INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

Best for Excellence

Transactional & Transformational Leadership

Entrepreneurship

INSTITUT MANAJEMEN TELKOM

PROGRAM MM

Integrity

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

LEADERSHIP THEORIES
Best for Excellence

Entrepreneurship

Spector (1996): A common idea that runs through various definitions is that leadership involves influencing the attitudes, beliefs, behaviors, and feelings of other people. Robin (2005): the ability to influence a group toward the achievement of goals.

Integrity

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

LEADERSHIP THEORIES
Best for Excellence

Classification: 1. Traits Theories 2. Behavioral Theories 3. Contingency Theories 4. Neo-Charismatic Theories

Integrity

Entrepreneurship

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

TRAIT THEORIES
Six traits differentiating leaders from non-leaders: 1. Ambition and energy 2. Desire to lead 3. Honesty and integrity 4. Self-confidence 5. Intelligence 6. Job-relevant knowledge Four limitations: 1. No universal traits in all situations 2. More predictable in weak than in strong situation 3. Unclear in separating cause from effect 4. Traits do a better job at predicting the appearance of leadership than distinguishing effective - ineffective leaders.
Best for Excellence Integrity Entrepreneurship

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

BEHAVIORAL THEORIES
Best for Excellence

Theories proposing that specific behaviors differentiate leaders from non-leaders. Ohio State Studies 2 dimensions: Initiating structures & Consideration University of Michigan Studies 2 dimensions: Employee oriented & Production oriented The Managerial Grid A nine-by-nine matrix = 81 leadership styles The Scandinavian Studies Development-oriented leader: one who values experimentation, seeking new ideas, and generating & implementing change.

Integrity

Entrepreneurship

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

CONTINGENCY THEORIES
Best for Excellence

Leadership effectiveness depends on situation and ability to isolate those situational conditions.

Fiedler Model by Fred Fiedler,

Entrepreneurship

3 contingency dimensions: Leader-Member Relation, Task Structure, Position Power

Leader-Member Exchange Theory,

2 implicit categories subordinates: in-group & out-group The in-group performs better. The leader pays more attention to the in-group. 3 dimensions: relationship, task, maturity of followers Four styles: Telling, Selling, Participating, Delegating.

Integrity

Situational Leadership

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

Best for Excellence

by Paul Hersey and Ken Blanchard

Situational Leadership

Relationship Behavior

High Relationship and Low Task

High Task and High Relationship

Entrepreneurship

Low Relationship and Low Task

High Task and Low Relationship

High M4

Task Behavior Moderate M3 M2 Maturity of Follower

Integrity

Low M1

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

Lanjutan
Best for Excellence

CONTINGENCY THEORIES

Path-Goal Theory by Robert House The leaders job: to assist followers in attaining their goals. The leaders clarify the path to help their subordinates. Four leadership behaviors: directive, supportive, participative, achievement-oriented

Integrity

Entrepreneurship

INSTITUT MANAJEMEN TELKOM

Lanjutan

T.T. Sipayung

IM TELKOM

CONTINGENCY THEORIES

Best for Excellence

Leader-Participation Model (Normative Leadership)

by Victor Vroom and Phillip Yetton

Entrepreneurship

Focus: whether involving or not involving the subordinates in decision making. 5 Styles:
A1 : You use your information, you make decision A2 : You obtain information, you make the decision C1 : You share the issue with subordinates individually, you obtain the information, you make the decision C2 : You share the issue with subordinates as a group, you obtain the information, you make the decision G2 : You share the issue with subordinates as a group, you seek consensus, the group makes the decision

Integrity

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

TRANSACTIONAL LEADERSHIP
Best for Excellence

BEHAVIORAL THEORIES and CONTINGENCY THEORIES

TRANSACTIONAL LEADERSHIP

Reasons: 1) Contingent rewards:They exchange rewards for efforts 2) Management by exception active (MEA): the leader watches for deviation, take corrective actions. 3) Management by exception passive MEP): the leader intervene when standard are not met. 4) Laissez-faire: the leader abdicates responsibilities and avoids making decisions.

Integrity

Entrepreneurship

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

NEOCHARISMATIC THEORIES
Best for Excellence

Leadership theories that emphasizes symbolism, emotional appeal, and extraordinary follower commitment. Two Types of Leadership:

Entrepreneurship

Visionary Leadership
Transformational Leadership

Integrity

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

Visionary Leadership
Best for Excellence

Entrepreneurship

The ability to create and articulate a: realistic, credible, attractive vision for an organization or organizational work unit.
Three qualities of ability: to create the vision to express the vision (verbal & behavior) to extend the vision to a leadership context

Integrity

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

TRANSFORMATIONAL LEADERSHIP
Best for Excellence Entrepreneurship

Inspiring the followers for the good of the organization. Transformational Leaders: pay attention to concerns and development needs of followers change the followers awareness inspire the followers to achieve group goals

Integrity

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

Best for Excellence

Five Attributes of Transformational Leadership

1. Attributed Charisma
2. Idealized influence
Mengutamakan kepentingan bersama Mempengaruhi bawahan melalui visi Memotivasi bawahan dengan ide-ide

Entrepreneurship

3. Inspiration motivation

4. Intelectual stimulation

Integrity

Membangun kepercayaan diri bawahan

Memberikan sentuhan pribadi

5. Individualized consideration

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

Best for Excellence

FOUR SKILLS FOR TRANSFORMATIONAL LEADERS

1. Merumuskan visi yang menggugah perhatian 2. Komunikasi lewat berbagai cara 3. Membangun kepercayaan 4. Berpendirian positif terhadap kekuatan & kelemahan serta terus mengembangkan diri
Sumber: Bateman & Snell (2002:397)

Integrity

Entrepreneurship

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

Leader Behaviors:
Best for Excellence

Transformational
1. Merumuskan visi, tujuan, strategi, nilainilai organisasi; 2. Menyusun kebijakan dan struktur; 3. Mengembangkan pola pikir bawahan; 4. Menstrukturkan pandangan bawahan terhadap realita; 5. Melayani kebutuhan bawahan untuk mewujudkan tujuan secara efektif.

Integrity

Entrepreneurship

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

LEADER BEHAVIORS
Best for Excellence Integrity Entrepreneurship

Transactional Leader: 1. Merumuskan visi, tujuan, strategi, nilai-nilai organisasi; 2. Menyusun kebijakan dan struktur; 3. Melakukan pengawasan pekerjaan dengan menerapkan reward & punishment; 4. Segera melakukan koreksi thdp kesalahan bawahan jika perlu 5. Meningkatkan kompetensi bawahan jika perlu.

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

Best for Excellence

EFFECTIVE LEADER
Effective Leader: should be both transformational and transactional
(Bass, 1985, 1995, 1996)

Entrepreneurship

To what extent?

Integrity

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

Best for Excellence

TRANSACTIONAL VS TRANSFORMATIONAL LEADERSHIP

Transactional Leadership: To be practiced in stable environment Transformational Leadership To be practiced in turbulent environment Leaders Should be capable of practicing both types

Integrity

Entrepreneurship

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

LEADERS: who in which box

Best for Excellence

Transformational Hi Lo

Entrepreneurship

Transactional

Hi

Lo

Integrity

INSTITUT MANAJEMEN TELKOM

T.T. Sipayung

IM TELKOM

Best for Excellence

Integrity

Entrepreneurship

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