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KEPEMIMPINAN

LAPANGAN
PEMIMPIN …….?
KEPEMIMPINAN LAPANGAN YANG EFEKTIF

1. MEMILIKI “LEADERSHIP TRAITS”


2. MEMAHAMIM DAN MENGUASAI “AZAS DAN
PRINSIP SERTA FUNGSI “ KEPEMIMPINAN
3. MENJADI “FOLLOWER” YANG EFEKTIF
4. MENERAPKAN “GAYA / TEHNIK KEPEMIMPINAN”
YANG EFEKTIF
LEADRERSHIP TRAITS
“LEADERSHIP TRAITS” adalah kondisi kualitas
seseorang baik fisik maupun mental yang sangat
berharga, karena dapat memudahkan seseorang dalam
menerapkan prinsip-prinsip kepemimpinan,
menumbuhkan kepercayaan diri, dihormati dan mudah
bekerjasama.
LEADERSHIP TRAITS
1. ALERTNESS (Kewaspadaan) : IS VIGILANCE,PROMPTNESS,AND
WIDE- AWAKENESS
2. BEARING (Penampilan) : DENOTES DESIRABLE PHYSICAL
APPEARANCE,DRESS,AND DEPORTMENT
3. COURAGE (Keberanian) : MUST BE BOTH PHYSICAL AND MORAL
4. DECISIVENESS (Pengambil Keputusan) : IS THE ABILITY TO MAKE
DECISIONS PROMPTLY WHEN INDICATED AND ANNOUNCE THEM
AUTHORITATIVELY, CONCISELY, AND CLEARLY
5. DEPENDABILITY (Mandiri) : IS THE DOING OF ONE’S DUTY WITH
OR WITHOUT SUPERVISION
6. ENDURANCE (Daya Tahan) : BOTH MENTAL AND PHYSICAL, IS
NECESSARY TO CONTINUE AND COMPLETE ANY
REASONABLE TASK
7.ENTHUSIASM (Bersemangat) : IS THE POSITIVE ZEAL OR
INTEREST IN THE TASK AT HAND. IT IS EASILY COMMUNICATED
TO SUBORDINATES
8. FORCE (Daya Dorong) : IS THE ABILITY TO IMPOSE ONE’S
WILL UPON ANOTHER
9. HUMILITY (Sederhana) : IS FREEDOM FROM ARROGANCE
AND UNJUSTIFIABLE PRIDE
10. HUMOR : IS THE CAPACITY TO APPRECIATE THE MANY
AMUSING OR WHIMSICAL HAPPENINGS OF OUR
EVERYDAY LIFE
11. INITIATIVE (Inisiatif) : IS THE WILLINGNESS TO ACT IN THE
ABSENCE OF ORDERS AND TO OFFER WELL-
CONSIDERED RECOMMENDATIONS FOR THE
IMPROVEMENT OF THE COMMAND
12. INTEGRITY (Integritas) : IS THE HONESTY AND MORAL
CHARACTER OF THE LEADER THAT MUST BE
UNQUESTIONED
13. INTELLIGENCE (Cerdas) : IS THE INTELECT OF THE
LEADER WHICH MUST BE ADEQUATE TO MASTER THE
PROBLEMS PRESENTED BY HIS LEVEL OF COMMAND
14. JUDGMENT (Bijaksana) : IS THE POWER OF THE MIND TO
WEIGH VARIOUS FACTORS AND ARRIVE AT A WISE DECISION
15. JUSTICE (Adil) : IS BEING EQUITABLE AND IMPARTIAL IN
BESTOWING FAVORS AND PUNISHMENT
16. LOYALTY (Setia) : MUST EXTEND BOTH UP AND DOWN.
17. SYMPATHY (Simpati) : IS THE CAPACITY OF SHARING THE
FEELINGS OF THOSE WITH WHOM ONE IS ASSOCIATED
18. TACT (Cekatan) :IS THE ABILITY TO DEAL WITH
SUBORDINATES AND SUPERIORS IN AN APPROPRIATE
MANNER WITHOUT GIVING OFFENCE.
19. UNSELFISHNESS (Tidak Egois) : IS THE STUDIED
AVOIDANCE OF CARING FOR OR PROVIDING FOR ONE’S OWN
COMFORT OR ADVANTAGE AT THE EXPENSE OF OTHERS
AZAS,PRINSIP DAN FUNGSI
KEPEMIMPINAN
11 (Sebelas) Asas Kepemimpinan

1. Taqwa
2. Ing Ngarso Sung Tulodo
3. Ing Madyo Mangun Karso LEADERSHIP

4. Tut Wuri Handayani


5. Waspada Purba Wisesa
LANDASAN
MORAL 6. Ambeg Paramaarta
7. Prasaja MANAGEMENT
8. Satya
9. Gemi Nastiti
10. Belaka
11. Legawa
PRINSIP PRINSIP KEPEMIMPINAN

LEADERSHIP PRINCIPLES :
I. KENALI PEKERJAAN ANDA
II. KENALI DIRI SENDIRI DAN PENGEMBANGAN KEMAMPUAN
III. KENALI ANAK BUAH DAN UPAYAKAN KESEJAHTERAANNYA
IV. ANAK BUAH SELALU MEDAPAT INFORMASI
V. BERIKAN CONTOH
VI. YAKINKAN TUGAS DIMENGERTI, DISUPERVISI DAN SELESAI
DENGAN TUNTAS.
VII. LATIH ANAK BUAH SEBAGAI TIM
VIII. BUAT KEPUTUSAN YANG MASUK AKAL DAN TEPAT WAKTU
IX. BERTANGGUNGJAWAB DAN TUMBUHKAN RASA
TANGGUNGJAWAB PADA ANAK BUAH
X. BERIKAN PERINTAH SESUAI DENGAN KEMAMPUAN ANAK
BUAH.
XI. AMBIL ALIH TANGGUNGJAWAB ATAS SEMUA YANG ANDA
KERJAKAN
FUNGSI KEPEMIMPINAN

EMPAT FUNGSI KEPEMIMPINAN (KLEIN):

1. MENUNJUKKAN ARAH
2. MEMANTAU KINERJA TIM
3. MEMBERI INSTRUKSI KEPADA ANGGOTA TIM
4. MEMBERIKAN BANTUAN APABILA DIPERLUKAN
Who is a Follower ???????????????
1. Secara sukarela mengerjakan tugas atau menerima
penugasan untuk mencapai tujuan organisasi
2. Menunjukkan kesetiaan kepada organisasi
3. Menyuarakan perbedaan pendapat, tetapi
mendukung keputusan kelompok/organisasi
4. Memberikan saran-saran
5. Mempertahankan perilaku yang positif bahkan
dalam masa-masa sulit
6. Bekerja secara efektif sebagai anggota tim.
“Effective followers” mampu mengatur diri
sendiri dan berkemauan untuk
melaksanakan tugas-tugasnya dengan
sempurna, sambil memberikan contoh bagi
yang lain dan memenuhi kebutuhan
organisasi .
TUNTUTAN BAGI “EFFECTIVE FOLLOWER”

• BERANI MENERIMA TANGGUNGJAWAB


• MEMENUHI KEBUTUHAN ORGANISASI
• MEMBERI SARAN KEPADA PIMPINAN
• BERPATISIPASI DALAM PERUBAHAN
“He who cannot be a good follower
cannot be a good leader”
Aristotle (384 BC – 322 BC)

17
TEHNIK KEPEMIMPINAN
PENERAPAN GAYA KEPEMIMPINAN

INSTRUCTIVE ( PERINTAH )
INDUCTIVE ( MENGIMBAS )
PARTICIPATIVE ( PELIBATAN )
ARGUMENTATIVE ( BERDEBAT )
CONSULTATIVE ( KONSULTASI )
EDUCATIVE ( MENDIDIK )
PERSUASIVE ( MEMBUJUK )
HASTA BRATA
PEMIMPIN HARUS MAMPU BERPERAN SEPERTI :

1. SURYA
2. CHANDRA
3. KARTIKA
4. ARGA
5. SAMIRANA
6. TIRTA
7. SAMODRA
8. DAHANA
Laku Hambeging Samirana
2

Theories of Leadership

Dr. ADIB A YAHYA, MARS

21 OKTOBER 2017
Overview of Theories

Great Man Theory


Trait Theory
Behavioral Theories
-Ohio state Studies and Michigan Studies
-Managerial Grid
Contingency Theory :
- Fiedler’s Least Preferred Co-worker (LPC) Theory
-Cognitive Resource Theory
Situational Theory :
-Hersey and Blanchard’s Situational Theory
-House’s Path Goal Theory
-Leader Participation Model
Great Man Theory

Leaders are born, not made.


This approach emphasized that a person is born
with or without the necessary traits of
leaderships.
Early explanations of leadership studied the
“traits” of great leaders
 “Great man” theories (Gandhi, Lincoln, Napoleon)
 Belief that people were born with these traits and
only the great people possessed them
Great Man Theory ……

Great Man approach actually emphasis


“charismatic” leadership. charisma being the
Greek word for gift.
No matter what group such a natural leader
finds himself in, he will always be recognized
for what he is.
According to the great man theory of
leadership, leadership calls for certain qualities
like commanding personality, charm, courage
,intelligence, persuasiveness and
aggressiveness.
Trait Theory
What characteristics or traits make a person a
leader?
Great Man Theory: Individuals are born either
with or without the necessary traits for
leadership
Trait theories of leadership sought personality,
social, physical or intellectual traits that
differentiate leaders from non leaders
Trait view has little analytical or predictive value
Technical, conceptual and human skills (Katz
1974)
Trait Theories ….

Leadership Traits:
• Ambition and energy
• The desire to lead
• Honesty and integrity
• Self-confidence
• Intelligence
• Job-relevant knowledge

© 2003 Prentice Hall Inc. All rights reserved. 11–35


Trait Theory …..
The trait theory is based on the great man theory, but it is more systematic in its
analysis of leaders. Like the great man theory, this theory assumes that the
leader’s personal traits are the key to leadership success.
Personality Traits

Abilities Personal Traits Motivators

l Supervising Ability l Need for Occupational


l Self-Assurance
l Intelligence Achievement
l Decisiveness
l Initiative l Self-actualization
l Masculinity/Famininity

l Maturity l Power Over Others

l Working Class Affinity l High Financial Reward

l Job Security
Traits of Leaders
Intelligence
Physical Features
Inner Motivation
Maturity
Vision & Foresight
Acceptance of Responsibility
Open-Minded and adaptability
Self-confidence
Human Relations Attitude
Fairness and Objectivity
Trait Theory

Early on, it was thought that leaders were born with


inherent physiological and personality traits
– Age
– Height
– Intelligence
– Academic achievements
Stogdill (1974) – identified several general factors that
differentiate leaders from non-leaders…

Capacity: problem-solving capabilities, making judgments


and working hard

Achievements: accomplishments such as academic record,


knowledge and sports

Responsibility: dependability, reliability, self-drive,


perseverance, aggressiveness and self-confidence

Participation and involvement: highly developed social


interaction, popularity, swift adaptation to changing situations,
and easier cooperation compared to non-leaders

Socio-economic status: effective leaders usually belong to


higher socio-economic classes
Trait Theories …

Limitations:
• No universal traits that predict leadership in all situations.
• Traits predict behavior better in “weak” than “strong” situations.
• Unclear evidence of the cause and effect of relationship of leadership
and traits.
• Better predictor of the appearance of leadership than distinguishing
effective and ineffective leaders.
Behavioral Theory

In contrast with trait theory, behavioral theory attempts to


describe leadership in terms of what leaders do, while trait
theory seeks to explain leadership on the basis of what
leaders are. Leadership according to this approach is the
result of effective role behavior.
Leadership is shown by a person’s acts more than by his
traits.
This is an appropriate new research strategy adopted by
Michigan Researchers in the sense that the emphasis on
the traits is replaced by the emphasis on leader behavior
(which could be measured).
Behavioral Theory ….

Theories proposing that specific behaviors


differentiate leaders from non leaders.
Pattern of actions used by different
individuals determines leadership potential
Examples
– Autocratic, democratic and laissez-faire
– Michigan Studies: Employee centered versus
task centered
Behavioral Theory ….

– Theories that attempt to isolate behaviors that


differentiate effective leaders from ineffective
leaders
– Behavioral studies focus on identifying critical
behavioral determinants of leadership that, in
turn, could be used to train people to become
leaders
Behavioral Leadership Studies

The Ohio State Studies sought to identify


independent dimensions of leader behavior
– Initiating structure
– Consideration
The University of Michigan Studies
sought to identify the behavioral
characteristics of leaders related to
performance effectiveness
– Employee oriented
– Production oriented
Ohio State Studies

11–46
University of Michigan Studies

© 2003 Prentice Hall Inc. All rights reserved. 11–47


Behavioral Theories

Ohio State studies focused on task and social behavior of


leaders
Identified two dimensions of leader behavior

– Initiating Structure: role of leader in defining his/her role


and roles of group members
– Consideration: leader’s mutual trust and respect for
group members’ ideas and feelings

Two different behavioral theories:


 Role Theory
 Managerial Grid
Managerial Grid

Developed by Drs. Robert R. Blake and Jane S. Mouton


Believed managers have different leadership styles which
led to two different dimensions of leadership:
Concern for Production: manager who is task-
oriented and focuses on getting results or
accomplishing the mission (X-axis of grid)
Concern for People: manager who avoids conflicts
and strives for friendly relations with subordinates
(Y-axis of grid)
Managerial Grid ( Blake & Mouton)
Managerial Grid (continued)

9
8
7
6
5 **manager’s
goal is 9,9**
4
3
2
1

1 2 3 4 5 6 7 8 9
Contingency Theories
& Situational Theories of Leadership

 Contingency Theories
– Fiedler Model
 Cognitive Resource Theory
– Hersey and Blanchard’s Situational Theory
– Leader-member Exchange Theory
– Path-Goal Theory
– Leader Participation Model
Contingency Theories …..

While trait and behavior theories do help


us understand leadership, an important
component is missing: the environment
in which the leader exists.
Contingency Theory deals with this
additional aspect of leadership
effectiveness studies.
Fiedler Model

The theory that effective groups depend upon a proper


match between a leader's style of interacting with
subordinates and the degree to which the situation
gives control and influence to the leader.

There are basically three steps in the model

1) Identifying Leadership Style

2) Defining the Situation

3) Matching leaders and situations


1) Identifying Leadership Style

Fiedler believes a key factor in leadership


success is the individual’s basic leadership
style
So he created the Least Prefer Co-worker
(LPC) Questionnaire

LPC:-An instrument that tells to measure


whether a person is task or relationship
oriented
Cont…

 If the low LPC score then the person is


task oriented

 If the high LPC score then the person is


relationship oriented
Least Preferred Coworker (LPC) Scale

Pleasant 8 7 6 5 4 3 2 1 Unpleasant
Friendly 8 7 6 5 4 3 2 1 Unfriendly
Rejecting 8 7 6 5 4 3 2 1 Accepting
Tense 8 7 6 5 4 3 2 1 Relaxed
Cold 8 7 6 5 4 3 2 1 Warm
Supportive 8 7 6 5 4 3 2 1 Hostile
Boring 8 7 6 5 4 3 2 1 Interesting
Quarrelsome 8 7 6 5 4 3 2 1 Harmonious
Gloomy 8 7 6 5 4 3 2 1 Cheerful
Open 8 7 6 5 4 3 2 1 Closed
Backbiting 8 7 6 5 4 3 2 1 Loyal
Untrustworthy 8 7 6 5 4 3 2 1 Trustworthy
Considerate 8 7 6 5 4 3 2 1 Inconsiderate
Nasty 8 7 6 5 4 3 2 1 Nice
Agreeable 8 7 6 5 4 3 2 1 Disagreeable
Insincere 8 7 6 5 4 3 2 1 Sincere
Kind 8 7 6 5 4 3 2 1 Unkind
Scoring

Your final score is the total of the numbers


you circled on the 18 scales
57 or less = Low LPC (task motivated)
58-63 = Middle LPC (socio-independent
leaders, self directed and not overly
concerned with the task or with how others
view them)
64 or above = High LPC (motivated by
relationships)
2) Defining the Situation

Fiedler identified three contingency dimensions that


define the key situational factors
1. Leader-member relations:
The degree of confidence, trust, and respect,
members have in the leader
2. Task structure:
The degree to which the job assignments are
procedurized
3. Position Power:
The degree of influence a leader has over power
variables such as hiring, firing, promotion etc.
3) Matching leaders and Situations

After knowing the leadership style through LPC


and defining all the situations, we will chose
the leader who will fit for the situation.
Two ways in which to improve leader
effectiveness

1) Change the leader to fit the situation

2) Change the situation to fit the leader


Findings from Fiedler Model
Contingency Theory
Assumptions:
– No one best way of leading
– Ability to lead contingent upon various situational
factors:
Leader’s preferred style
Capabilities and behaviors of followers
Various other situational factors
Effect:
– Leaders who are successful in one situation may
become unsuccessful if the factors around them
change
Contingency Theory: Fiedler’s Least Preferred Co-
Worker (LPC) Theory
Assumptions:
– Leaders prioritize between task-focus and people-focus
– Leaders don’t readily change their style
Key situational factor in matching leader to situation:
Relationships
Power
Task structure
LPC Questionnaire
– Determines leadership style by measuring responses to 18 pairs of
contrasting adjectives.
– High score: a relationship-oriented leadership style
– Low score: a task-oriented leadership style

Tries to identify the underlying beliefs about people, in particular


whether the leader sees others as positive (high LPC) or negative (low
LPC).
Findings of the Fiedler Model
Cognitive Resource Theory

A theory of leadership that states that


stress unfavorably effects the situation,
and intelligence, and experience can
lessen the influence of stress on the
leader.
Cont…
 A refinement of Fielder’s original model:
– Focuses on stress as the enemy of rationality and
creator of unfavorable conditions
– A leader’s intelligence and experience influence his or
her reaction to that stress
 Stress Levels:
– Low Stress: Intellectual abilities are effective
– High Stress: Leader experiences are effective
 Research is supporting the theory
Hersey & Blanchard’s
Situational Leadership (SLT)

 A model that focuses on follower “readiness”


– Followers can accept or reject the leader
– Effectiveness depends on the followers’ response to
the leader’s actions
– “Readiness” is the extent to which people have the
ability and willingness to accomplish a specific task

 A paternal model:
– As the child matures, the adult releases more and
more control over the situation
– As the workers become more ready, the leader
becomes more laissez-faire
Cont….
Hersey and Blencherd identify four
specific leader behaviors
The most effective behavior depends on
the follower’s ability and motivation
1. If followers are unable and unwilling to do a task,
the leader needs to give specific and clear
directions.
2. If followers are unable and willing,
The leader need to display a high task orientation.
3. If the followers are able and unwilling,
The leader needs to use a supportive and
participative style.
4. If followers are both able and willing,
The leader doesn't need to do much.
Situational Leadership Theory

HT&HR
HR&LT

HT&LR

LT&LR

Immature
Mature
Situational Leadership
Situational factors (motivation, capability of
followers, relationship between followers and
leader) determine the best action of leader
Leader must be flexible to diagnosis leadership
style appropriate for situation and be able to apply
style
No one best leadership style for all situations
Hersey & Blanchard’s Situational Leadership (1977)
Identified 4 different leadership styles based on readiness of followers
R1. Telling (high task/low relationship behavior)
• Giving considerable attention to defining roles and goals
• Recommended for new staff, repetitive work, work needed in a short time
span
• Used when people are unable and unwilling
R2. Selling (high task/high relationship behavior)
• Most direction given by leader encouraging people to ‘buy into’ task
• Used when people are willing but unable
R3. Participating (high relationship/low task behavior)
• Decision making shared between leaders and followers, role of leader to
facilitate and communicate
• Used when people are able but unwilling
R4. Delegating (low relationship/low task behavior)
• Leader identifies problem but followers are responsible for carrying out
response
• Used if people are able and willing
Hersey & Blanchard’s Model

Source: Reprinted with permission from the Center for Leadership


Studies. Situational Leadership® is a registered trademark of the Center
for Leadership Studies. Escondido, California. All rights reserved.
Leader-Member Exchange (LMX)
Theory
Leaders create in-groups and out-groups, and
subordinates with in-group status will have higher
performances ratings, less turnover, and greater
satisfaction with their superior.

 LMX Premise:
– Because of time pressures, leaders form a special
relationship with a small group of followers: the “in-group”
– This in-group is trusted and gets more time and attention
from the leader (more “exchanges”)
– All other followers are in the “out-group” and get less of
the leader’s attention and tend to have formal
relationships with the leader (fewer “exchanges”)
– Leaders pick group members early in the relationship
Leader-Member Exchange Theory
House’s Path-Goal Theory

The theory that a leader’s behavior is acceptable to


subordinates insofar as they view it as a source of
either immediate or future satisfaction.

 The Theory:
– Leaders provide followers with information,
support, and resources to help them achieve
their goals
– Leaders help clarify the “path” to the worker’s
goals
– Leaders can display multiple leadership types
Path-Goal Theory

11–78
Cont…

 Four types of leaders:

– Directive: focuses on the work to be done

– Supportive: focuses on the well-being of the


worker

– Participative: consults with employees in


decision-making

– Achievement-Oriented: sets challenging goals


The Path-Goal Theory
Path-Goal Theory
Vroom & Yetton’s Leader-Participation
Model

A leadership theory that provides a set of rules


to determine the form and amount of
participative decision making in different
situations.

 How a leader makes decisions is as important as


what is decided
 Premise:
– Leader behaviors must adjust to reflect task structure
– “Normative” model: tells leaders how participative to be
in their decision-making of a decision tree.
Participative Theories
Assumes the following
– Involvement in decision-making improves the
understanding of the issues involved and the
commitment of those who must carry out the decisions.
– People are less competitive and more collaborative
when they are working on joint goals.
– Several people deciding together make better
decisions than one person alone.

Two different participative theories:


 Lewin’s leadership styles
 Likert’s leadership styles
Likert’s system of Leadership
Rensis Likert and his associates studied the patterns and styles
of managers for three decades at the University of Michigan,
USA, and identified a four-fold model of management systems.

1. The model was developed on the basis of a questionnaire


administered to managers in over 200 organizations and
research into the performance characteristics of different types
of organizations.
2. The four systems of management system or the four leadership
styles identified by Likert are:
System 1 - Exploitative Authoritative: Responsibility lies in the hands of the
people at the upper echelons of the hierarchy. The superior has no trust and
confidence in subordinates. The decisions are imposed on subordinates and they
do not feel free at all to discuss things about the job with their superior. The
teamwork or communication is very little and the motivation is based on threats.
System 2 - Benevolent Authoritative: The responsibility lies at the
managerial levels but not at the lower levels of the organizational hierarchy. The
superior has condescending confidence and trust in subordinates (master-servant
relationship). Here again, the subordinates do not feel free to discuss things about
the job with their superior. The teamwork or communication is very little and
motivation is based on a system of rewards.
System 3 - Consultative: Responsibility is spread widely through the
organizational hierarchy. The superior has substantial but not complete confidence
in subordinates. Some amount of discussion about job related things takes place
between the superior and subordinates. There is a fair amount of teamwork, and
communication takes place vertically and horizontally. The motivation is based on
rewards and involvement in the job.
System 4 - Participative: Responsibility for achieving the organizational goals
is widespread throughout the organizational hierarchy. There is a high level of
confidence that the superior has in his subordinates. There is a high level of
teamwork, communication, and participation.
Conclusion

According to Rensis Likert, the nearer the


behavioral characteristics of an organization
approach System 4 (Participative), the more
likely this will lead to long-term improvement in
staff turnover and high productivity, low scrap,
low costs, and high earnings, if an organization
wants to achieve optimum effectiveness, then
this is the ideal system
Summary of Leadership Theories
Theory Leadership Based On…
Trait Theory Leaders born with leadership traits

Behavioral Theory Initial structure and consideration

- Role Theory Shaped by culture, training, modeling

- Managerial Grid Concern for production and concern for people

Participative Leadership More people involved = better collaboration

- Lewin’s Style Autocratic, democratic, laissez-faire

- Likert’s Style Task oriented, relationship oriented, participative style

Contingency Theories No one best leadership style

- Fiedler’s LPC Theory Task focus v. relationship focus

- Cognitive Resource Theory Intelligence and experience make a difference

- House’s Path Goal Theory Help followers make their goals compatible with
organizational goals
Situational Leadership Similar to contingency theory

- Hersey and Blanchard Based on relationship between leader and follower


and task behavior
- Vroom & Yetton Decision quality and decision acceptance

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