LEADING

Sumber : Boone ch. 9 dan Griffin ch. 11

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 The Nature of Leadership

• What does leadership

Leading
Motivate, coordinate, mean?
and energize – A process, the use of non-
individulas and coercive influence to shape
groups to work the group’s or organization’s
together to achieve goals, and:
organizational goals
• Motivate behavior.
• Define group or
organizational culture.
• What are the characteristics
of those who are perceived
to be leaders?

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 Who Are Leaders?

• People who:
– Can influence the
behaviors of others.
– Are able to influence
without having to rely
on force.
– Are accepted by
others as leaders.

A person can be a manager, a leader, both, or neither.

Organizations need both management and leadership if
they are to be effective.

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 Leadership Versus Management

• MANAGEMENT: • LEADERSHIP:
– Planning and – Establishing
budgeting. direction.
– Organizing and – Aligning people.
staffing. – Motivating and
– Controlling and inspiring.
problem solving. – Producing change,
– Producing a degree often to a dramatic
of predictability. degree.

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 Power and Leadership

• What is power?
– The ability to affect the
behavior of others.
• Legitimate power:
– Power granted through
the organizational
structure, it is the power
accorded people
occupying particular
positions as defined by
the organization.

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 Reward Power Defined

• Reward power:
– The power to give or
withhold rewards,
such as:
• Salary increases.
• Bonuses.
• Promotion.
• Recommendation.

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 Types of Power

• Coercive power:
– The power to force
compliance by means of
psychological, emotional,
or physical threat.
• Referent power:
– The personal power that
accrues to someone
based on identification,
imitation, loyalty, or
charisma.

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 What Is Expert Power?

• The personal power

that accrues to
someone based on
the information or
expertise that they
possess.

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 Leadership Styles
• Autocratic Leadership
• Make decisions on own without consulting
employees
• Democratic Leadership
• Involve employees in decisions, delegate
assignments, and ask employees for
suggestions
• Free-Rein Leadership
• Leave most decisions to employees

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GENERIC APPROACHES TO LEADERSHIP

• Leadership Traits
• Leadership Behaviors
• Situational Approaches to Leadership

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 Leadership Traits

The trait approach assumed that some

basic trait or set of traits existed that
differentiated leaders from non leaders
Intelligence, assertiveness, above-average height,
good vocabulary, attractiveness, self-confidence,
and similar attributes

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 Leadership Behavior
Michigan Studies
• Job-centered leader:
– Leaders who pay close
attention to an employ’s
job and work procedures
involved with that job.
• Employee-centered
leader:
– Leaders who develop
cohesive work groups
and ensure employee
satisfaction.

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 Leadership Behavior
Ohio State Studies
• Initiating-structure behavior:
– Leaders who define the leader-subordinate
roles so that everyone knows what is
expected, establish formal lines of
communication, and determine how tasks
will be performed.
• Consideration behavior:
– Leaders who show concern for
subordinates and attempt to establish a
friendly and supportive climate.

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 Leadership Behavior

Leadership Grid
• A method of evaluating leadership styles to
train managers using OD techniques so that
they are simultaneously more concerned for
both people and production.
• Concern for production:
– Deals with the job aspects of leader behavior.
• Concern for people:
– Deals with the people aspects of leader behavior.

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Figure 17.1:
The
Leadership
Grid

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 SITUATIONAL APPROACHES TO
LEADERSHIP
Situational models assume that appropriate leader behavior
varies from one situation to another.

Least-Preferred Cowerker
(LPC) Theory:
– Suggests that the appropriate style of
leadership varies with situational
favorableness.
– Least preferred coworker (LPC):
– The measuring scale that asks leaders
to describe the person with whom
she/he is able to work least well.

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The Least-Preferred Coworker Theory of
Leadership

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 SITUATIONAL APPROACHES TO
LEADERSHIP

Path-Goal Theory
•A theory of leadership suggesting that
the primary functions of a leader are to
make valued or desired rewards available
in the workplace.
•Clarifies for the subordinate the kinds of
behavior that will lead to goal
accomplishment and valued rewards.

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 The Path-Goal Framework

Subordinates’ Leader Behavior

Personal •Directive Environmental
Characteristics •Supportive Characteristics
•Perceived ability •Participative •Task structure
•Locus of control •Achievement •Work group
oriented

Subordinates’ motivation to perform

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 SITUATIONAL APPROACHES TO
LEADERSHIP
Vroom’s Decision Tree Approach

•Decide: Manager makes decision.

•Consult: (Individually), Present problem
to group members individually.
•Consult: (Group). Present problem to
group members.
•Facilitate: Present to group and facilitate
group member discussion.
•Delegate: Allow group to define
parameters, then develop solutions.

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Vroom’s
Time-Driven
Decision Tree

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Vroom’s Development-Driven Decision Tree

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 SITUATIONAL APPROACHES TO
LEADERSHIP

The Leader-Member
Exchange (LMX)
Approach

Stresses the importance

of variable relationships
between supervisors and
each of their
subordinates.

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 The Leader-Member Exchange (LMX) Model

Leader
Leader

Subordinate Subordinate Subordinate Subordinate Subordinate

1 2 3 4 5

Out-group In-group

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 Related Perspectives on Leadership

• Substitutes for leadership:

– Identifies situations in which leader behaviors are
neutralized or replaced by characteristics of
subordinates, the task, and the organization.
• Charismatic leadership:
– Assumes that charisma in an individual
characteristic of the leader.
• Charisma:
– A form of interpersonal attraction that inspires
support and acceptance.

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 • Transformational Leadership

Leadership that goes beyond

ordinary expectations by
transmitting a sense of
mission, stimulating learning
experiences, and inspiring
new ways of thinking.

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 BAHAN DISKUSI
• Bacalah ketiga artikel berikut :
– https://www.mckinsey.com/id/~/media/mckinsey/locations/asia/indonesia/
our%20insights/leadership%20in%20a%20crisis%20responding%20to
%20the%20coronavirus%20outbreak%20and%20future
%20challenges/leadership-in-a-crisis-responding-to-the-coronavirus-
outbreak.pdf
– https://www.harvardbusiness.org/leading-through-uncertainty/
– https://swa.co.id/swa/my-article/compassionate-leadership-dalam-situasi-
pandemi
• Berdasarkan ketiga artikel tersebut, diskusikanlah dalam
kelompok :
– Jika dilihat dari sudut pandang bisnis sebagai sebuah sistem terbuka,
bagaimana dampak situasi pandemik ini terhadap input, proses, dan
output?
– Bagaimana sebaiknya para leader perusahaan merespon dampak-
dampak yang ditimbulkan tersebut?

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