LEADERSHIP

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 Definitions of Leadership
Text 2000: An influence relationship among
leaders and followers who intend real changes
that reflect their shared purposes.

2
 Components of Leadership
Leader
Influence
Follower
Shared Purpose
Desire for Change
Personal Responsibility
Intention

3
 Five Paradigm Transformations

• From: Industrial Age • To: Information Age

– Stability – Change
– Control – Empowerment
– Competition – Collaboration
– Things – People and
– Uniformity Relationships
– Diversity

4
 Unconscious
Competence

Conscious
Competence

Conscious
Incompetence

Unconscious
Incompetence

Learning Stages to
becoming a Leader
BnR-Peng.Manajemen-chap-07 5
The Interactional
Framework

Synergy?

Leader

Follower Situation

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 Reasons for
Leader Derailment
• Insensitive, abrasive, bullying
style.
• Cold, aloof, arrogant.
• Betrayal of personal trust.
• Overly ambitious.
• Specific performance problems.
(Dishonesty, incompetence)
• Micro-managing—cannot build
a team.
• Unable to train good
subordinates.
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 Leadership vs. Management

• Leadership: The art of forging a team from individuals

with a disparate set of backgrounds who serve a common
goal greater than themselves that may or may not conflict
with their personal goals and beliefs.

• Management: The art of attaining organizational goals in

an effective and efficient manner through planning,
organizing, leading, and controlling organizational
resources. These are the four management functions.

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 Bounded Rationality
• Behavior that is rational within the parameters of a
simplified model that captures the essential features of the
problem.

• Making a decision that is “good enough.”

• This is how decisions are made in the real world.

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 Intuitive Decision Making
• An unconscious process of making decisions on
the basis of experience and accumulated
judgment.
– Making decisions on the basis of gut feeling doesn't
happen independently of rational analysis. The two
complement each other.
– Although intuitive decision making will not replace the
rational decision-making process, it does play an
important role in managerial decision making.

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 Decision-Making Styles
- Problem Avoider
- Inactive leaders
- Problem Solver
- Reactive vice proactive
- Problem Seekers
- Proactive leader

- All three approaches have their place in decision making

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 PERSONAL CHARACTERISTICS

•Leadership •Management
- EMOTIONAL CONNECTION - EMOTIONAL DISTANCE
•GENUINE CONCERN •RELATIONSHIP NOT REQ’D
• OPEN-MINDED • SMART/ORGANIZED
• COMMUNICATE/LISTEN •ANSWERS/SOLUTIONS
• COURAGE • CONFORMITY
•NON-CONFORMITY • ORGANIZATION EXPERT
•ADMIT MISTAKES/DOUBTS •KNOWS HOW THINGS WORK
•TRUST OTHERS
• INSIGHT INTO SELF
•HONEST W/THEMSELVES
•INSPIRE TRUST
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 RELATIONSHIPS

•Leadership •Management
• FOCUS ON PEOPLE • FOCUS ON OBJECTS
•INSPIRE AND CHALLENGE •MACHINES
•DEVELOPMENT •REPORTS

• PERSONALITY POWER • POSITION POWER/BOSS

• INFLUENCE • DIRECT
•FORCE, PUSH, COERCE
•COACH/FACILITATE

• DYNAMIC ENVIRONMENT • CONTROLLED

ENVIRONMENT
• ENCOURAGE CREATIVITY
• STIFLE CREATIVITY
• MENTORSHIP
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 PROVIDING DIRECTION
•Leadership
• VISION OF FUTURE
• SHAPE CULTURE AND
VALUES
• INSPIRE/MOTIVATE
•CREATE BUY-IN
•PROVIDE SENSE OF PURPOSE
• LONG TERM FOCUS
•Management
• DETAILED PLAN/SCHEDULE
• ALLOCATE RESOURCES
• DIRECT/ CONTROL
• MAINTAIN STABILITY
• IMPROVE EFFICIENCY
•BOTTOM-LINE/SHORT TERM
•ACHIEVE RESULTS
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 ALIGNMENT

•Leadership •Management
• COMMUNICATE VISION • ORGANIZE
•STAFF AND STRUCTURE
• DEVELOP CULTURE AND
VALUES • DIRECT AND CONTROL
•POLICIES/PROCEDURES
• HELP OTHERS GROW
•QUESTION, LISTEN, FACILITATE
• CREATE BOUNDARIES
•REDUCE BOUNDARIES • CONTRIBUTES
•CREATE TEAMWORK •ANSWERS
•SOLUTIONS
•GUIDANCE
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 OUTCOMES

•Leadership •Management
• GREATEST POSSIBLE • MAINTAINS:
OUTCOME •STABILITY
•PREDICTABILITY
• CREATE CHANGE? •ORDER
•SOMETIMES RADICAL
• EFFECTIVE
• CHALLENGE STATUS •EFFICIENT?
QUO/ADAPT
• CONSISTENTLY MEETS
• EFFECTIVE AND EFFICIENT SHORT-TERM
• FUTURE OUTCOMES EXPECTATIONS
•SELF SUSTAINING •DAY-TO DAY OPS

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 EVOLUTION FRAMEWORK
Environment
Stable Chaotic
ERA 2 ERA 3
Rational Management Team Leadership
Micro •Behavior Theories •Confusion, Empowerment,
•Contingency Theories Quality

Setting:
S •Vertical hierarchy,
c bureaucracy
o •Five management functions
p ERA 1
Great Man Leadership
e •Trait Theories
Macro Setting:
•Pre-bureaucratic organization
•Administrative principles
Setting:
•Horizontal organization
•Cross functional teams
•Downsizing
ERA 4
Facilitating Leadership
•Shared vision, alignment
relationships, unlock potential
Setting:
•Learning Organization
•Constant change, adaptation
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 POSITIONAL POWER

• LEGITIMATE POWER:
• COMES WITH ORGANIZATIONAL POSITION
• FOLLOWERS ACCEPT DUE TO POSITION

• REWARD POWER:
• AUTHORITY TO BESTOW INCENTIVES
• GENERATES COMPLIANCE

• COERCIVE POWER
• AUTHORITY TO PUNISH (NJP)
• GENERATES?

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 PERSONAL POWER

• EXPERT POWER:
• COMES FROM SPECIAL KNOWLEDGE OR SKILL

• REFERENT POWER:
• COMES FROM PERSONALITY
• SUBORDINATES IDENTIFY WITH AND WANT TO EMULATE LEADER
• GENERATES COMMITMENT

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 FIEDLER’S CONTINGENCY THEORY
STYLE VS. SITUATION
High
Task oriented
leaders perform
better

Least
Preferred
Coworker 0
(LPC) Score Person oriented
leaders perform better

Low
Leader Member Relations Good Good Good Good Poor Poor Poor Poor
Task Structure High Low High Low
Leader Position Power Strong Weak Strong Weak Strong Weak Strong Weak
BnR-Peng.Manajemen-chap-07 Very 20
Very Favorable Intermediate
Unfavorable
 HERSEY AND BLANCHARD’S SITUATIONAL
THEORY
• ADOPT STYLE APPROPRIATE TO
SUBORDINATE ABILITIES
• LOW LEVEL OF TASK READINESS:
• TELL THEM WHAT TO DO
• HOW TO DO IT
• WHEN TO DO IT
• HIGH LEVEL OF TASK READINESS:
• PROVIDE GENERAL DIRECTION
• DELEGATE SUFFICIENT AUTHORITY TO
DO THE TASK
• EXPECT FOLLOWERS TO COMPLETE THE
TASK AS THEY SEE FIT
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SITUATIONAL LEADERSHIP THEORY
(HIGH) LEADER BEHAVIOR
Shares ideas and Explain decisions and
facilitates in provide opportunity
decision-making for clarification

RELATIONSHIP
(Supportive Behavior)
Participating Selling
BEHAVIOR
S3 S2

Delegating Telling
Provide specific
Turns over instructions
responsibility for and closely
S4 decisions and supervises S1
implementation performance
(LOW) (HIGH)
TASK BEHAVIOR
(Guidance)
Worker Readiness
High Moderate Low
R4 R3 R2 R1
Able and Able but Unable but Unable and
willing or Unwilling or willing or Unwilling or 22

Confident Insecure Confident Insecure

 Leadership Differences
Transactional leaders:
– Excel at management
functions
– Are hardworking
– Are tolerant
– Are fair minded.
– Stress plans, schedules and
budgets
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 Leadership Differences

Charismatic Leaders:

 
• Inspire/motivate people to do
more, despite obstacles and
personal sacrifice.
• State a vision of                              
an imagined
future with which employees
identify.
• Shape a corporate value system
for which everyone stands.

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 Leadership Differences
Transformational Leaders:

– Bring about innovation and create

significant change in followers and
organization.
– Lead changes in the organization's mission,
structure, and human resource
management.
– Focus on intangible qualities
Vision, shared values, ideas to build relationships
– Provide common ground to enlist followers
in changes.
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 TRANSACTIONAL
LEADERSHIP
• EXCHANGED-BASED RELATIONSHIP IN
WHICH LEADER AND FOLLOWERS GET SOME
(OR ALL) OF THEIR NEEDS MET
• REWARD FOR GOOD PERFORMANCE
• DISCIPLINE FOR POOR PERFORMANCE

• DEPENDENT ON LEADER’S CONTROL OF

REWARDS AND PENALTIES
• TRANSITORY:
• EFFECTIVE AS LONG AS MUTUALLY BENEFICIAL
• OR LEADER PRESENT…

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 TRANSACTIONAL LEADERSHIP
• WORKS WELL IN STABLE ORGANIZATIONS
• DOES MILITARY QUALIFY?

• GENERALLY EASIER TO USE. WHY?

• TRANSACTIONAL LEADERS:
• EXCEL AT MANAGEMENT FUNCTIONS
• STRESS PLANS, SCHEDULES AND BUDGETS
• EXPLAIN WHAT IS REQUIRED/WHAT
WILL BE RECEIVED IF REQUIREMENTS
MET
• INITIATE STRUCTURE/ARMS LENGTH DEALINGS

• GOAL = CHANGE OF BEHAVIOR 27

 TRANSFORMATIONAL
LEADERSHIP
• LEADER HAS POWERFUL VISION OF WHAT
ORGANIZATION COULD BE
• BROADENS EMPLOYEE INTERESTS TO LOOK PAST SELF-INTEREST
FOR THE GOOD OF THE GROUP
• RAISES STANDARDS/CHALLENGES THE STATUS QUO
• GENERATES AWARENESS AND ACCEPTANCE

• CULTIVATES STRONG BONDS WITH

FOLLOWERS
• BONDS DEVELOP OVER TIME
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• GOAL = CHANGE OF ATTITUDES
 TRANSFORMATIONAL
LEADERSHIP
• CHARISMA (DRAW TO THE LEADER)
• VISION, SENSE OF PURPOSE, LARGER MEANING
• INSTILL PRIDE/SENSE OF BEING ELITE
• GAIN RESPECT AND TRUST

• INSPIRATION (IMPACT ON FOLLOWERS)

• COMMUNICATES HIGH EXPECTATIONS
• USES SYMBOLS TO FOCUS EFFORTS
• WALKS THE WALK:
• TAKES CALCULATED RISKS
• PROVES BELIEF IN VISION BY ACTIONS

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 NETWORK CENTRIC
WARFARE
• SPEED OF COMMAND
• INFORMATION SUPERIORITY – UNDERSTAND VICE DATA
• FORCES ACT WITH SPEED, PRECISION, AND REACH
• RESULTS RAPIDLY FORECLOSE ENEMY OPTIONS,
SYNERGISTIC EFFECTS DOMINATE
• Enables neutralization of enemy forces at
outset of hostilities. Changes his strategy
completely. Lock in our success, lockm out his
alternatives.
• Self synchronization denies the enemy
operational pause. Maintains awareness. 30