Matakuliah
Tahun
: J0562 / Management
: 2010
Leadership
Pertemuan 12 (Twelefth Meeting
Learning Outcome
Student should be able to implement style
of leadership that appropriate with the
situation within the organization -> C3
Learning Outline
• Who Are Leaders and What Is Leadership
• Early Leadership Theories
• Contingency Theories of Leadership
• Contemporary Views on Leadership
• Leadership Issues in the Twenty-First Century
1. What Are Leaders
Leader is someone who
can influence others and
who
has
managerial
authority
What is Leadership
Leadership is what leaders
do, more specifically, it’s
process of influencing a
group to achieve goals
Are Managers
leaders?
2. Early Leadership Theories
a. Trait Theories
1)
2)
3)
4)
5)
6)
7)
Drive
Desire to lead
Honesty and integrity
Self-confidence
Intelligence
Job-relevant knowledge
Extraversion
b. Behavioral Theories
University of Iowa
1) Democratic style
2) Autocratic style
3) Laissez-faire style
Ohio State University
1) Consideration
2) Initiating structure
University of Michigan
1) Employee oriented
2) Production
oriented
1) Concern for people
2) Concern for
production
Managerial Grid
Concern for People
Country Club The Managerial Grid
Management
9 1,9
Tim
9,9 Management
8
7
6
5
4
3
2
1 1,1
Impoverished 1 2
Management
Middle of
the Road
Management
5,5
3
4
5
6
7
9,1 Task
8 9 Management
Concern for Production
3. Contingency Theories of Leadership
a. The Fiedler Model
Developed least preferred co-worker
(LPC)
Questionnaire – contained 18 pairs of
contrasting adjectives
Three contingency dimensions:
1) Leader member relations: good or poor
2) Task structure
: high or low
3) Position power
: strong or weak
There are eight possible
situations as follows:
Situation I, II, and III: were very
favorable for the leader
Situation IV, V, and VI: were
moderately favorable for the leader
Situation VII and VIII: were
unfavorable for the leader
b. Hersey and Blanchard’s Situational
Leadership Theory
Four specific leaderships style:
Telling (high task-low relationship)
R1: People are both unable and unwilling
Selling (high task-high relationship)
R2: People are unable but willing
Participating (low task-high relationship)
R3: People are able but unwilling
Delegating (low task-low relationship)
R4: People are both able and willing
c. Leader Participation Model
Five specific leaderships
style:
1) Decide
2) Consult Individually
3) Consult Group
4) Facilitate
5) Delegate
d. Path-Goal Model
Leader Behavior
•Directive
•Supportive
•Participative
•Achievement Oriented
Environmental
Contingency Factors
•Task Structure
•Formal Authority System
•Work Group
Outcomes
•Performance
•Satisfaction
Subordinate
Contingency Factors
•Locus of control
•Experience
•Perceived Ability
4. Contemporary Views on Leadership
a. Transformational-Transactional Leadership
1) Transactional Leadership
2) Transformational Leadership
b. Charismatic-Visionary Leadership
1) Charismatic Leadership
2) Visionary Leadership
c. Team Leadership
Specific Team Leadership Roles
Coach
Conflict
Manager
Liaison with
External
Constituencies
Team Leader
Roles
Troubleshooter
5. Leadership Issues in the Twenty-first Century
1) Managing power
Five sources of
leader power
a) Legitimate power
b) Coercive power
c) Reward power
d) Expert power
e) Referent power
2) Developing Trust
a) Integrity
b) Competence
c) Consistency
d) Loyalty
e) Openness
Five dimensions that
make up the concept
of trust
3) Providing Ethical Leadership
4) Empowering Employees
5) Cross-Cultural Leadership
6) Gender Differences and Leadership
7) The Demise of Celebrity Leadership
8) Substitute for Leadership