MATERI 9

PERILAKU ORGANISASI
KEPEMIMPINAN:
EFEKTIVITAS & KEKUASAAN
60 LEADERSHIP QUALITIES
(INSPIRATIONAL VIDEO)
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)
BEBERAPA STUDI AWAL TENTANG
KEPEMIMPINAN
IOWA LEADERSHIP STUDIES (1937)
Tujuan : melihat pengaruh Gaya
Kepemimpinan terhadap kepuasan,
frustrasi dan agresi.
OHIO STATE LEADERSHIP STUDIES
(1945) : Melihat dimensi kepemimpinan.
EARLY MICHIGAN STUDIES ON
LEADERSHIP STYLES (1947) : melihat
gaya kepemimpinan dan produktivitas .
PERKEMBANGAN STUDI
KEPEMIMPINAN
1. The Great Man Theory
2. Trait Theory
3. Group & Exchange Theory
4. Situational Theory
5. Path- Goal Theory
 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 sebagianmasyarakat.
2. Sebagai konsekwensi dari anggapan studi
awal tentang kepribadian yang diyakini
sifatnya bawaan.
TRAIT THEORY
(KEITH DAVIS)
 4 CIRI UTAMA PEMIMPIN YANG
BERHASIL
1. INTELEGENSIA
2. KEMATANGAN SOSIAL
3. INNER MOTIVATION
4. HUMAN RELATION ATTITUDE
CIRI-CIRI PEMIMPIN SUKSES
( STOGDILL; 1974)
Adaptable to situations
Alert to social environment
Ambitious and achievement oriented
Assertive
Cooperative
Decisive
Dependable
CIRI-CIRI PEMIMPIN SUKSES
(Lanjutan)
Dominant (desire to influence others)
Energetic (high activity level)
Persistent
Self-Confident
Tolerant of Stress
Willing to assume responsibility
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
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).
good teamwork and bad teamwork
SITUATIONAL THEORY
(FIEDLER)
Efektivitaspemimpin 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”.
Best video Ever Leadership Inspirational Video
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.
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
POWER & INFLUENCE DALAM
KEPEMIMPINAN
Influence is merely the effect of one party
(the “agent”) on another (the “target”).
Power refers to an agent’s capacity to
influence a target person.
Hubungan :
1. Pengaruh muncul karena ada power
2. Kekuatan Pengaruh tergantung
besarnya
Power / Kekuasaan yang dimiliki.
KETERLIBATAN POWER DALAM
ORGANIASI
REORGANIZATIONS
PERSONAL CHANGES
BUDGET ALLOCATIONS
PURCHACE OF MAJOR ITEMS
ESTABLISHING PERFORMANCE
STANDARDS
RULES AND PROCEDURES
SUMBER POWER DALAM ORGANISASI

POSITIONPOWER
PERSONAL POWER
POLITICAL POWER
POSITION POWER
1. Formal Authority : Legitimate Power
2. Control Over Resources and Rewards :
Reward Power
3. Control Over Punishment : Coercive
Power
4. Control Over Information
5. Control Over The Physical Work
Environment.
PERSONAL POWER
Expertise: Expert Power
Friendship / Loyalty : Referent Power
Charisma
Reputation
Performance
OUTCOME PENGGUNAAN POWER
COMMITMENT :- Internally agree
- Enthusiastic
- Great Effort
COMPLIANCE : - Willing to do
- Apathetic
- Minimal Effort
RESISTANCE
BENTUK-BENTUK RESISTANCE
1. Make excuses about why the request cannot be
carried out.
2. Try to persuade the agent to withdraw the
request.
3. Ask higher authorities to overrule the agent’s
request.
4. Delay acting in the hope that the agent will
forget about the request.
5. Make a pretense of complying but try to
sabotage the task
6. Refuse to carry out the request.
 POWER & OUTCOMES

Power Komit Patuh Nolak

Referent Likely Possible Possible

Expert Likely Possible Possible
Legitimate Possible Likely Possible
Reward Possible Likely Possible
Coercive Very Possible Likely
Unlikely
PROCES POLITIK UNTUK
MEMBANGUN POWER

CONTROL OVER DECISION

PROCESS
COALITIONS
CO-OPTATION
(By. Gary A. Yukl)
STRATEGI & TAKTIK MEMBANGUN
POWER
1. BEING IN THE RIGHT UNIT
2. ENERGY AND PHYSICAL STAMINA
3. FOCUS
4. SENSITIVITY TO OTHERS
5. BEING EARLY & MOVING FIRST
6. “THE WAITING GAME”
7. CHANGING THE STRUCTURE
8. PHYSICAL SETTING
TAKTIK MEMBANGUN PENGARUH
1. RATIONAL PERSUASION
2. EXCHANGE TACTICS
3. LEGITIMATE REQUEST
4. PRESSURE TACTICS
5. PERSONAL APPEALS
SAAT POWER HILANG DARI
SEORANG PEMIMPIN
1. TIME CHANGE- PEOPLE DON’T
2. EASY COME, EASY GO
3. BAD REPUTATION AND
PERFORMANCE.
VIDEO MOTIVASI KEPEMIMPINAN