This document discusses leadership and power in organizations. It defines leadership as the ability to influence others towards goals. Early leadership studies examined styles and their impacts. Leadership theories developed from the Great Man Theory to situational and path-goal theories. Power refers to one's ability to influence others, which comes from formal position, personal attributes, and political skills. Power can result in commitment, compliance, or resistance, depending on the source and tactics used. Leaders must build and maintain power through decision processes, coalitions, and strategic positioning. Power can be lost due to changes in circumstances or poor reputation.

1. PERILAKU ORGANISASI
By Hendie Cahya Maladewa
KEPEMIMPINAN:
EFEKTIVITAS &
KEKUASAAN

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. BEBERAPA STUDI AWAL
TENTANG 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. PERKEMBANGAN STUDI
KEPEMIMPINAN
1. The Great Man Theory
2. Trait Theory
3. Group & Exchange Theory
4. Situational Theory
5. Path- Goal Theory

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. TRAIT THEORY
(KEITH DAVIS)
 4 CIRI UTAMA PEMIMPIN YANG
BERHASIL
1. INTELEGENSIA
2. KEMATANGAN SOSIAL
3. INNER MOTIVATION
4. HUMAN RELATION ATTITUDE

7. CIRI-CIRI PEMIMPIN SUKSES
( STOGDILL; 1974)
 Adaptable to situations
 Alert to social environment
 Ambitious and achievement oriented
 Assertive
 Cooperative
 Decisive
 Dependable

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. 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. 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. 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. PATH-GOAL LEADERSHIP
THEORY (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. EFEKTIVITAS KEPEMIMPINAN
1. KEPRIBADIAN
2. PENGALAMAN
3. HARAPAN PEMIMPIN
4. HARAPAN DAN PERILAKU ATASAN
5. KEBUTUHAN TUGAS
6. HARAPAN DAN PERILAKU REKAN
7. KARAKTERISTIK, HARAPAN & PERILAKU
BAWAHAN
8. IKLIM DAN KEBIJAKAN ORGANISASI

14. POWER & INFLUENCE DALAM
KEPEMIMPINAN
 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. KETERLIBATAN POWER DALAM
ORGANIASI
 REORGANIZATIONS
 PERSONAL CHANGES
 BUDGET ALLOCATIONS
 PURCHACE OF MAJOR ITEMS
 ESTABLISHING PERFORMANCE
STANDARDS
 RULES AND PROCEDURES

16. SUMBER POWER DALAM
ORGANISASI
 POSITION POWER
 PERSONAL POWER
 POLITICAL POWER

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. PERSONAL POWER
 Expertise : Expert Power
 Friendship / Loyalty : Referent Power
 Charisma
 Reputation
 Performance

19. OUTCOME PENGGUNAAN
POWER
 COMMITMENT :- Internally agree
- Enthusiastic
- Great Effort
 COMPLIANCE : - Willing to do
- Apathetic
- Minimal Effort
 RESISTANCE

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. 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. PROCES POLITIK UNTUK
MEMBANGUN POWER
 CONTROL OVER DECISION PROCESS
 COALITIONS
 CO-OPTATION
(By. Gary A. Yukl)

23. STRATEGI & TAKTIK
MEMBANGUN 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. TAKTIT MEMBANGUN PENGARUH
 RATIONAL PERSUASION
 EXCHANGE TACTICS
 LEGITIMATE REQUEST
 PRESSURE TACTICS
 PERSONAL APPEALS

25. SAAT POWER HILANG DARI
SEORANG PEMIMPIN
 TIMECHANGE- PEOPLE DON’T
 EASY COME, EASY GO
 BAD REPUTATION AND PERFORMANCE.