PERILAKU

KEPEMIMPINAN
ORGANISASI
BAHAN 10
PERILAKU ORGANISASI
ADMINISTRASI NEGARA, FISIP

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 DEFINISI PEMIMPIN &
KEPEMIMPINAN
A Leader is an individual who influences others
to act toward a particular goal or end-state
(Judith R. Gordon)
Leadership is the ability to influence a group
toward the achievement of goals (Stephen
P.Robbins)
Managerial Leadership is a process of directing
and influencing the task-related activities of
group (Ralph M. Stogdill)

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 BEBERAPA STUDI AWAL
TENTANG KEPEMIMPINAN
IOWA LEADERSHIP STUDIES (1937)
Tujuan : melihat pengaruh Gaya Kepemimpinan
terhadap kepuasan, frustrasi dan agresi.
OHIO STATE LEADERSHIP STUDIES (1945) Tujuan :
Melihat dimensi kepemimpinan.
EARLY MICHIGAN STUDIES ON LEADERSHIP
STYLES (1947) Tujuan : melihat gaya kepemimpinan
dan produktivitas.

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 PERKEMBANGAN
STUDI KEPEMIMPINAN
1. The Great Man Theory.
2. Trait Theory.
3. Group & Exchange Theory.
4. Situational Theory.
5. Path- Goal Theory.

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 THE GREAT MAN
THEORY
Menurut teori ini orang bisa berhasil
menjadi pemimpin yang baik, karena
memang dilahirkan demikian.
Sebab kemunculan The Great man
theory :
1. Anggapan / keyakinan sebagian
masyarakat.
2. Sebagai konsekuensi dari anggapan
studi awal tentang kepribadian yang
diyakini sifatnya bawaan sejak lahir.
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 TRAIT THEORY
( KEITH DAVIS )
4 CIRI UTAMA PEMIMPIN yang
BERHASIL :
1. INTELEGENSIA
2. SOCIAL MATURITY
3. INNER MOTIVATION
4. HUMAN RELATION ATTITUDE

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 CIRI-CIRI PEMIMPIN SUKSES
( STOGDILL; 1974)
Adaptable to situations
Alert to social environment
Ambitious and achievement oriented
Assertive
Cooperative
Decisive
Dependable

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 CIRI-CIRI PEMIMPIN SUKSES
(Lanjutan)
Dominant (desire to influence others)
Energetic (high activity level)
Persistent
Self-Confident
Tolerant of Stress
Willing to assume responsibility

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SKILLS PEMIMPIN SUKSES
(STOGDILL; 1974)
Clever
Conceptually skilled
Creative
Diplomatic and tactful
Fluent in speaking
Knowledgeable about group task
Organized (administrative ability)
Persuasive
Socially Skilled

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 GROUP & EXCHANGE
THEORY
Hubungan antara pemimpin dan pengikut
pada dasarnya bersifat exchange
pertimbangan untung/rugi.
Komitmen akan muncul dari pengikut jika
pemimpin memberikan exchange positif
(rewards).
Pemimpin harus lebih banyak memberikan
rewards daripada beban (cost).

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 SITUATIONAL THEORY
(FIEDLER)
Efektivitas pemimpin tergantung pada situasi.
Situasi kepemimpinan :
1. Favorable
2. Unfavorable
Dalam situasi yang sangat favorable dan
sangat unfavorable yang efektif adalah gaya
task directed.
Dalam situasi yang moderate Favorable dan
moderate unfavorable yang efektif adalah
gaya human relations.

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PATH-GOAL LEADERSHIP THEORY
( ROBERT HOUSE )
Menjelaskan dampak gaya
kepemimpinan terhadap motivasi,
kinerja dan kepuasan.
Gaya kepemimpinan : Directive,
Supportive, Participative,
Achievement Oriented.
Seorang pemimpin dapat saja
menunjukkan tipe kepemimpinan
yang berbeda dalam situasi yang
berbeda.
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 EFEKTIVITAS
KEPEMIMPINAN
1. KEPRIBADIAN
2. PENGALAMAN
3. HARAPAN PEMIMPIN
4. HARAPAN DAN PERILAKU ATASAN
5. KEBUTUHAN TUGAS
6. HARAPAN DAN PERILAKU REKAN
7. KARAKTERISTIK, HARAPAN & PERILAKU
BAWAHAN
8. IKLIM DAN KEBIJAKAN ORGANISASI

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 POWER & INFLUENCE
DALAM KEPEMIMPINAN
Influence is merely the effect of one party
(the agent) on another (the target).
Power refers to an agents capacity to
influence a target person.
Hubungan :
1. Pengaruh muncul karena ada power
2. Kekuatan Pengaruh tergantung
besarnya
Power / Kekuasaan yang dimiliki.

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 KETERLIBATAN POWER
DALAM ORGANISASI
RE-ORGANIZATIONS
PERSONAL CHANGES
BUDGET ALLOCATIONS
PURCHASE OF MAJOR ITEMS
ESTABLISHING PERFORMANCE
STANDARDS
RULES AND PROCEDURES

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SUMBER POWER DALAM
ORGANISASI
POSITION of POWER
PERSONAL POWER
(POLITICAL POWER)

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 POSITION of POWER
Formal Authority : Legitimate Power
Control Over Resources and Rewards : Reward
Power
Control Over Punishment : Coercive Power
Control Over Information
Control Over The Physical Work Environment.

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 PERSONAL POWER
Expertise : Expert Power
Friendship / Loyalty : Referent Power
Charisma
Reputation
Performance

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 OUTCOME
PENGGUNAAN POWER
COMMITMENT :- Internally agree
- Enthusiastic (penuh smgt)
- Great Effort (upaya yg besar)
COMPLIANCE : - Willing to do
- Apathetic (tdk peduli)
- Minimal Effort (daya minim)
RESISTANCE : - Dis-agree
- Refuse (menolak)

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 BENTUK-BENTUK
RESISTANCE
Make excuses about why the request cannot be
carried out.
Try to persuade the agent to withdraw the
request.
Ask higher authorities to overrule the agents
request.
Delay acting in the hope that the agent will forget
about the request.
Make a pretense of complying but try to sabotage
the task
Refuse to carry out the request.

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 POWER &
OUTCOMES
POWER COMMITMENT COMPLIANCE RESISTANCE
( internally agree ) ( willing to do) ( disagree)

REFERENT LIKELY POSSIBLE POSSIBLE

(rujukan)
EXPERT LIKELY POSSIBLE POSSIBLE
(kemahiran)
LEGITIMATE POSSIBLE LIKELY POSSIBLE
(sah) POSSIBLE LIKELY POSSIBLE
REWARD
(ganjaran) VERY UNLIKELY POSSIBLE LIKELY
COERCIVE
(memaksa)

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 POLITICAL PROCESS TO
BUILT the POWER
CONTROL OVER DECISION PROCESS
COALITIONS
CO-OPTATIONS
( by. Gary A. Yuki )

http://herwanp.staff.fisip.uns.ac.id 22
 STRATEGY & TACTIC TO
BUILT POWER
BEING IN THE RIGHT UNIT
ENERGY AND PHYSICAL STAMINA
FOCUS
SENSITIVITY TO OTHERS
BEING EARLY & MOVING FIRST
THE WAITING GAME
CHANGING THE STRUCTURE
PHYSICAL SETTING

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 TAKTIK MEMBANGUN
PENGARUH
1. RATIONAL PERSUASION (ajakan sec.
rasional)
2. EXCHANGE TACTICS (bertukar
taktik)
3. LEGITIMATE REQUEST (permohonan
sec. sah)
4. PRESSURE TACTICS (taktik
tekanan)
5. PERSONAL APPEALS (daya tarik
pribadi)
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 end

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