chapter review leadership (12)

TEORI ORGANISASI DAN DESAIN(ORGANIZATION THEORY AND DESIGN)

DOSEN : DR. SINGMIN JOHANES LO, B.S.Ch., MSOD

CHAPTER REVIEW

“LEADERSHIP” (Organizational Behavior – Robbins & Judge : Chapter 12)

DISUSUN OLEH:

RUKIAH NIM : 55114110259

PASCASARJANAPROGRAM MAGISTER MANAJEMEN

UNIVERSITAS MERCU BUANA – JAKARTA07 APRIL 2015

CHAPTER REVIEW – ORGANIZATION THEORY AND DESIGNDOSEN : DR. SINGMIN JOHANES LO, BS.Ch.E, MSOD 2/32

1. What is leadership?

2. Traits theories

3. Behavioral theories

4. Contingency theories 5. Charismatic and Transformational Leadership6. Authentic leadership

7. The role of mentoring

8. Effectiveness of leadership

Subject to be learnt

What is Leadership?“LEADERSHIP”

is the ability to influence a group toward the achievement of a vision or set of goals


Not all leaders are managers, nor, for that matter, are all managers leaders

Just because an organization provides its managers with certain formal rights is no assurance they will lead effectively


Leader - Manager

“Organizations need strong leadership and strong management for optimal

effectiveness”

ORGANIZATION


Trait Theories of Leadership“Theories that consider personal qualities and characteristics that differentiate leaders from non leaders”


Indra Krisnhamurthy NooyiCEO and Chairman of Pepsico

She is described as fun loving, sociable, agreeable, conscientious, emotionally stable, and open to experience

Her personality traits have contributed to her job performance and career success

She has been named one of the most powerful women in business and one of the most powerful women in the world

Trait Theories of Leadership (con’t)


“Theories proposing that specific behaviors differentiate leaders from nonleaders”Behavioral Characteristics, according to:

a. Comprehensive theories resulted from Ohio State Studies1. Initiating Structure2. Consideration

b. Leadership studies at the University of Michigan’s Survey Research Center

1. Employee-oriented leader2. Production-oriented leader

Behavioral Theories of Leadership


Initiating structure, The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment.Consideration, The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ idea, and regard for their feelings.Employee-oriented leader, A leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences among members.Production-oriented leader, A leader who emphasizes technical or task aspects of the job

Behavioral Theories of Leadership (con’t)


The Fiedler contingency model proposes that effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives the leader control

Assessing an individual’s basic leadership style through the Least Preferred Co-worker (LPC) questionnaire

Fiedler has identified three contingency or situational dimensions:

1. Leader-member relations2. Task Structure3. Position power The Fiedler

Model

Contingency Theories of Leadership


Contingency Theories of Leadership (con’t)


Situational Leadership Theory (SLT), It says successful leadership depends on selecting the right leadership style contingent on the followers’ readiness, or the extent to which they are willing and able to accomplish a specific task.

Path-Goal Theory Developed by Robert House. It says it’s the leader’s job to provide followers with the information, support, or other resources necessary to achieve their goals

Leader-Participation Model It says leader behavior must adjust to reflect the task structure. The way the leader makes decisions is as important as what she or he decides

Other Contingency Theories of Leadership


A theory that supports leaders’ creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction

Leader-follower relationships may be stronger when followers have a more active role in shaping their own job performance

Leader-member relationships have a stronger impact on employee performance and attitudes when employees have higher levels of autonomy and a more internal locus of control

Leader – Member Exchange (LMX) Theory


Charismatic Leadership

Those are frequently cited as Charismatic Leaders.What do they have in common?

Charismatic Leadership and Transformational Leadership


Charismatic Leadership (con’t) Max Weber, a sociologist, define charisma (from the Greek for “gift”)

as “a certain quality of an individual personality, by virtue of which he or she is set apart from ordinary people and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities. These are not accessible to the ordinary person and are regarded as of divine origin or as exemplary, and on the basis of them the individual concerned is treated as a leader”

Characteristics of charismatic leaders: They have a vision They are willing to take personal risks to achieve that vision They are sensitive to followers needs, and They exhibit extraordinary behaviors


Differentiating transformational from transactional leaders

The Ohio State Studies describe transactional leaders, who guide theirFiedler’s Model followers toward established goals by clarifyingPath-goal Theory role and task requirements

Transformational leaders inspire followers to transcend their self-interest for the good of the organization and can have an extraordinary effect on their followers

Those are frequentlycited as TransformationalLeader

Transformational Leadership


Transactional and transformational leadership complement each other; they aren’t opposing approaches to getting things done

Transformational leadership builds on transactional leadership and produces levels of follower effort and performance beyond what transactional leadership alone can do. But the reverse isn’t true. So, if you are a good transactional leader but do not have transformational qualities, you’ll likely only be a mediocre leader.

The best leaders are transactional and transformational

Transformational Leadership (con’t)


Authentic Leadership: Ethics and Trust Authentic leaders know who they are, know what they

believe in and value, and act on those values and beliefs openly and candidly. Their followers consider them ethical people. The primary quality produced by authentic leadership, therefore, is trust. Authentic leaders share information, encourage open communication, and stick to their ideals. The result: people come to have faith in them.

Ethics and leadership intersect at a number of junctures. Leaders rated highly ethical tend to have followers who engage

in more organizational citizenship behaviors and who are more willing to bring problems to the leaders’ attention


Servant Leadership Servant leaders go beyond their own

self-interest and focus on opportunities to help followers grow and develop

They don’t use power to achieve ends; they emphasize persuasion

Characteristic behaviors include listening, empathizing, persuading, accepting stewardship, and actively developing followers’ potential

Focus its outcomes for the well-being followers.


Trust and Leadership Trust is a psychological state that exists when you agree to

make yourself vulnerable to another because you have positive expectations about how things are going to turn out.

Trust is a primary attribute associated with leadership; breaking it can have serious adverse effects on a group’s performance

Followers who trust a leader are confident their rights and interest will not be abused.

Only a trusted leader will be able to encourage employees to reach beyond themselves to a transformational goal.


The Nature of Trust

Leader Trustworthiness

Integrity

Benevolence

Ability

Propensity to Trust

Trust

Risk TakingInformation

SharingGroup

EffectivenessProductivity


Leading for the Future: Mentoring

A mentor is a senior employee who sponsors and supports a less-experienced employee, called a protégé

Successful mentors are good teachers. They present ideas clearly, listen well, and empathize with protégé problems.

Mentoring relationships are both career functions and psychosocial functions.


Finding and Creating Effective Leaders

Selecting Leaders Reviewing the knowledge, skills, and abilities needed Personality test to identify traits of leadership Situation-specific experience

Training Leaders Recognize the obvious with high self-monitors State the objective of training, like implementation skills not

“vision creation” Behavioral training through modeling exercises can increase an

individual’s ability to exhibit charismatic leadership qualities


Summary and Implications for Managers Leadership plays a central part in understanding group behavior,

because it’s the leader who usually directs us toward our goals. Knowing what makes a good leader should thus be valuable in improving group performance.

Recent efforts using the Big Five personality framework show strong and consistent relationships between leadership and extraversion, conscientiousness, and openness to experience.

The behavioral approach’s major contribution was narrowing leadership into task-oriented (initiating structure) and people-oriented (consideration) style. By considering the situation in which the leader operates, contingency theories promised to improve on the behavioral approach, but only LPC theory has fared well in leadership research.


Research on charismatic and transformational leadership has made major contributions to our understanding of leadership effectiveness. Organizations want managers who can exhibit transformational leadership qualities and who have vision and the charisma to carry it out.

Effective managers must develop trusting relationships with followers because, as organizations have become less stable and predictable, strong bonds of trust are replacing bureaucratic rules in defining expectations and relationships.

Test and interviews help identify people with leadership qualities. Managers should also consider investing in leadership training such as formal courses, workshops, rotating job responsibilities, coaching, and mentoring

Summary and Implications for Managers (con’t)


Conclusion After studying this chapter, we may conclude that leadership has an

important role in an organization. Leaders have to be able to influence their followers toward the achievement of a vision or set of goals.

Good personalities and characteristics of leadership are needed in order to create performance effectiveness.

Trust is a primary attribute associated with leadership, therefore a good leader must keep and develop trusting relationship with her/his followers.

Selecting leaders is needed to identify effective leaders in filling management positions

Training leaders must planned and organized well to achieve the effectiveness of the training


Leadership Implementation in Indonesia

This chapter has explained clearly about the importance of leadership in an organization. There are some examples of people who are cited as a good leader, whether charismatic leadership or transformational leadership

A good leader must have good traits and good behaviors. She/he should have a vision, willingness to take risks to achieve that vision, sensitive to followers’ need, and exhibits extraordinary behaviors. Other important things that a good leader must have willingness to be a mentor for her/his followers, and also keep trust relationship with them.

If we compare those requirements of a good leadership with the implementation in Indonesia, there is a contradiction between the ideal and the reality.


We face some conditions that cause the contradiction between the ideal of a good leadership and the reality, those are: Less understanding that She/he is a leader There are still corruption, collusion, and nepotism practice Less understanding of morality and ethics of leadership Less understanding about the importance of the followers’

existence In order to achieve organization’s goals, it’s important to have a

good leader with a good leadership. So, a good leader has to understand her/his position, has good traits and behaviors, keep good relationship and trust with the followers and also willing to be a mentor for the followers. Good cooperation and understanding is needed to achieve the organization’s goals.

Leadership Implementation in Indonesia


Reference

Robbins S.P and Judge, T.A. 2013. Organizational Behavior. Pearson, (USA)


“A true leader not only cares about their success,

but the success and empowerment of others”

Thank YouCHAPTER REVIEW – ORGANIZATION THEORY AND DESIGN

DOSEN : DR. SINGMIN JOHANES LO, BS.Ch.E, MSOD 32/32

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