Mata kuliah : J0782 - Kepemimpinan Entrepreneurial Global
Tahun
: 2010
Kepemimpinan Transformasi dan
Kharismatik
Chapter 7
Learning Objectives
• Understand how the theories of charismatic and
transformational leadership differ from earlier leadership
theories
• Understand similarities and differences among the major
theories of charismatic and transformational leadership
• Understand why attributions of charisma are jointly
determined by the leader, the followers, and the situation
• Understand what traits, behaviors, and influence
processes are involved in charismatic and
transformational leadership
Learning Objectives (Cont.)
• Understand why charismatic leadership can result in
undesirable consequences for followers and the
organization
• Understand what research methods have been used to
evaluate theories of transformational and charismatic
leadership
• Understand the major findings in empirical research on
the effects of charismatic and transformational
leadership
• Understand how to apply the theories to become more
effective as a leader
Sekilas : Kepemimpinan Ada Beberapa Teori
Ada banyak teori, pendekatan, dan ide tentang kepemimpinan yang telah
ditulis selama bertahun-tahun. Berikut ini adalah beberapa yang paling
umum :
• “Pemimpin dilahirkan bukan dibuat”, suatu pandangan kuno,yang
terutama muncul dari perspektif sejarah tentang pria (atau wanita) yang
dilahirkan untuk memimpin sebagai hak kelahiran.
• Kepemimpinan Situasional, suatu teori yang dikembangkan oleh Ken
Blanchard dan Paul Hersey berdasarkan pandangan bahwa gaya
kepemimpinan seseorang itu berbeda-beda tergantung pada situasi dan
pada keahlian yang perlu untuk dapat dikembangkan.
• Kepemimpinan Karismatik, fokus pada karakter, kualitas, dan
kepribadian. Meskipun karisma sering dianggap sebagai kualitas utama
yang penting untuk menjadi pemimpin yang efektif, karisma sendiri
belumlah cukup.
•
•
•
Kepemimpinan Transaksional, serupa dalam hal sifat dengan peran
manajer. Suatu aspek yang penting dari pendekatan ini adalah bahwa
pemimpin memiliki suatu ide yang sangat jelas tentang tujuan dan
sasaran yang mereka komunikasikan kepada para pengikut mereka dan
kemudian memotivasi mereka untuk mencapai target tersebut.
Kepemimpinan Transformasional, jenis kepemimpinan ini berfokus
pada hubungan antara pemimpin dan pengikutnya. Biasanya pemimpin
yang menggunakan gaya ini memiliki suatu kesadaran diri sendiri yang
kuat dan menggunakan sejumlah keahlian lunak untuk mendapatkan
komitmen dari orang lain.
Kepemimpinan Behavioral adalah segala sesuatu yang berhubungan
dengan apa yang dilakukan pemimpin dan bagaimana mereka
dirangsang untuk melakukannya, dengan kata lain perilaku yang mereka
terapkan dalam kehidupan sehari-hari.
Early Theories
• Charisma
– Max Weber – Divinely inspired gift
– Occurs during a social crisis
– Leader emerges with a radical vision that offers a solution
• Transforming Leadership
– Burns’ book on political leadership
– Transforming leadership appeals to the moral values of followers
to raise their consciousness and mobilize their energies
– Transactional leadership motivates followers by appealing to
their self-interest and exchanging benefits
Attribution Theory of Charismatic Leadership
• Leader Traits and Behaviors
– Advocate a vision highly discrepant from the status quo
– Acts in unconventional ways
– Make self-sacrifices
– Appear confident about their proposals
– Inspire them with emotional appeals
– See opportunities that others fail to recognize
• Influence Processes
– Personal identification
– Internalization
• Facilitating Conditions
– Follower disenchantment
– Crisis situation
Self-Concept Theory of Charismatic Leadership
• Indicators of Charisma
• Leader Traits and Behaviors
– Articulating an appealing vision
– Using strong, expressive forms of communication when
articulating the vision
– Taking personal risks and making self sacrifices to attain
the vision
– Communicating high expectations
– Expressing confidence in followers
– Modeling behaviors consistent with the vision
– Managing follower impressions of the leader
– Building identification with the group or organization
– Empowering followers
Self-Concept Theory of Charismatic
Leadership (Cont.)
• Influence Processes
–
–
–
–
Personal identification
Social identification
Internalization
Individual self-efficacy and collective efficacy
• Facilitating Conditions
– Leader’s vision is congruent with existing follower values and
identities
– Task roles defined in ideological terms that appeal to followers
– Crisis situation
Other Conceptions of Charisma
•
•
•
•
Psychodynamic Processes
Social Contagion and Charisma
Close and Distant Charisma
Routinization of Charisma
Consequences of Charismatic Leadership
• Positive and Negative Charismatics
– Determined by examining the consequences for
followers
– Negative charismatics have a personalized power
orientation
– Positive charismatics have a socialized power
orientation
Consequences of Charismatic Leadership
The Dark Side of Charisma
• Being in awe of the leader reduces good suggestions by
followers
• Desire for leader acceptance inhibits criticism by followers
• Adoration by followers creates delusions of leader
infallibility
• Excessive confidence and optimism blind the leader to real
dangers
• Denial of problems and failures reduces organizational
learning
Consequences of Charismatic Leadership
The Dark Side of Charisma (Cont.)
• Risky, grandiose projects are more likely to fail
• Taking complete credit for successes alienates some key
followers
• Impulsive, nontraditional behavior creates enemies as
well as believers
• Dependence on the leader inhibits development of
competent successors
• Failure to develop successors creates an eventual
leadership crisis
Transformational Leadership
• Leader Behaviors
– Transformational Behaviors
•
•
•
•
Idealized influence
Individualized consideration
Inspirational motivation
Intellectual stimulation
– Transactional Behaviors
• Contingent reward
• Active management by exception
• Passive management by exception
Transformational Leadership (Cont.)
• Influence Processes
– Transactional Leadership
• Instrumental compliance
– Transformational Leadership
• Internalization
• Personal identification
Transformational Leadership (Cont.)
• Facilitating Conditions
– Some aspects of transformational leadership are
relevant in most, if not all, situations
– Dynamic, unstable environment that increases the
need for change
– Leaders are encouraged to be flexible and innovative
– Follower traits and values
Primary Types of Research on the
Theories
•
•
•
•
•
Survey Research
Laboratory Experiments
Field Experiments
Descriptive and Comparative Studies
Intensive Case Studies
Transformational vs. Charismatic Leadership
• Differences and Similarities between the Theories
• Evaluation of the Theories
– Available evidence supports charismatic and transformational
leadership theories
– Several of their propositions can be found in earlier theories – “Old
wine in a new bottle”
– Conceptual weaknesses
•
•
•
•
•
•
Ambiguous constructs
Insufficient description of explanatory processes
Narrow focus on dyadic processes
Omission of some relevant behaviors
Insufficient specification of situational variables
Bias toward heroic conceptions of leadership
– Overemphasis on universal leader attributes that are not
relevant for all situations
Guidelines for Transformational
Leadership
•
•
•
•
•
Articulate a clear and appealing vision
Explain how the vision can be attained
Act confident and optimistic
Express confidence in followers
Use dramatic, symbolic actions to emphasize
key values
• Lead by example