Dokumen tersebut membahas tentang sifat dan dampak kepemimpinan dalam organisasi. Secara singkat, dokumen tersebut menjelaskan bahwa kepemimpinan adalah proses mempengaruhi orang lain untuk mencapai tujuan kelompok, dan menguraikan beberapa pendekatan untuk memahami kepemimpinan seperti pendekatan karakteristik, perilaku, dan teori-teori kepemimpinan seperti teori kontinjensi dan pengamb

1. LEADERSHIP : ITS NATURE AND IMPACT IN ORGANIZATIONS WINDIARTONO

18. Dimensi2 Kunci dari Perilaku Pemimpin Initiating Structure High Low High Low Consideration

20. Faktor2 Organisasional dan Perilaku Pemimpin: Finding reported by Hammer & Turk, 1987 Leader’s Personal traits, preferences, motives Leader Behavior or Style Organizational Factors (e.g. technology, union strength, management philosophy of top exe- cutives)

21. Conger and Kanungo, 1987,1988: The Nature of Charisma Specific actions on the part of leaders (e.g. unconventional actions consistent with a view of reality that is highly dis- crepant with current conditions; strong expressions of self-confidence and expertise) Attribution of charisma Specific social conditions (e.g. crisis; high dissatisfaction with current conditions among potential followers) Enhanced impact of leader

22. Leadership: The Modern View Leaders (Their traits, abilities, motives, perceptions) Followers (Their traits, abilities, motives, perceptions) Influence Influence Situational factors, constraints Situational factors, constraints

27. Contingency Theory : Some major Predictions Situational Control Low High High Leadern Effectiveness Moderte (as measured by group performance) Low LPC Leaders are more effective under low SC High LPC Leaders are more effective under Mod. SC Low LPC Leaders are more effective under high SC Low LPC High LPC

28. Leader Style, Situational Control, and Stress: Chemers et al: 1985 High Moderate Low Level of Stress Reported by Leaders Degree of Situational Control Low LPC leader High LPC leader Leaders “out of match” with situational control report higher stress Leaders “out of match” with situational control report higher stress Leaders “out of match” with situational control report higher stress

29. Cognitive Resource Theory: an extension of contingency theory to contingency leader abilities: Fiedler and Garcia: 1987 Directive leaders (Issue many orders, directives) Non-directive leaders (Issue new orders, directives) Low Stress High Stress Leader Intelligence Strong Effect on followers’ performance Weak Effect on followers’ performance Leader Intelligence Leader Intelligence Leader Intelligence Strong Effect on followers’ performance Weak Effect on followers’ performance

38. House’s Path-Goal Theory: Leaders as Guides to Valued Goals Leader’s style (instrumental,supportive, Participative,Achievement- oriented) Contingency Factors (characteristics of subordinates, work environments) Perception that leader is being helpful (e.g.eliminating obstacles) Motivation & job satis- faction are enhanced