teori model kepimpinan
TRANSCRIPT
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.