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Mata kuliah : J0084 / Introduction to Management and Business

Tahun : 2007Versi : 1 / 3

Pertemuan 09 (Ninth Meeting)

Leadership

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Learning Outcome

Student should be able to implement style of leadership that appropriate with the situation within the organization -> C3

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Learning Outline

• Who Are Leaders and What Is Leadership• Early Leadership Theories• Contingency Theories of Leadership• Contemporary Views on Leadership• Leadership Issues in the Twenty-First Century

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1. What Are Leaders

Leader is someone who can influence others and who has managerial authority

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What is Leadership

Leadership is what leaders do, more specifically, it’s process of influencing a group to achieve goals

Are Managers leaders?

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1) Drive

2) Desire to lead

3) Honesty and integrity

4) Self-confidence

5) Intelligence

6) Job-relevant knowledge

7) Extraversion

2. Early Leadership Theories

a. Trait Theories

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b. Behavioral Theories

University of Iowa 1) Democratic style

2) Autocratic style

3) Laissez-faire style

Ohio State University 1) Consideration

2) Initiating structure

University of Michigan 1) Employee oriented

2) Production oriented

Managerial Grid 1) Concern for people

2) Concern for production

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The Managerial Grid

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Concern for Production

1

1 TaskManagement

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8

7

6

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2 3 4 5 6 7 8 9

Country ClubManagement

ImpoverishedManagement

TimManagement

Middle ofthe RoadManagement

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3. Contingency Theories of Leadership

a. The Fiedler Model

Developed least preferred co-worker (LPC)Questionnaire – contained 18 pairs ofcontrasting adjectives

Three contingency dimensions:1) Leader member relations: good or poor2) Task structure : high or low3) Position power : strong or weak

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Situation I, II, and III: were very favorable for the leader

Situation IV, V, and VI: were moderately favorable for the leader

Situation VII and VIII: were unfavorable for the leader

There are eight possible situations as follows:

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b. Hersey and Blanchard’s Situational Leadership Theory

Four specific leaderships style:

Telling (high task-low relationship)

Selling (high task-high relationship)

Participating (low task-high relationship)

Delegating (low task-low relationship)

R1: People are both unable and unwilling

R2: People are unable but willing

R3: People are able but unwilling

R4: People are both able and willing

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1) Decide

2) Consult Individually

3) Consult Group

4) Facilitate

5) Delegate

c. Leader Participation Model

Five specific leaderships style:

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d. Path-Goal Model

Leader Behavior

•Directive•Supportive•Participative•Achievement Oriented

•Locus of control•Experience•Perceived Ability

•Performance•Satisfaction

•Task Structure•Formal Authority System•Work Group

Environmental Contingency Factors

Outcomes

SubordinateContingency Factors

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4. Contemporary Views on Leadership

a. Transformational-Transactional Leadership

1) Transactional Leadership

2) Transformational Leadership

b. Charismatic-Visionary Leadership

1) Charismatic Leadership

2) Visionary Leadership

c. Team Leadership

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Specific Team Leadership Roles

Team LeaderRoles

Coach

ConflictManager

Liaison withExternal

Constituencies

Troubleshooter

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1) Managing power

a) Legitimate power

d) Expert power

b) Coercive power

c) Reward power

e) Referent power

Five sources of leader power

5. Leadership Issues in the Twenty-first Century

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2) Developing Trust

a) Integrity

d) Loyalty

b) Competence

c) Consistency

e) Openness

Five dimensions thatmake up the concept

of trust

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8) Substitute for Leadership

7) The Demise of Celebrity Leadership

6) Gender Differences and Leadership

5) Cross-Cultural Leadership

4) Empowering Employees

3) Providing Ethical Leadership