Chapter review leadership (12)

TEORI ORGANISASI DAN DESAIN
(ORGANIZATION THEORY AND DESIGN)
DOSEN : DR. SINGMIN JOHANES LO, B.S.Ch., MSOD
CHAPTER REVIEW
“LEADERSHIP”
(Organizational Behavior – Robbins & Judge : Chapter 12)
DISUSUN OLEH:
RUKIAH
NIM : 55114110259
PASCASARJANA
PROGRAM MAGISTER MANAJEMEN
UNIVERSITAS MERCU BUANA – JAKARTA
07 APRIL 2015

CHAPTER REVIEW – ORGANIZATION THEORY AND DESIGN
DOSEN : DR. SINGMIN JOHANES LO, BS.Ch.E, MSOD 2/32
1. What is leadership?
2. Traits theories
3. Behavioral theories
4. Contingency theories
5. Charismatic and Transformational Leadership
6. Authentic leadership
7. The role of mentoring
8. Effectiveness of leadership
Subject to be learnt

What is Leadership?
“LEADERSHIP”
is the ability to
influence a group
toward the
achievement of a
vision or set of
goals

 Not all leaders are
managers, nor, for that
matter, are all managers
leaders
 Just because an
organization provides its
managers with certain
formal rights is no
assurance they will lead
effectively
Leader - Manager

“Organizations need strong leadership and strong
management for optimal effectiveness”
ORGANIZATION

Trait Theories of Leadership
“Theories that consider personal qualities and characteristics that
differentiate leaders from non leaders”

Indra Krisnhamurthy Nooyi
CEO and Chairman of Pepsico
- She is described as fun loving, sociable,
agreeable, conscientious, emotionally stable,
and open to experience
- Her personality traits have contributed to her
job performance and career success
- She has been named one of the most
powerful women in business and one of the
most powerful women in the world
Trait Theories of Leadership (con’t)

“Theories proposing that specific behaviors differentiate
leaders from nonleaders”
Behavioral Characteristics, according to:
a. Comprehensive theories resulted from Ohio State Studies
1. Initiating Structure
2. Consideration
a. Leadership studies at the University of Michigan’s Survey Research Center
1. Employee-oriented leader
2. Production-oriented leader
Behavioral Theories of Leadership

Initiating structure,
The extent to which a leader is likely to define and structure his or her role and
those of subordinates in the search for goal attainment.
Consideration,
The extent to which a leader is likely to have job relationships characterized by
mutual trust, respect for subordinates’ idea, and regard for their feelings.
Employee-oriented leader,
A leader who emphasizes interpersonal relations, takes a personal interest in the
needs of employees, and accepts individual differences among members.
Production-oriented leader,
A leader who emphasizes technical or task aspects of the job
Behavioral Theories of Leadership (con’t)

 The Fiedler contingency model proposes that
effective group performance depends on the
proper match between the leader’s style and the
degree to which the situation gives the leader
control
 Assessing an individual’s basic leadership style
through the Least Preferred Co-worker (LPC)
questionnaire
 Fiedler has identified three contingency or
situational dimensions:
1. Leader-member relations
2. Task Structure
3. Position powerThe Fiedler Model
Contingency Theories of Leadership

Contingency Theories of Leadership (con’t)

 Situational Leadership Theory (SLT),
It says successful leadership depends on selecting the right leadership style
contingent on the followers’ readiness, or the extent to which they are willing
and able to accomplish a specific task.
 Path-Goal Theory
Developed by Robert House. It says it’s the leader’s job to provide followers with
the information, support, or other resources necessary to achieve their goals
 Leader-Participation Model
It says leader behavior must adjust to reflect the task structure. The way the
leader makes decisions is as important as what she or he decides
Other Contingency Theories of Leadership

 A theory that supports leaders’ creation
of in-groups and out-groups;
subordinates with in-group status will
have higher performance ratings, less
turnover, and greater job satisfaction
 Leader-follower relationships may be
stronger when followers have a more
active role in shaping their own job
performance
 Leader-member relationships have a
stronger impact on employee
performance and attitudes when
employees have higher levels of
autonomy and a more internal locus of
control
Leader – Member Exchange (LMX) Theory

Charismatic Leadership
Those are frequently cited as Charismatic Leaders.
What do they have in common?
Charismatic Leadership and Transformational
Leadership

Charismatic Leadership (con’t)
 Max Weber, a sociologist, define charisma (from the Greek for “gift”) as “a
certain quality of an individual personality, by virtue of which he or she is set
apart from ordinary people and treated as endowed with supernatural,
superhuman, or at least specifically exceptional powers or qualities. These are
not accessible to the ordinary person and are regarded as of divine origin or
as exemplary, and on the basis of them the individual concerned is treated as
a leader”
 Characteristics of charismatic leaders:
- They have a vision
- They are willing to take personal risks to achieve that vision
- They are sensitive to followers needs, and
- They exhibit extraordinary behaviors

Differentiating transformational from transactional leaders
The Ohio State Studies describe transactional leaders, who guide their
Fiedler’s Model followers toward established goals by clarifying
Path-goal Theory role and task requirements
Transformational leaders inspire followers to transcend their self-interest for the good of
the organization and can have an extraordinary effect on their followers
Those are frequently
cited as Transformational
Leader
Transformational Leadership

 Transactional and transformational leadership complement each
other; they aren’t opposing approaches to getting things done
 Transformational leadership builds on transactional leadership
and produces levels of follower effort and performance beyond
what transactional leadership alone can do. But the reverse isn’t
true. So, if you are a good transactional leader but do not have
transformational qualities, you’ll likely only be a mediocre leader.
 The best leaders are transactional and transformational
Transformational Leadership (con’t)

Authentic Leadership: Ethics and Trust
 Authentic leaders know who they are, know what they believe in and
value, and act on those values and beliefs openly and candidly. Their
followers consider them ethical people. The primary quality produced by
authentic leadership, therefore, is trust. Authentic leaders share
information, encourage open communication, and stick to their ideals.
The result: people come to have faith in them.
 Ethics and leadership intersect at a number of junctures.
 Leaders rated highly ethical tend to have followers who engage in more
organizational citizenship behaviors and who are more willing to bring
problems to the leaders’ attention

Servant Leadership
 Servant leaders go beyond their own self-
interest and focus on opportunities to help
followers grow and develop
 They don’t use power to achieve ends; they
emphasize persuasion
 Characteristic behaviors include listening,
empathizing, persuading, accepting stewardship,
and actively developing followers’ potential
 Focus its outcomes for the well-being followers.

Trust and Leadership
 Trust is a psychological state that exists when you agree to make
yourself vulnerable to another because you have positive
expectations about how things are going to turn out.
 Trust is a primary attribute associated with leadership; breaking it can
have serious adverse effects on a group’s performance
 Followers who trust a leader are confident their rights and interest
will not be abused.
 Only a trusted leader will be able to encourage employees to reach
beyond themselves to a transformational goal.

The Nature of Trust
Leader Trustworthiness
Integrity
Benevolence
Ability
Propensity to Trust
Trust
Risk Taking
Information Sharing
Group Effectiveness
Productivity

Leading for the Future:
Mentoring
 A mentor is a senior employee
who sponsors and supports a
less-experienced employee,
called a protégé
 Successful mentors are good teachers. They present ideas clearly, listen well, and
empathize with protégé problems.
 Mentoring relationships are both career functions and psychosocial functions.

Finding and Creating Effective Leaders
 Selecting Leaders
- Reviewing the knowledge, skills, and abilities needed
- Personality test to identify traits of leadership
- Situation-specific experience
 Training Leaders
- Recognize the obvious with high self-monitors
- State the objective of training, like implementation skills not “vision
creation”
- Behavioral training through modeling exercises can increase an
individual’s ability to exhibit charismatic leadership qualities

Summary and Implications for Managers
 Leadership plays a central part in understanding group behavior, because
it’s the leader who usually directs us toward our goals. Knowing what makes
a good leader should thus be valuable in improving group performance.
 Recent efforts using the Big Five personality framework show strong and
consistent relationships between leadership and extraversion,
conscientiousness, and openness to experience.
 The behavioral approach’s major contribution was narrowing leadership into
task-oriented (initiating structure) and people-oriented (consideration)
style. By considering the situation in which the leader operates, contingency
theories promised to improve on the behavioral approach, but only LPC
theory has fared well in leadership research.

 Research on charismatic and transformational leadership has made major
contributions to our understanding of leadership effectiveness.
Organizations want managers who can exhibit transformational leadership
qualities and who have vision and the charisma to carry it out.
 Effective managers must develop trusting relationships with followers
because, as organizations have become less stable and predictable, strong
bonds of trust are replacing bureaucratic rules in defining expectations and
relationships.
 Test and interviews help identify people with leadership qualities. Managers
should also consider investing in leadership training such as formal courses,
workshops, rotating job responsibilities, coaching, and mentoring
Summary and Implications for Managers (con’t)

Conclusion
 After studying this chapter, we may conclude that leadership has an important
role in an organization. Leaders have to be able to influence their followers
toward the achievement of a vision or set of goals.
 Good personalities and characteristics of leadership are needed in order to
create performance effectiveness.
 Trust is a primary attribute associated with leadership, therefore a good leader
must keep and develop trusting relationship with her/his followers.
 Selecting leaders is needed to identify effective leaders in filling management
positions
 Training leaders must planned and organized well to achieve the effectiveness
of the training

Leadership Implementation in Indonesia
 This chapter has explained clearly about the importance of leadership in
an organization. There are some examples of people who are cited as a
good leader, whether charismatic leadership or transformational
leadership
 A good leader must have good traits and good behaviors. She/he should
have a vision, willingness to take risks to achieve that vision, sensitive to
followers’ need, and exhibits extraordinary behaviors. Other important
things that a good leader must have willingness to be a mentor for her/his
followers, and also keep trust relationship with them.
 If we compare those requirements of a good leadership with the
implementation in Indonesia, there is a contradiction between the ideal
and the reality.

 We face some conditions that cause the contradiction between the ideal
of a good leadership and the reality, those are:
- Less understanding that She/he is a leader
- There are still corruption, collusion, and nepotism practice
- Less understanding of morality and ethics of leadership
- Less understanding about the importance of the followers’ existence
 In order to achieve organization’s goals, it’s important to have a good
leader with a good leadership. So, a good leader has to understand her/his
position, has good traits and behaviors, keep good relationship and trust
with the followers and also willing to be a mentor for the followers. Good
cooperation and understanding is needed to achieve the organization’s
goals.
Leadership Implementation in Indonesia

Reference
Robbins S.P and Judge, T.A. 2013. Organizational
Behavior. Pearson, (USA)

“A true leader not only cares about their success,
but the success and empowerment of others”

Chapter review leadership (12)

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