Transact Trans Lship
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Transcript of Transact Trans Lship
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Transactional & Transformational Leadership
INSTITUT MANAJEMEN
TELKOM
PROGRAM MM
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LEADERSHIP THEORIES
Spector (1996):A common idea that runs through various definitions is that leadership involves influencing the attitudes, beliefs, behaviors, and feelings of other people.
Robin (2005):… the ability to influence a group toward the achievement of goals.
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LEADERSHIP THEORIES
Classification: 1. Traits Theories 2. Behavioral Theories 3. Contingency Theories 4. Neo-Charismatic Theories
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Six traits differentiating leaders from non-leaders:1. Ambition and energy2. Desire to lead3. Honesty and integrity4. Self-confidence5. Intelligence6. Job-relevant knowledge
Four limitations: 1. No universal traits in all situations 2. More predictable in weak than in strong situation 3. Unclear in separating cause from effect 4. Traits do a better job at predicting the appearance of
leadership than distinguishing effective - ineffective leaders.
TRAIT THEORIES
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Theories proposing that specific behaviors differentiate leaders from non-leaders.
Ohio State Studies 2 dimensions: Initiating structures & Consideration
University of Michigan Studies2 dimensions: Employee oriented & Production oriented
The Managerial GridA nine-by-nine matrix = 81 leadership styles
The Scandinavian StudiesDevelopment-oriented leader: one who values experimentation,seeking new ideas, and generating & implementing change.
BEHAVIORAL THEORIES
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Leadership effectiveness depends on situation and ability to isolate those situational conditions.
Fiedler Model by Fred Fiedler, 3 contingency dimensions:Leader-Member Relation, Task Structure, Position Power
Leader-Member Exchange Theory, 2 implicit categories subordinates: in-group & out-group The “in-group” performs better. The leader pays more attention to the “in-group”.
Situational Leadership 3 dimensions: relationship, task, maturity of followers
Four styles: Telling, Selling, Participating, Delegating.
CONTINGENCY THEORIES
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Situational Leadershipby Paul Hersey and Ken Blanchard
TELLING
SELLING
PARTICIPATING
DELEGATING
High Taskand
Low RelationshipRela
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hip
Beha
vior
Task Behavior
Maturity of Follower
LowModerateHighM1M2M3M4
High Taskand
High Relationship
High Relationshipand
Low Task
Low Relationshipand
Low Task
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Path-Goal Theory by Robert House The leader’s job: to assist followers in attaining
their goals. The leaders clarify the path to help their
subordinates. Four leadership behaviors:
directive, supportive, participative, achievement-oriented
LanjutanCONTINGENCY THEORIES
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Leader-Participation Model (Normative Leadership)by Victor Vroom and Phillip Yetton
Focus: whether involving or not involving the subordinates in decision making.
5 Styles: A1 : You use your information, you make decision
A2 : You obtain information, you make the decision
C1 : You share the issue with subordinates individually, you obtain the information, you make the decision
C2 : You share the issue with subordinates as a group, you obtain the information, you make the decision
G2 : You share the issue with subordinates as a group, you seek consensus, the group makes the decision
LanjutanCONTINGENCY THEORIES
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Reasons: 1) Contingent rewards:They exchange rewards for efforts
2) Management by exception active (MEA): the leader watches for deviation, take corrective actions.
3) Management by exception passive MEP): the leader intervene when standard are not met.
4) Laissez-faire: the leader abdicates responsibilities and avoids making decisions.
TRANSACTIONAL LEADERSHIP
BEHAVIORAL THEORIESand
CONTINGENCY THEORIES
TRANSACTIONALLEADERSHIP
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Leadership theories that emphasizes symbolism, emotional appeal, and extraordinary follower commitment.
Two Types of Leadership:Visionary Leadership
Transformational Leadership
NEOCHARISMATIC THEORIES
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The ability to create and articulate a:realistic, credible, attractive
vision for an organization or organizational work unit.
Visionary Leadership
Three qualities of ability: to create the vision to express the vision (verbal & behavior) to extend the vision to a leadership context
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Inspiring the followers for the good of the organization.
Transformational Leaders:pay attention to concerns and
development needs of followerschange the followers’ awarenessinspire the followers to achieve
group goals
TRANSFORMATIONAL LEADERSHIP
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1. Attributed CharismaMengutamakan kepentingan
bersama
2. Idealized influenceMempengaruhi bawahan melalui visi
3. Inspiration motivation Memotivasi bawahan dengan ide-
ide4. Intelectual stimulation Membangun kepercayaan diri
bawahan5. Individualized consideration Memberikan sentuhan pribadi
Five Attributes of Transformational Leadership
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1. Merumuskan visi yang menggugah perhatian
2. Komunikasi lewat berbagai cara
3. Membangun kepercayaan
4. Berpendirian positif terhadap kekuatan & kelemahan serta terus mengembangkan diri
FOUR SKILLS FOR TRANSFORMATIONAL LEADERS
Sumber: Bateman & Snell (2002:397)
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Leader Behaviors:
1. Merumuskan visi, tujuan, strategi, nilai-nilai organisasi;
2. Menyusun kebijakan dan struktur;
3. Mengembangkan pola pikir bawahan;
4. Menstrukturkan pandangan bawahan terhadap realita;
5. Melayani kebutuhan bawahan untuk mewujudkan tujuan secara efektif.
Transformational
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LEADER BEHAVIORS
Transactional Leader:
1. Merumuskan visi, tujuan, strategi, nilai-nilai organisasi;
2. Menyusun kebijakan dan struktur;
3. Melakukan pengawasan pekerjaan dengan menerapkan reward & punishment;
4. Segera melakukan koreksi thdp kesalahan bawahan jika perlu
5. Meningkatkan kompetensi bawahan jika perlu.
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EFFECTIVE LEADER
Effective Leader:should be both transformational and transactional
(Bass, 1985, 1995, 1996)
To what extent?
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TRANSACTIONAL VS TRANSFORMATIONAL LEADERSHIP
Transactional Leadership:To be practiced in stable environment
Transformational LeadershipTo be practiced in turbulent environment
LeadersShould be capable of practicing both types
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LEADERS: who in which boxTransformational
Hi Lo
Lo
Hi
Tra
nsac
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al
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