Mata kuliah
Dosen Pembuat
Tahun
: J0754 - Pengelolaan Organisasi Entrepreneurial
: D3122 - Rudy Aryanto
: 2009
Dasar-dasar Kepemimpinan
Chapter 15
Learning Objectives
– Define the term leadership
– Describe why managers prefer the situational leadership theory
– Discuss whether leaders are really
needed in work settings
What is Leadership?
• Leaders influence others to do what they might not
do otherwise
– They are agents of change
– They encourage goal accomplishment
– Their acts influence others more than the acts of others
influence them
Leadership Effectiveness
• Effective leaders may have to deal
with the goals of…
– Individuals, groups, the organization
– Effectiveness is typically measured by goal accomplishment
• Acceptance of a leader’s directives rests largely on…
– Followers’ expectations that a favorable response leads to an
attractive outcome
Framework for Studying Leadership
Leader’s Traits
Abilities
Personality
Motivation
Leader’s Behavior
Task-oriented
Person-oriented
Initiating structure
Consideration
Transactional
Transformational
Situational Variables
Followers’ needs
Task structure
Position power
Leader-follower trust
Group readiness
Effective Results
Production
Quality
Efficiency
Flexibility
Satisfaction
Competitiveness
Development
Survival
Trait Theory of Leadership
• Attempts to identify characteristics linked to leadership
success
– Physical attributes
– Mental attributes
– Personality
Effective Leader Traits
Personality
Alertness
Energy level
Stress tolerance
Self-confidence
Emotional maturity
Integrity
Motivation
Socialized power
orientation
Strong need for
achievement
Weak need for
affiliation
Persuasiveness
Ability
Interpersonal skill
Cognitive skill
Technical skill
Supervisory ability
Behaviors of Effective Leaders
• Leadership behavior is studied by analyzing…
– What leaders do in relation to accomplishing the task (job
centered)
– What they do to maintain the efforts
of the people doing the task
(employee centered)
Behaviors of Effective Leaders
• Effectiveness criteria
–
–
–
–
–
–
Productivity per work hour, or similar measures
Organization members’ job satisfaction
Turnover, absenteeism, grievance rates
Costs
Scrap loss
Employee and managerial motivation
Behavior Theories
• The job-centered leader
– Focuses on completing the task
– Uses close supervision and specified procedures
– Relies on coercion, reward,
legitimate power to influence
behavior and performance
Behavior Theories
• The employee-centered leader
– Focuses on the people doing the work
– Delegates decision making
– Is concerned with subordinates’ advancement, growth,
achievement
Behavior Theories
• Initiating structure (job-centered)
– Organizes and defines group relationships
– Establishes well-defined patterns and channels of
communication
– Spells out ways to get the job done
• Consideration (employee-centered)
– Friendship, mutual trust, respect, warmth, and rapport between
the leader and followers
Behavior Theory Shortcomings
• Generally accepted shortcomings
– The linkage between leadership and organization performance
indicators
has not been conclusively resolved
– The role of environmental variables in leadership effectiveness is
ignored
– Situational variables not considered
Situational Theories of Leadership
• These theories
– Suggest that leader effectiveness depends on the fit between
personality, task, power, attitudes, and perceptions
– Advocate that leaders understand their own behavior, the
behavior of their subordinates, and the situation before utilizing a
particular leadership style
– Require the leader to have diagnostic skills in human behavior
Situational Theories: Key Factors
• Managers aware of the forces they face can modify
their style to cope with them
– Forces within managers
– Forces in the subordinates
– Forces in the situation
Contingency Leadership Model
• Group performance is dependant on the interaction between
– Leadership style
– Situational favorableness
Contingency Leadership Model
• Leader styles
– Task-oriented leadership
– Relationship-oriented leadership
• Situational factors
– Leader-member relations
– Task structure
– Position power