Week 11

Leadership

10-1
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 Dan Ingatlah ketika Tuhanmu berfirman kepada para
malaikat: "Sesungguhnya Aku hendak menjadikan seorang
khalifah di muka bumi". Mereka berkata: "Mengapa Engkau
hendak menjadikan (khalifah) di bumi itu orang yang akan
membuat kerusakan padanya dan menumpahkan darah,
padahal kami senantiasa bertasbih dengan memuji Engkau dan
menyucikan Engkau?" Tuhan berfirman: "Sesungguhnya Aku
mengetahui apa yang tidak kamu ketahui". (Al Baqarah (2):30)

10-2
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 Hadis bukhari muslim

• Setiap orang diantaramu adalah

pemimpin dan setiap pemimpin
bertanggung jawab atas
kepemimpinannya.

10-3
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After reading this chapter, you should be able to:

1) Summarize the conclusions of trait

theories
2) Identify the limitations of behavioral
theories
3) Describe Fiedler’s contingency
model
4) Summarize the path-goal theory
5) List the contingency variables in the
leader-participation model
10-4
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After reading this chapter, you should be able to:

6) Differentiate transformational from

transactional leadership
7) Describe the pros and cons of
charismatic leadership
8) Explain the role of emotional intelligence
in leadership effectiveness
9) Identify situations when leadership may
not be relevant
10)Summarize how leaders can build trust
10-5
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 Leadership

• Kemampuan u/
mempengaruhi
kelompok menuju
pencapaian
sasaran.

10-6
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 Trait Theories teori – 1990s
Seven traits seemed to differ leaders
from non-leaders:
• ambition and • kecerdasan
semangat
• Kontrol diri yg
• Keinginan untuk
kuat
memimpin
• Pengetahuan yg
• Kejujuran dan
integritas relevan dgn
pekerjaan
• Percaya diri
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• Researchers began organizing
traits around the Big Five
personality framework

10-8
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• Resulted in
consistent and
strong support
for traits as
predictors of
leadership

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• Traits do a better job at
predicting the emergence of
leaders than in actually
distinguishing between effective
and ineffective leaders

10-10
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 Behavioral Theories
• Mengasumsikan bahwa orang
dapat dilatih menjadi pemimpin
• Meneliti perilaku pemimpin
tertentu
• Memberikan dasar untuk disain
pelatihan

10-11
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 1. Ohio State Studies (teori
perilaku)
• Developed two categories of leadership behavior
– Membentuk struktur- berasumsi
membangun hubungan, komunikasi, cara
kerja, serta berorientasi pd tujuan dan hasil.

– Consideration – melibatkan perilaku

persahabatan, saling percaya, menghargai,
komunikasi atas bawah, menekankan
komunikasi yg terbuka dan partisipasi

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 2. University of Michigan
Studies
Prilaku kepemimpinan yg dikaitkan
dengan kinerja.
• Pimpinan yg berpusat pd bawahan-pendelegasian
pengambilan keputusan, menciptakan lingk kerja,
perhatian u/ kemajuan, prestasi, pertumbuhan.
• Pimpinan yg berorientasi pd tugas- mengandalkan
kekuatan paksaan, imbalan, hukuman u/
mempengaruhi sifat dan prestasi.

10-13
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 Limitations of Behavioral
Theories
• Did not identify consistent
relationships between leadership
behavior and group performance

• Missing consideration of the

situational factors that influence
success and failure

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 Contingency Theories

• Fiedler
• Path-goal
• Leader-participation

10-16
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 Fiedler Leadership Model
• Efektifitas kepemimpinan memiliki
dalil bahwa prestasi kerja kelompok
tergantung pada interaksi dan gaya
kepemimpinan serta situasi yg
mendukung.

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Fiedler Contingency Dimensions

• Leader-member relations
• Task structure
• Position power

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Fiedler Model

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Leader-Member Exchange Theory

• Leaders do differentiate among

followers
• Disparities are far from random
• Followers with in-group status have:

– higher performance ratings

– lower turnover intentions
– greater satisfaction with their superiors
– higher overall satisfaction than those in the
out-group
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 Path-Goal Theory
• Pemimpin menjadi efektif krn
pengaruh motivasi mereka,
kemampuan u/ melaksanakan, dan
kepuasan pengikutx.
• Persepsi dan motivasi

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 Path-Goal Theory
• Directive leader (memberikan kesempatan u/
mengetahui harapan pemimpin, penjadwalan pekerjaan,
• Memberikan pedoman penyelesaian pekerjaan)

• Supportive leader (menunjukan pehatian akan

kebutuhan pengikutx)

• Participative leader (keputusan diambil dari hasil

konsultasi dengan bawahan)

• Achievement-oriented leader
(pengharapan pencapaian prestasi yg tinggi kepada karyawan)

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Path-Goal Theory

10-23
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 Leader-Participation Model

• Leader behavior must adjust to

reflect the task structure
• Sequential set of rules that should
be followed in determining the form
and amount of participation in
decision making

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Transactional Transformational
leaders - motivate leaders - inspire
their followers in followers to transcend
the direction of their own self-
established goals interests for the good
by clarifying role of the organization
and task
requirements

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Charismatic Leadership Theory

• Followers make attributions of

heroic or extraordinary leadership
abilities when they observe certain
behaviors

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 Charismatic Leaders

• Have vision
• Willing to take risks to achieve that
vision
• Sensitive to both environmental
constraints and follower needs
• Exhibit behaviors that are out of the
ordinary
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 How Charismatic Leaders
Influence Followers
• Articulates an appealing vision
• Communicates high performance
expectations
• Conveys, through words and actions, a
new set of values
• Makes self-sacrifices and engages in
unconventional behavior to demonstrate
convictions about the vision

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Increasing body of research shows
impressive correlations between
charismatic leadership and high
performance and satisfaction
among followers

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 Contemporary Issues

• Role of emotional intelligence in

leadership effectiveness
• Ethical implications in leadership
• Need to modify leadership style to
cultural differences

10-30
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 Emotional Intelligence (EI)
• Recent studies indicate that EI is
the best predictor
of who will
emerge as a
leader

10-31
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 What is Trust?

• A positive expectation that another

will not--through words, actions, or
decisions--act opportunistically
• Familiarity, Risk

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Trust Dimensions

Integrity

Competence Consistency

Loyalty Openness

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 Three Types of Trust

• Deterrence-based

• Knowledge-based

• Identification-based

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 How to Build Trust
• Practice openness
• Be fair
• Speak your feelings
• Tell the truth
• Show consistency
• Fulfill your promises
• Maintain confidences
• Demonstrate competence
10-35
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 Summary

1) Summarized the conclusions of trait

theories
2) Identified the limitations of behavioral
theories
3) Described Fiedler’s contingency model
4) Summarized the path-goal theory
5) Listed the contingency variables in the
leader-participation model
10-36
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 Summary
6) Differentiated transformational from
transactional leadership
7) Described the pros and cons of
charismatic leadership
8) Explained the role of emotional
intelligence in leadership effectiveness
9) Identified situations when leadership
may not be relevant
10)Summarized how leaders can build trust
10-37
© 2005 Prentice-Hall