Session 13

LEADERSHIP
Mike Silvia, S.T., M.B.A.
Organizational Design and Behavior - EM702
 • Define Leadership and Contrast Leadership and
Management
• The Four Theories of Leadership
Contents • Three Styles of Leadership
• Authentic Leadership: Ethics and Trust
Define Leadership and
Contrast Leadership
and Management
Kemampuan yang dimiliki
seseorang untuk bisa
mempengaruhi dan
mengarahkan sekelompok
orang agar mau bekerja
atau bertindak untuk
mencapai visi dan
serangkaian tujuan
organisasi.

Kekuatan
• Tidak semua pemimpin itu Leadership
adalah manajer … Organisasi Optimal
Butuh Effectiveness
• Tidak semua manajer itu Kekuatan
adalah pemimpin … Manajerial
 Contrast
Leadership and
We need We need leaders
Management managers to: today to:

Formulate detailed Challenge the status

plans quo

Create efficient
Create visions of the
organizational
future
structures

Inspire organizational
Oversee day-to-day
members to want to
operations
achieve the visions
The Four Theories
of Leadership
 I. Teori Sifat
Kepemimpinan
(Trait Theories)
Keberhasilan seorang pemimpin terletak
pada keunggulan sifat/watak kepribadian,
fisik, pengetahuan atau intelektual, dan
Steve Jobs kemampuan sosial yang dimilikinya

Sosok
Visioner
Sosok
Nelson Revolusioner
Mandela
 Two Approaches to Support
The Trait Theories

Key traits for

suggesting GOOD
LEADERS
Openness to Experience
(terbuka terhadap hal-hal baru)

Conscientiousness A core
(sifat berhati-hati)
leaders’ SELF- component of EI
Extraversion EFFICACY
(tingkat kenyamanan
berinteraksi dengan orang lain)
Sense others’ needs
Critical to
Agreeableness
(mudah akur atau mudah
effective Listen to what followers
bersepakat) leadership say (and don’t say)
Neuroticism (kemampuan
seseorang dalam menahan Read the reactions of
tekanan atau stress) others
 Employee-Oriented Leader:
memperhatikan kebutuhan
karyawan dan menerima
II. Teori Perilaku perbedaan di antara mereka

Kepemimpinan Production-Oriented Leader:

menekankan aspek teknis atau
(Behavioral Theories) pekerjaan, berfokus pada
penyelesaian tugas kelompok

Initiating Structure: definisi peran,

= =
tanggung jawab, hubungan kerja,
dan produktivtias  Orientasi pada
tugas

Consideration: memperhatikan kebutuhan karyawan,

saling percaya, menghargai ide karyawan, simpati,
memperlakukan semua karyawan setara,
mengapresiasi dan mendukung hasil kerja bawahan 
Orientasi pada orang atau hubungan
 • Conscientious leaders (trait) are more likely to be
structuring (behavior)?
• Extraverted leaders (trait) to be considerate
(behavior)?
Summary of
Trait Theories
and Behavioral Future research is needed to integrate these approaches
Theories
Conclusion: Some leaders may have the right traits or display
the right behaviors do appear to be more
effective or still fail.

Combination of traits and behaviors are in

identifying effective or ineffective leaders, they
do not guarantee success.
 III. Contingency Theories /
Situational Theories
Leadership
Suit for
Condition A
Style X

Leadership A contingent leader

Suit for effectively applies their
Condition B
own style of leadership
Style Y to the right situation
Leadership
Suit for
Condition C
Style Z

(1) (2) (4)

(3)
Four approaches to isolating Fiedler Situational Leader- Next
Path–Goal
situational variables: Contingency Leadership
Theory
Participation Slide …
model Theory (SLT) Models
 III. Contingency Theories / Situational Theories
(1) Fiedler
Contingency Model
Effective group
performance depends on
the proper match between
the leader’s style and the
degree to which the
situation gives the leader
control.
Identifying Leadership Style
 By using Least Preferred Co-worker (LPC)
questionnaire, to ensure whether a person is:
• Relationship oriented (a high LPC score), or
• Task oriented (a low LPC score)
Defining the Situation
 Match the leader with the situation based
on identify three contingency or situational
dimensions:
1. Leader–member relations
2. Task structure
3. Position power
 III. Contingency Theories / Situational Theories

Followers are: Leader needs to:

(2) Teori kepemimpinan
Unable Unwilling
situasional (Situational Give clear and specific
directions
leadership theory - SLT)
Unable Willing Display high task
Successful leadership orientation & high
depends on the followers relationship orientation
are willing and able to
accomplish a specific task Able Unwilling
Use a supportive and
(a leader should choose participative style
one of four behaviors
depending on follower Able Willing
readiness) Doesn’t need to
do much
 III. Contingency Theories / Situational Theories
(3) Model Kepemimpinan
Jalur-Tujuan
(Path–Goal Theory)
Implies effective leaders
clarify followers’ paths to
their work goals by providing
followers with the
information, support, or
other resources necessary
Menurut teori jalur-tujuan ini, keefektifan pemimpin
dapat diprediksi melalui analisis 3 variabel situasi:
1st situation:
Directive leadership yields greater satisfaction when employee
tasks are ambiguous or stressful.
2nd situation:
Supportive leadership results in high performance and
satisfaction when employees are performing structured tasks.
3rd situation:
Directive leadership is likely to be perceived as redundant
among employees with high ability or considerable experience
 III. Contingency Theories / Situational Theories

• The way the leader makes decisions is as

(4) Model partisipasi important as what she or he decides
pemimpin (Leader-
Participation Model) • Relates leadership behavior and participation
in decision making.
Three Styles of
Leadership
- Charismatic Leadership
- Transactional Leadership
- Transformational Leadership
Charismatic
Leadership
3 (tiga) kelompok landasan karakter kepemimpinan transaksional, yaitu:

Active management by exception  Karyawan merasa bekerja di bawah

tekanan karena cenderung takut membuat kesalahan.

Passive management by exception  Tidak

mendorong bawahan untuk bekerja giat, karena
Transactional tidak ada tantangan baru dalam bekerja,
sehingga timbul kejenuhan.
Leadership
 Transformational
Leadership

4 (empat) landasan karakter kepemimpinan transformasional, yaitu:

 Transactional
and Transformational Leaders
• Laissez-faire is the most passive and therefore least
effective of leader behaviors.
• Management by exception—active or passive—is slightly
better, but it’s still considered ineffective. Leaders tend to
be available only when there is a problem, which is often
too late.
• Contingent reward leadership can be an effective style of
leadership but will not get employees to go above and
beyond the call of duty.
• All aspects of transformational leadership—four remaining
styles—are leaders able to motivate followers to perform
above expectations and transcend their self-interest for the
sake of the organization

Based on this model:

• Leaders are generally most effective when they regularly use each of the four • A mediocre leader = a good transactional leader but do not
transformational behaviors; have transformational qualities
• Transactional and transformational leadership complement each other; But • The best leaders are transactional and transformational.
Transformational leadership builds on transactional leadership;
Authentic Leadership
Ethics and Trust
 What Is Authentic Leadership?
Authentic leaders know:
• Who they are;
• Know what they believe in and value;
Ethics and Servant
• Act on those values and beliefs openly and candidly.
Leadership Leadership
Authentic leaders share information, encourage open
communication, and stick to their ideals. The result:
people come to have faith in them.
Trust and
Leadership
The primary quality produced by authentic leadership,
therefore, is TRUST.
Ethics and
Leadership
• Ethics and leadership intersect
at a number of junctures.
• Only recently have researchers
begun to consider the ethical
implications in leadership.
• Ethical Leaders are seen as
more effective because they
treat their followers with
fairness, especially by
providing honest, frequent,
and accurate information.
Top leaders need to:
• Set high ethical standards
• Demonstrate them through their own behavior
• Encourage and reward integrity in others while avoiding
abuses of power such as giving themselves large raises
and bonuses
Ethical and charismatic leadership being integrated by
advancing the idea of Socialized Charismatic Leadership —
leadership that conveys other-centered (not self-centered)
values by leaders who model ethical conduct.
• Servant leaders go beyond their own self-interest for the well-being of followers and
focus on opportunities to help followers grow and develop.
• They don’t use power to achieve ends; they emphasize persuasion.
• Characteristic behaviors include listening, empathizing, persuading, accepting
stewardship, serving the needs of others, and actively developing followers’ potential.
 Trust is a psychological state that exists when you agree to
make yourself vulnerable to another because you have
positive expectations about how things are going to turn out.

Trust is a primary attribute associated with leadership; higher Trust and

levels of team confidence, ultimately, effects on higher levels
of team performance, and vice versa, breaking it can have Leadership
serious adverse effects on a group’s performance
 How Is Trust Developed? What Are the Consequences of Trust?

Honesty and truthfulness  the most critical

characteristic in assessing another’s trustworthiness

The trusted person has your interests at heart, caring

and supportive behavior is part of the emotional
bond between leaders and followers

Encompasses an individual’s technical and interpersonal

knowledge and skills  A leader won’t be trusted to
accomplish a positive outcome if followers don’t have
faith in his or her ability to get the job done.

Time is the final ingredient in the recipe for trust  observing

leader’s behavior over a period of time

Trust as a Process
THANK U