TEORI &

MODEL
KEPIMPINAN
Definition
 Leadership is a complex process having
multiple dimensions.
 Defined in terms of group processing,
personality, behavior and power.
 An instrument of goal achievement.
 A process in which an individual
influences other individuals to
achieve one or more goals.
 Relationship of leader and followers.
Characteristics
 Innate or inborn traits vs. learned
behaviors.
 Assigned vs. emergent position of
leadership.
 Position power vs. personal power
 Coercion with threats vs. positive
motivation.
 Leadership vs. management.
5 SOURCES OF POWER

 REWARD
 COERCIVE
 LEGITIMATE
 REFERENT
 EXPERT
LEADERSHIP VS.
MANAGEMENT
 LEADERSHIP’S PRIMARY FUNCTION
IS TO PRODUCE
CHANGE/MOVEMENT

 MANAGEMENT’S PRIMARY
FUNCTION IS TO PRODUCE ORDER
AND STABILITY
Parting Thought………….

“Managers are people who do

things right and leaders are
people who do the right thing.”

~ Warren Bennis and Burt Nanus

Trait Theory
OBJECTIVE
 To identify personality characteristics
that can be used to define a leader.
Description
 Early 1900s, leadership traits were
studied to determine what made certain
people great leaders.
 ‘Great man’ theories
 Focused on innate qualities and
characteristics held by great men and
women (e.g. Abraham Lincoln &
Mahatma Gandhi).
 Believed that people were born with
traits & only great people have them.
 Mid-1900s, trait approach was challenged.
 The traits of one leader may not be those of other
leaders.
 Traits such as intelligence, self-confidence,
determination, integrity and sociability.
 Leadership was reconceptualized as a relationship
between people in a social situation
 Personal factors continued to be important but they
are to be considered as relative to the requirements
of the situation.
 Traits most valued in one situation may not be
valued in other situations.
 Currently, it has shifted back to reemphasize the
critical role of traits in effective leadership.
 Application
 Focused exclusively on the leader & not on the
followers /the situation – more straight forward that
other approaches.
 Focused on leaders & their traits – what traits & who
has them?
 Having a person with a specific set of traits is crucial
to effective leadership.
 Suggests that organizations work better if managers
have designated leadership profiles (e.g. personality
assessment instruments).
 A trait profile is used to determine if a person fits a
certain job.
 Application…
 Also used for personal awareness &
development – managers can
determine own strength and
weaknesses.
 People with gifts that can do
extraordinary things.
 Can be open to a subjective selection of
personality characteristics
Strengths

 Appealing
 Century of research as backing
 Highlights the leader in the
leadership process
 Provides benchmarks of what to
look for in leaders
 Criticisms
 No definitive list of traits
 Fails to take situations into account
 Highly subjective list of “important”
leadership traits
 Failure to look at traits in relationship
to leadership outcomes
 Not a useful approach for training &
development
Usefulness
 Still provides valuable information about
leadership
 Can be used by individuals at all levels & in
all types of organizations
 Does provide direction regarding which traits
are good to have if one aspires to take a
leadership position.
 Individuals can gain insight into whether or
not they have important select traits
Style Approach
OBJECTIVE
 To integrate the two major behavioral
aspects of the leader, task and
relationship, in order to influence
subordinates to reach a predefined
goal.
Definition
 Focus is on the behavior of the individual in
terms of what leaders do and how they act.
 Includes the actions of leaders toward
subordinates in various contexts.
 Concentration on 2 general kinds of
behaviors:
– the integration of task (initiating) and
– relationship (consideration) behavior to influence
others to reach their goals.
 Maximize the impact on the satisfaction and
performance of followers.
 Task behaviors – help group members to
achieve objectives
 Relationship behaviors – help subordinates
feel comfortable with themselves & others
 The main purpose of the style approach –
explains how leaders combine these 2 kinds
of behaviors to influence subordinates to
reach the goal.
Research Studies

 The Ohio State Studies:

 Task and relationship separate
 LBDQ-XII developed by Stodgill
most widely used
 Task: organizing, defining responsibilities,
scheduling
 Relationship: respect, trust, camaraderie
Research Studies
 Michigan State Studies: employee
orientation/ production orientation
 Initially viewed as on continuum, then
separate, looking for universal theory
 Employee Orientation: human relations
 Production Orientation:technical
aspects
 Studies inconclusive
Managerial (Leadership) Grid

 Concern for production/concern for

people
 Joins the two on a grid creating 5 styles
 Authority-Compliance (9,1): controlling,
demanding, hard driving
 Country Club Management(1,9):
agreeable, eager to help, comforting
Blake and Mouton Styles

 Impoverished Management (1,1):

resigned, apathetic, indifferent
 Middle-of-the-Road Management (5,5)
expedient, soft-pedals disagreement
 Team Management (9,9):
open-minded, determined, likes
participation, follows through
 Blake and Mouton Grid
  9 1, 9 9,9
  8 Country Club Team
  P 7
  E 6
  O 5 5, 5
  P 4 Middle
  L 3
  E 2 Impoverished Authority-Compliance
  1 1,1 9,1
  1 2 3 4 5 6 7 8 9
 
  R E S U L T S
Blake/Mouton Added….

 Paternalism/Maternalism:
“benevolent dictator” uses 1,9 and
9,1
 Opportunism: combination of 5
styles for purpose of personal
advancement
Strengths
 Marked major shift in research
 Studies validate basic ideas
 Increased understanding of
task/relationship as core to leadership
process
 Hueristic, provides a broad conceptual
map to understand complexities of
leadership
Criticisms

 Does not adequately show how

leader style affects outcomes
 Failed to find universal style
effective in almost every situation
 Implies that most effective style is
high-high, research does not
support this conclusion
Application
 Suggests that leaders should modify
their behavioral style in order to
increase their effectiveness.
 People sometimes use different styles
just to get what they want at that point
in time.
 Trade-off between task and relationship
is not the same for all situations.
 Employee satisfaction is not always the
best measurement of leadership.