Mata kuliah
Dosen Pembuat
Tahun
: J0754 - Pengelolaan Organisasi Entrepreneurial
: D3122 - Rudy Aryanto
: 2009
Kepemimpinan dalam Mengatasi
Perubahan Situasi
Chapter 16
Learning Objectives
– Compare situational factors used in discussions of the
contingency and path-goal approaches to leadership
– Identify assumptions made about followers of the path-goal and
the leader-member exchange theories
Situation Favorableness
Situational Characteristics
I
II
III
IV
V
VI
VII
VIII
Good
Poor
Poor
Poor
Poor
Situation
Leader-member
relations
Good
Good
Good
Task structure
High
High
Low
Low
High
High
Low
Low
Strong
Weak
Strong
Weak
Strong
Weak
Strong
Weak
Position power
Preferred
leadership
styles
Very
Favorable
Task-motivated
(Low LPC)
Relationship-motivated
(High LPC)
Low
LPC
Very
Unfavorable
Changing Situations to Fit Leaders
• Modify Leader-Member Relations
–
–
–
–
Spend more (or less) informal time with subordinates
Request particular people for your group
Volunteer to direct difficult or troublesome subordinates
Suggest or affect transfers of particular subordinates into or out
of your unit
– Raise morale by obtaining positive outcomes for subordinates
Changing Situations to Fit Leaders
• Modify Task Structure
– To work with less structured tasks
• Ask the boss to give you new or unusual problems
• Bring problems and tasks to your group and ask
members to contribute to planning and decisionmaking
– To work with highly structured tasks
• Ask for more structured tasks or more detailed
instructions
• Break jobs into subtasks that can be more highly
structured
Changing Situations to Fit Leaders
• Modify Position Power
– To raise your position power
• Fully exercise the powers that the organization
provides
• Channel information through you
– To lower your position power
• Allow group members to participate in planning
and decision-making
• Let assistants exercise more power
Path-Goal Leadership Model
• Leaders are effective because of their positive impact on
followers’…
– Motivation
– Ability to perform
– Satisfaction
• This model focuses on how the leader influences
followers’ perceptions of…
– Work goals
– Self-development goals
– Paths to goal attainment
Path-Goal Leadership Model
• Specifies four specific leader behaviors
–
–
–
–
Directive
Supportive
Participative
Achievement-oriented
Path-Goal Leadership Model
• Leader behavior is effective
– To the extent that subordinates perceive such behavior as a
source of immediate
or future satisfaction
• Leader behavior is motivational if it
– Makes satisfaction of subordinates’ needs contingent on
effective performance
– Provides the guidance, clarity of direction, and rewards
necessary for effective performance
Path-Goal Leadership Model
Follower Characteristics
Locus of control
Experience
Ability
Leader Behavior
Directive
Supportive
Participative
Achievementoriented
Follower
Perceptions
Motivation
Environmental Factors
Tasks
Formal authority
Work group
Outcomes
Satisfaction
Performance
Path-Goal Situational Factors
• Contingency variables
– Personal characteristics of subordinates
• Perceptions of ability
• Locus of control
– Environmental pressures and demands
• The tasks
• The formal authority of the organization
• The work group
Path-Goal Situational Factors
• A leader who reduces the uncertainties of the job is a
motivator
– Increases subordinates’ expectations that effort leads to
desirable rewards
Situational Leadership Model
• Emphasis is on followers and their level of maturity
– Leaders must judge followers’ maturity levels, then use
appropriate leadership style
• Readiness is the ability and willingness of followers to
take responsibility for directing their own behavior
– Job readiness
– Psychological readiness
Situational Leadership Model
• Hersey and Blanchard developed four leadership styles:
–
–
–
–
Telling
Selling
Participating
Delegating
Situational Leadership Model
Degree of follower’s readiness to assume personal responsibility:
R1
R2
R3
R4
Unable
Unwilling
Unable
Willing
Able
Unwilling
Able
Willing
S1
S2
S3
S4
Telling:
Instructing &
supervising
Selling:
Explaining &
clarifying
Participating:
Sharing &
facilitating
Delegating:
Coaching &
assisting
Leadership behavior appropriate to the situation
Leader-Member Exchange Theory
• There is no consistent leader behavior across
subordinates
– Each relationship has a uniqueness
– One-on-one relationships determine subordinates’ behaviors
• Subordinates are classified into groups
– In-group members
– Out-group members
Learning Objectives
In-Group Members
• Share a common bond
and value system
• Interact with the leader
regularly
• Get more challenging
assignments and more
meaningful rewards
• Are more positive about
the organization
• Have higher job
performance and
satisfaction
Out-Group Members

Have less in common
with the leader

Have limited interaction
with the leader

Receive less challenging
work and little positive
reinforcement

Become bored
Often quit

Comparing Situational Approaches
Model
Leader Qualities
Contingency
Task- or relationship-oriented. The job should be
engineered to fit the leader’s style.
Path-Goal
Can increase followers’ effectiveness by applying
proper motivational techniques.
Situational
Leadership
Must adapt style in terms of task and relationship
behavior on the basis of followers.
LeaderMember
Exchange
Must be adaptive, because there is no such thing
as consistent leader behavior across
subordinates
Comparing Situational Approaches
Model
Assumptions About Followers
Contingency
Prefer different leadership styles, depending on
task structure, leader-member relations, and
position power
Path-Goal
Have different needs that must be fulfilled with
the help of a leader
Situational
Leadership
Maturity (readiness) to take responsibility and
ability influence the leadership style that is
adopted
LeaderMember
Exchange
Categorized as in-groups and out-groups
Comparing Situational Approaches
Model
Leader Effectiveness
Contingency
Determined by the interaction of the environment
and personality factors
Path-Goal
Effective leaders are those who clarify for
followers the paths or behaviors that are best
Situational
Leadership
Effective leaders are able to adapt directing,
coaching, supporting, and delegating style to fit
the followers’ levels of maturity
LeaderMember
Exchange
The perceptive leader is able to adapt his/her
style to fit followers’ needs