do

everything! You must set priorities and delegate certain tasks. This is not a style to use so

that you can blame others when things go wrong, rather this is a style to be used when you

fully trust and confidence in the people below you. Do not be afraid to use it, however, use

it wisely!

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The people-oriented leader (Fiedler, 1967) is the one who, in order to comply with

effectiveness and efficiency, supports, trains and develops his personnel, increasing job

satisfaction and genuine interest to do a good job.

The task-oriented leader (Fiedler, 1967) focuses on the job, and concentrates on the

specific tasks assigned to each employee to reach goal accomplishment. This leadership

style suffers the same motivation issues as autocratic leadership, showing no involvement

in the teams needs. It requires close supervision and control to achieve expected results.

Another name for this is deal maker (Rowley & Roevens, 1999) and is linked to a first

phase in managing Change, enhance, according to the Organize with Chaos approach.

The servant leader (Greenleaf, 1977) facilitates goal accomplishment by giving its team

members what they need in order to be productive. This leader is an instrument employees

use to reach the goal rather than a commanding voice that moves to change. This

leadership style, in a manner similar to democratic leadership, tends to achieve the results

in a slower time frame than other styles, although employee engagement is higher. 

The transactional leader (Burns, 1978)[12] is given power to perform certain tasks and

reward or punish for the team's performance. It gives the opportunity to the manager to

lead the group and the group agrees to follow his lead to accomplish a predetermined goal

in exchange for something else. Power is given to the leader to evaluate, correct and train

subordinates when productivity is not up to the desired level and reward effectiveness

when expected outcome is reached.

The transformational leader (Burns, 1978)[12] motivates its team to be effective and

efficient. Communication is the base for goal achievement focusing the group on the final

desired outcome or goal attainment. This leader is highly visible and uses chain of command

to get the job done. Transformational leaders focus on the big picture, needing to be

surrounded by people who take care of the details. The leader is always looking for ideas that

move the organization to reach the company's vision.

The environment leader ( Carmazzi, 2005) is the one who nurtures group or organizational

environment to affect the emotional and psychological perception of an individual's place in

that group or organization. An understanding and application of group psychology and

dynamics is essential for this style to be effective. The leader uses organizational culture to

inspire individuals and develop leaders at all levels. This leadership style relies on creating an

education matrix where groups interactively learn the fundamental psychology of group

dynamics and culture from each other. The leader uses this psychology, and complementary

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language, to influence direction through the members of the inspired group to do what is

required for the benefit of all.

Leadership styles of "outstanding leaders"

  In 1994 House and Podsakoff attempted to summarize the behaviors and approaches

of "outstanding leaders" that they obtained from some more modern theories and research

findings. These leadership behaviors and approaches do not constitute specific styles, but

cumulatively they probably characterize the most effective style of leaders/managers of the

time. The listed leadership "styles" cover:

1. Vision. Outstanding leaders articulate an ideological vision congruent with the deeply-held

values of followers, a vision that describes a better future to which the followers have an

alleged moral right.

2. Passion and self-sacrifice. Leaders display a passion for, and have a strong conviction of,

what they regard as the moral correctness of their vision. They engage in outstanding or

extraordinary behavior and make extraordinary self-sacrifices in the interest of their vision

and mission.

3. Confidence, determination, and persistence. Outstanding leaders display a high degree of

faith in themselves and in the attainment of the vision they articulate. Theoretically, such

leaders need to have a very high degree of self-confidence and moral conviction because their

mission usually challenges the status quo and, therefore, may offend those who have a stake

in preserving the established order.

4. Image-building. House and Podsakoff regard outstanding leaders as self-conscious about

their own image. They recognize the desirability of followers perceiving them as competent,

credible, and trustworthy.

5. Role-modeling. Leader-image-building sets the stage for effective role-modeling because

followers identify with the values of role models whom they perceived in positive terms.

6. External representation. Outstanding leaders act as spokespersons for their respective

organizations and symbolically represent those organizations to external constituencies.

7. Expectations of and confidence in followers. Outstanding leaders communicate

expectations of high performance from their followers and strong confidence in their

followers' ability to meet such expectations.

8. Selective motive-arousal. Outstanding leaders selectively arouse those motives of

followers that the outstanding leaders see as of special relevance to the successful

accomplishment of the vision and mission.

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9. Frame alignment. To persuade followers to accept and implement change, outstanding

leaders engage in "frame alignment". This refers to the linkage of individual and leader

interpretive orientations such that some set of followers' interests, values, and beliefs, as well

as the leader's activities, goals, and ideology, becomes congruent and complementary.

10. Inspirational communication. Outstanding leaders often, but not always, communicate

their message in an inspirational manner using vivid stories, slogans, symbols, and


  Even though these ten leadership behaviors and approaches do not really equate to

specific styles, evidence has started to accumulate that a leader's style can make a difference.

Style becomes the key to the formulation and implementation of strategy and plays an

important role in work-group membership activity and in team citizenship. Little doubt exists

that the way (style) in which leaders influence work-group members can make a difference in

their own and their people's performance.

 Leadership and Emotions

Leadership can be perceived as a particularly emotion-laden process, with emotions

entwined with the social influence process. In an organization, the leaders mood has some

effects on his group. These effects can be described in 3 levels:

1. The mood of individual group members. Group members with leaders in a positive mood

experience more positive mood than do group members with leaders in a negative mood.The

leaders transmit their moods to other group members through the mechanism of mood

contagion.Mood contagion may be one of the psychological mechanisms by which

charismatic leaders influence followers.

2. The affective tone of the group. Group affective tone represents the consistent or

homogeneous affective reactions within a group. Group affective tone is an aggregate of the

moods of the individual members of the group and refers to mood at the group level of

analysis. Groups with leaders in a positive mood have a more positive affective tone than do

groups with leaders in a negative mood.

3. Group processes like coordination, effort expenditure, and task strategy.Public expressions

of mood impact how group members think and act. When people experience and express

mood, they send signals to others. Leaders signal their goals, intentions, and attitudes through

their expressions of moods. For example, expressions of positive moods by leaders signal that

leaders deem progress toward goals to be good.The group members respond to those signals

cognitively and behaviorally in ways that are reflected in the group processes.

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In research about client service it was found that expressions of positive mood by the

leader improve the performance of the group, although in other sectors there were another


Beyond the leader's mood, his behavior is a source for employee positive and negative

emotions at work. The leader creates situations and events that lead to emotional response.

Certain leader behaviors displayed during interactions with their employees are the sources of

these affective events. Leaders shape workplace affective events. Examples feedback giving,

allocating tasks, resource distribution. Since employee behavior and productivity are directly

affected by their emotional states, it is imperative to consider employee emotional responses

to organizational leaders. Emotional intelligence, the ability to understand and manage moods

and emotions in the self and others, contributes to effective leadership in organizations.

D. Definition of Politic

There are some definition of politic:

Behaviour outside the normal power system, designed to benefit an individual or a


Activities which aren’t required as part of one's formal role in the organization, but

that influence or attempt to influence the distribution of advantages and disadvantages

within the organization.


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A. Conclusion

B. Suggestion

C. Bibliography

Robert House and Philip M. Podsakoff.1994. "Leadership Effectiveness: Past

Perspectives and Future Directions for Research" in Greenberg, Jerald ed.

Organizational Behavior: The State of the Science, Hillsdale, NJ, England: Erlbaum

Associates Inc

Robbins, Stephen P.2002.Prinsip – prinsip Perilaku Organisasi. Jakarta. Erlangga