Leadership & Management

BnR-Peng.Manajemen-chap-07 1

Leadership & Management

Dr. Bagus Nurcahyo

Program Studi Manajemen PemasaranDirektorat Program D3 Bisnis & Kewirausahaan


Definitions of Leadership

Text 2000: An influence relationship among leaders and followers who intend real changes that reflect their shared purposes.


Components of Leadership

LeaderInfluenceFollowerShared PurposeDesire for ChangePersonal ResponsibilityIntention


Five Paradigm Transformations

• From: Industrial Age– Stability– Control– Competition– Things– Uniformity

• To: Information Age– Change– Empowerment– Collaboration– People and

Relationships– Diversity


Learning Stages to becoming a

Leader

Unconscious

Incompetence

Unconscious

CompetenceConscious

Competence

Conscious Incompete

nce

http://www.youtube.com/watch?v=-CD9oObwxlU&feature=related


The Interactional Framework

Follower Situation

Leader

Synergy?


Reasons for Leader Derailment

• Insensitive, abrasive, bullying style.

• Cold, aloof, arrogant.• Betrayal of personal trust.• Overly ambitious.• Specific performance

problems. (Dishonesty, incompetence)

• Micro-managing—cannot build a team.

• Unable to train good subordinates.


Leadership vs. Management

• Leadership: The art of forging a team from individuals with a disparate set of backgrounds who serve a common goal greater than themselves that may or may not conflict

with their personal goals and beliefs.

• Management: The art of attaining organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources. These are the four management functions.


Bounded Rationality

• Behavior that is rational within the parameters of a simplified model that captures the essential features of the problem.

• Making a decision that is “good enough.”

• This is how decisions are made in the real world.


Intuitive Decision Making

• An unconscious process of making decisions on the basis of experience and accumulated judgment. – Making decisions on the basis of gut feeling doesn't

happen independently of rational analysis. The two complement each other.

– Although intuitive decision making will not replace the rational decision-making process, it does play an important role in managerial decision making.


Decision-Making Styles

- Problem Avoider - Inactive leaders

- Problem Solver- Reactive vice proactive

- Problem Seekers- Proactive leader

- All three approaches have their place in decision making


- Emotional connection•Genuine concern

– Open-minded– Communicate/Listen– Courage

•Non-conformity•Admit mistakes/doubts•Trust others

– Insight into self•Honest w/themselves•Inspire trust

- Emotional distance•Relationship not req’d

– Smart/organized•Answers/Solutions

– Conformity– Organization expert

•Knows how things work

Personal Characteristics

•Leadership •Management


– Focus on people•Inspire and Challenge•Development

– Personality Power– Influence

•Coach/Facilitate– Dynamic environment– Encourage creativity– Mentorship

– Focus on objects•Machines•Reports

– Position Power/Boss– Direct

•Force, push, coerce– Controlled environment– Stifle creativity

Relationships



– Vision of future– Shape culture and values– Inspire/motivate

•Create buy-in•Provide Sense of Purpose

– Long term focus

– Detailed plan/schedule– Allocate resources– Direct/ Control

• Maintain stability• Improve efficiency

–Bottom-line/short term•Achieve results

Providing Direction



– Communicate vision– Develop culture and values– Help others grow

•Question, listen, facilitate

–Reduce boundaries•Create Teamwork

– Organize•Staff and structure

– Direct and Control•Policies/Procedures

– Create boundaries– Contributes

•Answers•Solutions•Guidance

Alignment

•Management•Leadership


– Greatest possible outcome– Create change?

•Sometimes radical– Challenge status quo/Adapt– Effective and efficient– Future outcomes

•Self Sustaining

– Maintains:•Stability•Predictability•Order

– Effective•Efficient?

– Consistently meets short-term expectations

•Day-to day OPS

Outcomes

•Management•Leadership


Evolution Framework

ERA 2Rational Management

•Behavior Theories•Contingency Theories

Setting:•Vertical hierarchy, bureaucracy•Five management functions

ERA 3Team Leadership

•Confusion, Empowerment, Quality

Setting:•Horizontal organization•Cross functional teams•Downsizing

ERA 1Great Man Leadership

•Trait Theories

Setting:•Pre-bureaucratic organization•Administrative principles

ERA 4Facilitating Leadership

•Shared vision, alignment relationships, unlock potential

Setting:•Learning Organization•Constant change, adaptation

Environment

Scope

Stable Chaotic

Micro

Macro


• Legitimate Power:– Comes with Organizational position– Followers accept due to position

• Reward Power:– Authority to bestow incentives– Generates compliance

• Coercive Power– Authority to punish (NJP)– Generates?

Positional Power


• Expert Power:– Comes from special knowledge or skill

• Referent Power:– Comes from personality– Subordinates identify with and want to

emulate leader– Generates Commitment

Personal Power


Fiedler’s Contingency TheoryStyle vs. Situation

Leader Member Relations Good Good Good Good Poor Poor Poor Poor

Task Structure High Low High Low

Leader Position Power Strong Weak Strong Weak Strong Weak Strong Weak

Very Favorable Intermediate Very

Unfavorable

Least Preferred Coworker

(LPC) Score

High

Low

0

Person oriented leaders perform better

Task oriented leaders perform

better


Hersey and Blanchard’s Situational Theory

• Adopt style appropriate to subordinate abilities– Low level of task readiness:

•Tell them what to do•How to do it•When to do it

– High level of task readiness:•Provide general direction•Delegate sufficient authority to do the

task•Expect followers to complete the task as

they see fit


Situational Theory

High LowR4 R3 R2 R1

Able and willing or Confident

Able but Unwilling or

Insecure

Unable but willing or Confident

Unable and Unwilling or

Insecure

ModerateWorker Readiness

TASK BEHAVIOR(Guidance)

(LOW) (HIGH)

(Sup

port

ive

Beh

avio

r)

RE

LA

TIO

NS

HIP

B

EH

AV

IOR

(HIGH)

S2S3

S4 S1

Shares ideas and facilitates in decision-making

Turns over responsibility for

decisions and implementation

Provide specific instructions and closely supervises performance

Explain decisions and provide opportunity

for clarification

LEADER BEHAVIOR

SellingSelling

TellingTelling

ParticipatingParticipating

DelegatingDelegating


• …an ideal future that is credible yet not readily attainable– What we aspire to become– Make it worth the effort/sacrifice/hardship

• Link present action to the future goals– Motivate/Inspire– Challenge/Energize– Give direction/Provide meaning– Focus effort

Vision


Mission Statement

• Describes purpose of the organization– WHAT – is expected to be achieved– HOW – it can be done

• Encompasses Core Values• Mission is basis; Vision brings it “to

life”…– Why we want to achieve it


Definitions

• Goal:– Desired future state; The Ends– Define the organizations’ purpose

• Plan:– Blueprint for goal achievement– Specifies necessary resources,

schedules, tasks and other actions; The Means

WhaWha

t...t...

HowHow......


• Mission - states organization’s values, aspirations, and reason for existence

• Mission Statement – formal pronouncement of the mission– Basis for all goals and plansBasis for all goals and plans– Without a clear mission, goals and

plans may be developed haphazardly causing organizational failure

Organizational Mission


Strategic Goals and Plans

• Strategic Goals– Pertain to entire organization– Stated intentions of organization– Longer term

• Strategic Plans– Action steps toward attaining

organizational goals– Activities and resources required


Tactical Goals and Plans

• Tactical Goals – Apply to “middle” management– Describe what major sub units must do

to enable organization to meet strategic goals

– Enabling objectives/intermediate goals• Tactical Plans:

– Subsets of overall plan – Cover a shorter period of time


Operational Goals and Plans

• Operational Goals – – Specific results expected of small units,

workgroups, and individuals– Enable organization to meet

operational and strategic goals• Operational Plans - developed at the

lower levels of an organization to specify actions required to achieve operational goals/support operational plans plans

Leadership & Management

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