SOAL-SOAL PSIKOLOGI INDUSTRI DAN ORGANISASI
Pertemuan 11
Kepemimpinan
1. In what ways are organizations and their employees affected by incompetent leaders and
by abusive leaders?
a. Employees who face verbal abuse on the job develop anger and hatred toward
their supervisors. They may resist their supervisors’ requests and demands,
express low levels of job and life satisfaction, and behave in counterproductive
ways.
b. Employees with a high level of trust report higher job satisfaction, performance,
and commitment.
2. Distinguish between the scientific management and the human relations approach to
leadership.
a. Scientific management is a management philosophy concerned with increasing
productivity that regards workers as extensions of the machines they operate.
b. The human relations approach regards the satisfaction of employee needs as a
legitimate corporate responsibility.
3. What assumptions about people in general are proposed by Theory X and Theory Y?
What kinds of leaders do these propositions call for?
a. The Theory X approach assumes that people are lazy and dislike work and
therefore must be led and directed.
b. Theory Y assumes that people find satisfaction in their work and function best
under leaders who allow them to participate in working toward both personal and
organizational goals.
4. In contingency theory, what does a leader’s control over a situation depend on?
a. A leader’s control over the situation is contingent on three factors:
i. the relationship between the leader and the followers
ii. the degree of task structure
iii. the leader’s authority or position of power
5. What four leadership styles can facilitate employee attainment of goals, according to
path-goal theory?
a. Directive leadership - the leader tells subordinates what they should do and how
they should do it.
b. Supportive leadership - the leader shows concern and support for subordinates.
c. Participative leadership - the leader allows subordinates to participate in decisions
that affect their work.
d. Achievement-oriented leadership - the leader sets challenging goals for
subordinates and emphasizes high levels of job performance.
6. Describe two types of employees and two leadership styles discussed in the leadermember exchange theory.
a. Types of employees:
i. in-group employees - those the supervisor views as competent,
trustworthy, and highly motivated
ii. out-group employees - those the supervisor views as incompetent,
untrustworthy, and poorly motivated
b. Leadership styles
i. supervision - leadership is based on formal authority; used toward outgroup members
ii. leadership - influence is exerted through persuasion; used toward in-group
members
7. How does the implicit personality theory of leadership differ from other leadership
theories?
a. Implicit leadership theory defines leadership from the standpoint of the persons
who are led. Everyone has their own implicit image of how an ideal leader should
be. If the manager fits that image - whatever it may be - the manager will be
considered a good leader (and vice-versa).
b. Anyone can be classified as a good leader if that person is perceived by
subordinates as fitting their mental image of what a good leader should be like.
8. Distinguish between authoritarian and democratic leaders, and between transactional and
transformational leaders.
a. Authoritarian leaders make all the decisions and tell followers what to do.
b. Democratic leaders discuss problems with followers and make decisions jointly
with them.
c. Transactional leaders focus on the social transactions between leaders and
followers. The leaders’ freedom to act is constrained by their followers’
perceptions of them. Transactional leaders conduct their business by identifying
the needs of their followers and bestowing rewards to satisfy those needs in
exchange for a certain level of performance.
d. Transformational leaders are not constrained by their followers’ perceptions but
are free to act to change or transform their followers’ views. They challenge and
inspire their subordinates. This includes charismatic leadership, individualized
consideration, and intellectual stimulation.
9. What kind of leadership would be most effective for a so-called cutting edge technology
company in its first few years of operation?
a. Charismatic leadership would be effective in such a situation.
b. Charismatic leadership is characterized by a self-promoting personality, a high
energy level, and a willingness to take risks. They also stimulate their followers to
think independently.
10. What are the components of transformational leadership? What are the effects of
transformational leaders on employees?
a. The components of transformational leadership are:
i. charismatic leadership
ii. individualized consideration
iii. intellectual stimulation
b. Transformational leaders inspire feelings of worker empowerment and
identification with the leader and work unit. They also motivate employees to
think and act in ways beyond what they considered possible. It also can produce
greater creativity in subordinates.
11. Define reward power, coercive power, and legitimate power. How do they differ from
referent power and expert power?
a. Position power
i. reward power - ability to reward subordinates with pay raises and
promotions
ii. coercive power - the ability to punish subordinates by firing them, by
withholding promotions and raises, and by keeping them in undesirable
jobs
iii. legitimate power - the hierarchy of control legitimizes the right of the
leader to direct and supervise the activities of followers and the duty of
followers to accept that supervision
b. Personal power
i. referent power - the degree to which employees identify with their leaders
and the leaders’ goals, accept those goals as their own, and work with their
leaders to achieve the goals
ii. expert power - the extent to which leaders are believed to have the skills
necessary to attain the groups’ goals
12. Which types of leadership power are most effective? Why do you believe they are the
most effective?
a. Personal power is the most effective for sustained superior performance.
b. Position power can be effective in the short run, but erodes the self-discipline in
the organization and carries a lot of negative baggage with it. Workers will work
hard - but only when the leader is present.
13. How would you design an experiment to test for the Pygmalion effect?
a. Have three groups of randomly assigned workers. Use a double-blind technique.
Tell the supervisors of one group their group is full of individuals having high
performance potential; tell the second group their workers are of sub-par
potential. Tell the third group nothing (control group).
b. At the end of six months (or some set time period), assess and compare the
groups.
c. If the Pygmalion effect is true, the order of performance of the groups should be:
high-potential group, control group, low-potential group.
14. In what ways do leaders high in the consideration dimension behave differently from
leaders high in the initiating structure dimension?
a. Leaders high in consideration behave in a way that involves awareness of and
sensitivity to the feelings of subordinates.
b. Leaders high in initiating structure exhibit behaviors concerned with organizing,
defining, and directing the work activities of subordinates.
15. What qualities characterize a good first-line supervisor?
a. Person-centered
b. Supportive
c. Democratic
d. Flexible
e. Coaching style of leadership rather than direction
16. What problems do first-line supervisors experience on the job that higher level managers
do not face?
a. The higher the position on the corporate ladder, the fewer consideration activities
are required and the more initiating structure activities are required.
b. The higher level manager needs fewer human relations skills than do first-line
supervisors, because the executive controls and interacts directly with fewer
subordinates.
17. In what ways do the factors of college experience and personality affect the success of
managers and executives?
a. College attendance correlates positively with later job success at the executive
level.
b. Conscientiousness is related to a sense of control, emotional stability influenced
cohesion and flexibility, agreeableness was related to cohesion, and extraversion
was related to dominance, and openness-to-experience is related to team risktaking.
18. Describe some fallacies in the thinking of unsuccessful executives.
a. Unrealistic optimism
b. Egocentrism
c. Omniscience
d. Omnipotence
e. Invulnerability
19. What problems do women managers face on the jobs that are not likely to confront men
managers?
a. More barriers to advancement
b. Less pay
c. Lack of fit with the corporate culture
d. Difficulty in getting good assignments
e. Work harder and meet higher standards
f. Success attributed to external factors, not personal ability
g. Assessed differently from men (assertiveness is rated as pushy)
20. In what ways have equal employment opportunity regulations benefited minority
employees? How have those regulations also caused difficulties for minority employees
on the job?
a. Minority employees have access to management positions in increasing numbers.
b. Minority employees continue to face stereotypes, prejudice, and unique problems
and challenges.
i. glass ceiling
ii. minorities must usually work harder than whites
iii. there are fewer opportunities in job type and pay
iv. conflict may arise when a black manager is promoted over an equally
qualified white manager