PERILAKU ORGANISASIBy Hendie Cahya MaladewaKEPEMIMPINAN:EFEKTIVITAS &KEKUASAAN
DEFINISI PEMIMPIN &KEPEMIMPINANA  Leader is an individual who influences  others to act toward a particular goal or end- ...
BEBERAPA STUDI AWALTENTANG KEPEMIMPINAN IOWA  LEADERSHIP STUDIES (1937)  Tujuan : melihat pengaruh Gaya  Kepemimpinan ter...
PERKEMBANGAN STUDIKEPEMIMPINAN 1.   The Great Man Theory 2.   Trait Theory 3.   Group & Exchange Theory 4.   Situational T...
THE GREAT MAN THEORY Menurut  teori ini orang bisa berhasil menjadi  pemimpin yang baik, karena memang  dilahirkan demiki...
TRAIT THEORY(KEITH DAVIS)    4 CIRI UTAMA PEMIMPIN YANG     BERHASIL1.   INTELEGENSIA2.   KEMATANGAN SOSIAL3.   INNER MOT...
CIRI-CIRI PEMIMPIN SUKSES( STOGDILL; 1974) Adaptable   to situations Alert to social environment Ambitious and achievem...
CIRI-CIRI PEMIMPIN SUKSES(Lanjutan) Dominant   (desire to influence others) Energetic (high activity level) Persistent...
SKILLS PEMIMPIN SUKSES(STOGDILL; 1974)   Clever   Conceptually skilled   Creative   Diplomatic and tactful   Fluent i...
GROUP & EXCHANGE THEORY Hubungan   antara pemimpin dan pengikut  pada dasarnya bersifat “exchange”  pertimbangan untung/r...
SITUATIONAL THEORY(FIEDLER)   Efektivitas pemimpin tergantung pada situasi.   Situasi kepemimpinan :    1. Favorable    ...
PATH-GOAL LEADERSHIPTHEORY (ROBERT HOUSE) Menjelaskan    dampak gaya kepemimpinan  terhadap motivasi, kinerja dan kepuasa...
EFEKTIVITAS KEPEMIMPINAN1.   KEPRIBADIAN2.   PENGALAMAN3.   HARAPAN PEMIMPIN4.   HARAPAN DAN PERILAKU ATASAN5.   KEBUTUHAN...
POWER & INFLUENCE DALAMKEPEMIMPINAN Influence is merely the effect of one party  (the “agent”) on another (the “target”)....
KETERLIBATAN POWER DALAMORGANIASI REORGANIZATIONS PERSONAL  CHANGES BUDGET ALLOCATIONS PURCHACE OF MAJOR ITEMS ESTABL...
SUMBER POWER DALAMORGANISASI POSITION POWER PERSONAL POWER POLITICAL POWER
POSITION POWER Formal  Authority : Legitimate Power Control Over Resources and Rewards :  Reward Power Control Over Pun...
PERSONAL POWER Expertise : Expert Power Friendship / Loyalty : Referent Power Charisma Reputation Performance
OUTCOME PENGGUNAANPOWER   COMMITMENT :- Internally agree                      - Enthusiastic                      - Great...
BENTUK-BENTUK RESISTANCE   Make excuses about why the request cannot be    carried out.   Try to persuade the agent to w...
POWER & OUTCOMES Power        Komit       Patuh       Nolak Referent     Likely       Possible     Possible Expert        ...
PROCES POLITIK UNTUKMEMBANGUN POWER CONTROL    OVER DECISION PROCESS COALITIONS CO-OPTATION  (By. Gary A. Yukl)
STRATEGI & TAKTIKMEMBANGUN POWER   BEING IN THE RIGHT UNIT   ENERGY AND PHYSICAL STAMINA   FOCUS   SENSITIVITY TO OTHE...
TAKTIT MEMBANGUN PENGARUH RATIONAL PERSUASION EXCHANGE TACTICS LEGITIMATE REQUEST PRESSURE TACTICS PERSONAL APPEALS
SAAT POWER HILANG DARISEORANG PEMIMPIN TIMECHANGE- PEOPLE DON’T EASY COME, EASY GO BAD REPUTATION AND PERFORMANCE.
Upcoming SlideShare
Loading in...5
×

kepemimpinan dan efektifitas kekuasaan

1,354

Published on

Published in: Education
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,354
On Slideshare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
123
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

kepemimpinan dan efektifitas kekuasaan

  1. 1. PERILAKU ORGANISASIBy Hendie Cahya MaladewaKEPEMIMPINAN:EFEKTIVITAS &KEKUASAAN
  2. 2. DEFINISI PEMIMPIN &KEPEMIMPINANA Leader is an individual who influences others to act toward a particular goal or end- state (Judith R. Gordon) Leadership is the ability to influence a group toward the achievement of goals (Stephen P.Robbins) Managerial Leadership is a process of directing and influencing the task-related activities of group (Ralph M. Stogdill)
  3. 3. BEBERAPA STUDI AWALTENTANG KEPEMIMPINAN IOWA LEADERSHIP STUDIES (1937) Tujuan : melihat pengaruh Gaya Kepemimpinan terhadap kepuasan, frustrasi dan agresi. OHIO STATE LEADERSHIP STUDIES (1945) : Melihat dimensi kepemimpinan. EARLY MICHIGAN STUDIES ON LEADERSHIP STYLES (1947) : melihat gaya kepemimpinan dan produktivitas.
  4. 4. PERKEMBANGAN STUDIKEPEMIMPINAN 1. The Great Man Theory 2. Trait Theory 3. Group & Exchange Theory 4. Situational Theory 5. Path- Goal Theory
  5. 5. THE GREAT MAN THEORY Menurut teori ini orang bisa berhasil menjadi pemimpin yang baik, karena memang dilahirkan demikian. Sebab kemunculan The Great man theory : 1. Anggapan / keyakinan sebagian masyarakat. 2. Sebagai konsekwensi dari anggapan studi awal tentang kepribadian yang diyakini sifatnya bawaan.
  6. 6. TRAIT THEORY(KEITH DAVIS) 4 CIRI UTAMA PEMIMPIN YANG BERHASIL1. INTELEGENSIA2. KEMATANGAN SOSIAL3. INNER MOTIVATION4. HUMAN RELATION ATTITUDE
  7. 7. CIRI-CIRI PEMIMPIN SUKSES( STOGDILL; 1974) Adaptable to situations Alert to social environment Ambitious and achievement oriented Assertive Cooperative Decisive Dependable
  8. 8. CIRI-CIRI PEMIMPIN SUKSES(Lanjutan) Dominant (desire to influence others) Energetic (high activity level) Persistent Self-Confident Tolerant of Stress Willing to assume responsibility
  9. 9. SKILLS PEMIMPIN SUKSES(STOGDILL; 1974) Clever Conceptually skilled Creative Diplomatic and tactful Fluent in speaking Knowledgeable about group task Organized (administrative ability) Persuasive Socially Skilled
  10. 10. GROUP & EXCHANGE THEORY Hubungan antara pemimpin dan pengikut pada dasarnya bersifat “exchange” pertimbangan untung/rugi. Komitmen akan muncul dari pengikut jika pemimpin memberikan exchange positif (rewards). Pemimpin harus lebih banyak memberikan rewards daripada beban (cost).
  11. 11. SITUATIONAL THEORY(FIEDLER) Efektivitas pemimpin tergantung pada situasi. Situasi kepemimpinan : 1. Favorable 2. Unfavorable Dalam situasi yang sangat favorable dan sangat unfavorable yang efektif adalah gaya “task directed”. Dalam situasi yang moderate Favorable dan moderate unfavorable yang efektif adalah gaya “human relations”.
  12. 12. PATH-GOAL LEADERSHIPTHEORY (ROBERT HOUSE) Menjelaskan dampak gaya kepemimpinan terhadap motivasi, kinerja dan kepuasan. Gaya kepemimpinan : Directive, Supportive, Participative, Achievement Oriented. Seorang pemimpin dapat saja menunjukkan tipe kepemimpinan yang berbeda dalam situasi yang berbeda.
  13. 13. EFEKTIVITAS KEPEMIMPINAN1. KEPRIBADIAN2. PENGALAMAN3. HARAPAN PEMIMPIN4. HARAPAN DAN PERILAKU ATASAN5. KEBUTUHAN TUGAS6. HARAPAN DAN PERILAKU REKAN7. KARAKTERISTIK, HARAPAN & PERILAKU BAWAHAN8. IKLIM DAN KEBIJAKAN ORGANISASI
  14. 14. POWER & INFLUENCE DALAMKEPEMIMPINAN Influence is merely the effect of one party (the “agent”) on another (the “target”). Power refers to an agent’s capacity to influence a target person. Hubungan : 1. Pengaruh muncul karena ada power 2. Kekuatan Pengaruh tergantung besarnya Power / Kekuasaan yang dimiliki.
  15. 15. KETERLIBATAN POWER DALAMORGANIASI REORGANIZATIONS PERSONAL CHANGES BUDGET ALLOCATIONS PURCHACE OF MAJOR ITEMS ESTABLISHING PERFORMANCE STANDARDS RULES AND PROCEDURES
  16. 16. SUMBER POWER DALAMORGANISASI POSITION POWER PERSONAL POWER POLITICAL POWER
  17. 17. POSITION POWER Formal Authority : Legitimate Power Control Over Resources and Rewards : Reward Power Control Over Punishment : Coercive Power Control Over Information Control Over The Physical Work Environment.
  18. 18. PERSONAL POWER Expertise : Expert Power Friendship / Loyalty : Referent Power Charisma Reputation Performance
  19. 19. OUTCOME PENGGUNAANPOWER COMMITMENT :- Internally agree - Enthusiastic - Great Effort COMPLIANCE : - Willing to do - Apathetic - Minimal Effort RESISTANCE
  20. 20. BENTUK-BENTUK RESISTANCE Make excuses about why the request cannot be carried out. Try to persuade the agent to withdraw the request. Ask higher authorities to overrule the agent’s request. Delay acting in the hope that the agent will forget about the request. Make a pretense of complying but try to sabotage the task Refuse to carry out the request.
  21. 21. POWER & OUTCOMES Power Komit Patuh Nolak Referent Likely Possible Possible Expert Likely Possible Possible Legitimate Possible Likely Possible Reward Possible Likely Possible Coercive Very Possible Likely Unlikely
  22. 22. PROCES POLITIK UNTUKMEMBANGUN POWER CONTROL OVER DECISION PROCESS COALITIONS CO-OPTATION (By. Gary A. Yukl)
  23. 23. STRATEGI & TAKTIKMEMBANGUN POWER BEING IN THE RIGHT UNIT ENERGY AND PHYSICAL STAMINA FOCUS SENSITIVITY TO OTHERS BEING EARLY & MOVING FIRST “THE WAITING GAME” CHANGING THE STRUCTURE PHYSICAL SETTING
  24. 24. TAKTIT MEMBANGUN PENGARUH RATIONAL PERSUASION EXCHANGE TACTICS LEGITIMATE REQUEST PRESSURE TACTICS PERSONAL APPEALS
  25. 25. SAAT POWER HILANG DARISEORANG PEMIMPIN TIMECHANGE- PEOPLE DON’T EASY COME, EASY GO BAD REPUTATION AND PERFORMANCE.
  1. Gostou de algum slide específico?

    Recortar slides é uma maneira fácil de colecionar informações para acessar mais tarde.

×