This document discusses leadership definitions, theories of leadership, sources of power, and how power is used in organizations. It covers early leadership studies from the 1930s-1940s and theories that developed including the Great Man Theory, Trait Theory, Situational Theory, and Path-Goal Theory. Sources of power come from one's position, personal attributes, and political skills. Power can be used to gain commitment, compliance, or resistance from others and different power bases are more likely to achieve different outcomes. Strategies for developing and maintaining power within organizations are also outlined.

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 / tegas
 Cooperative
 Decisive / tegas - meyakinkan
 Dependable / dpt dipercaya

8. CIRI-CIRI PEMIMPIN SUKSES
(Lanjutan)
 Dominant (desire to influence others)
 Energetic (high activity level)
 Persistent / gigih/ tekun
 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
 TIME CHANGE- PEOPLE DON’T
 EASY COME, EASY GO
 BAD REPUTATION AND
PERFORMANCE.