Paradigma Teori Ilmu Administrasi

1. IRFAN RIDWAN MAKSUM
Professor of Public Administration
Graduate School of Public Administration
Chairman of Research Cluster Democracy and Local Governance (DELOGO)
Faculty of Administrative Science
University of Indonesia

2. Leadership dan seorang leader adalah inti dari manajemen
dalam administrasi dari sebuah organisasi
Administrasi adalah totalitas manajemen organisasi
dimana bagian terdalamnya (terpenting) adalah adanya
leader dan leadership.
Leadership-lah yang menggerakkan organisasi,
administrasi dan manajemen.
DALAM Ilmu administrasi, perlu dibahas khusus.

4. 4
Leadership has been
identified as one of the most
important factors in the
success or failure of a group.

5. Leadership is strongly related
to the group members’
satisfaction with the group.
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6. “Leadership at its core, is a very simple process of thinking well or thinking clearly
about the situation facing them”
“Kepemimpinan pada intinya, adalah proses yang sangat sederhana untuk
berpikir baik atau berpikir jernih tentang situasi yang mereka hadapi”
»Sean Ruth

7. LEADERSHIP IS THE PROCESS BY WHICH A PERSON
EXERTS (MENEKANKAN) INFLUENCE OVER OTHER
PEOPLE AND INSPIRES, MOTIVATION, IN DIRECT THEIR
ACTIVITIES TO HELP ACHIEVE GROUP OR
ORGANIZATIONAL GOALS (Gareth R.Jones & Jennifer
M.George, 2007: 357)
LEADER : AN INDIVIDUAL WHO IS ABLE TO
EXERT INFLUENCE OVER OTHER PEOPLE TO
HELP ACHIEVE GROUP OR ORGANIZATIONAL
GOAL

8. KEPEMIMPINAN (LEADERSHIP)
Kepemimpinan adalah kemampuan seseorang untuk mempengaruhi orang lain
agar bertindak sesuai dengan apa yang diinginkan.
Kepemimpinan adalah proses mengarahkan orang dan mempengaruhi aktivitas-
aktivitas yang berhubungan dengan tugas dari anggota-anggota kelompok.

9. LEADERSHIP IS THE INFLUENCING PROCESS OF
LEADERS AND FOLLOWERS TO ACHIEVE
ORGANIZATIONAL OBJECTIVE THROUGH CHANGE
(Robert N. Lussier & Christopher F.Achua, 2002 :6)
THE KEY ELEMENTS OF DEFINITION :
1. LEADERS – FOLLOWERS
2. INFLUENCE
3. ORGANIZATIONAL OBJECTIVES
4. CHANGE
5. PEOPLE

10. Kepemimpin
an dalam
Organisasi

11. BASIS FOR COMPARISON LEADER MANAGER
Meaning A leader is a person who
directs, guides and influences
the behavior of his followers
towards the attainment of
specific goals.
A manager is a representative
of the organization
responsible for the
management of the work of a
group of employees and takes
requisite actions whenever
required.
Work Providing direction to the
employees by creating vision
and communicating it and
encouraging them to reach
effortlessly.
Formulating the structure of
the organization and
delegating authority and
responsibilities to the
employees.
Authority Informal authority by virtue
of his/her personal qualities
Formal authority due to
his/her positional role.
Approach Proactive Reactive
Exists in Both formal and informal
structure.
Formal structure only.
MANAGER VS LEADER

12. BASIS FOR
COMPARISON
LEADER MANAGER
Key Attribute Foresightedness Prompt decision making
and coordination
Subordinate Followers Employees
What does he/she do? Sets directions Plans activities
Style Transformational Transactional
Aims at Motivating and inspiring
people
Directing and
Controlling employees
Focus People Process
Change Promotes change. Reacts to change.
Conflict Uses conflict as an asset Avoid conflict
People Aligns people Arranges people
Strives For effectiveness For efficiency
Additional Differences

13. DIMENSI
STUDI
KEPEMIMPI
NAN

14. 1. Great Man Theory
 Teori ini mengatakan bahwa pemimpin besar (great leader) dilahirkan, bukan dibuat (leader are
born, not made). dan dilandasi oleh keyakinan bahwa pemimpin merupakan orang yang memiliki
sifat-sifat luar biasa dan dilahirkan dengan kualitas istimewa yang dibawa sejak lahir dan
ditakdirkan menjadi seorang pemimpin di berbagai macam organisasi.
2. Teori Perilaku
 Teori perilaku disebut juga dengan teori sosial dan merupakan sanggahan terhadap teori genetis.
Pemimpin itu harus disiapkan, dididik dan dibentuk tidak dilahirkan begitu saja (leaders are
made, not born). Setiap orang bisa menjadi pemimpin, melalui usaha penyiapan dan pendidikan
serta dorongan oleh kemauan sendiri. Teori ini tidak menekankan pada sifat-sifat atau kualitas
yang harus dimiliki seorang pemimpin tetapi memusatkan pada bagaimana cara aktual pemimpin
berperilaku dalam mempengaruhi orang lain dan hal ini dipengaruhi oleh gaya kepemimpinan
masing-masing.

15. 3. Teori Sifat
 Teori sifat kepemimpinan membedakan pada pemimpin dari mereka
yang bukan pemimpin dengan cara berfokus pada berbagai sifat dan
karakteristik pribadi masing-masing. Teori ini bertolak dari dasar
pemikiran bahwa keberhasilan seorang pemimpin ditentukan oleh
sifat-sifat atau ciri-ciri yang dimilikinya.

16.  Your style describes HOW you
lead.
 There are many different
leadership styles.
 No one style is correct for all
situations.
A Leadership Style refers to a leader’s way of providing
direction, implementing plans, and motivating people.

18.  Autocratic:
 Leader makes decisions without
reference to anyone else
 High degree of dependency on the
leader
 Can create de-motivation and
alienation
of staff
 May be valuable in some types of
business where decisions need to be
made quickly and decisively

19.  Democratic:
 Encourages decision making
from different perspectives – leadership
may be emphasised throughout
the organisation
 Consultative: process of consultation
before decisions are taken
 Persuasive: Leader takes decision and
seeks to persuade others that the
decision
is correct

20.  Democratic:
 May help motivation and involvement
 Workers feel ownership of the firm and
its ideas
 Improves the sharing of ideas
and experiences within the business
 Can delay decision making

21.  Laissez-Faire:
 ‘Let it be’ – the leadership
responsibilities
are shared by all
 Can be very useful in businesses
where creative ideas are important
 Can be highly motivational,
as people have control over their working
life
 Can make coordination and decision
making
time-consuming and lacking in overall
direction
 Relies on good team work
 Relies on good interpersonal relations

22. Paternalistic:
Leader acts as a ‘father figure’
Paternalistic leader makes decision
but may consult
Believes in the need to support staff

23.  The university of michigan thus identifies two leadership styles :
1. Job-centered style (task-oriented style) these style refers to
how the leader take charge to get the job done. The job-
centered style has scales measuring two job-oriented of goal
emphasis and work facilities
2. Employee-centered style (relationship-oriented style) primary
concern is to develop good relationships with their
subordinates. The employee-centered style has scales
measuring two employee-oriented behavior of supportive
leadership and interaction of facilitation

24. Identifies 5 leadership styles based on two dimensions: concern for
production and people (scale 1-9) :
1. Impoverished (1.1)
The leader does the minimum required to remain employed in the
position because of low concern for both production and people.
2. Authority Compliance (9.1)
The leader has a high concern for production but a low concern for
people. The leader focuses on getting the job done as people are
treated like a machine.
3. Country club (1.9)
Low for concern of production, and high for concern of people. The
leader strives to maintain a friendly atmosphere without regard for
production.

25. 4. Middle of the road (5.5)
has balanced, medium concern for
both production and people. The
leader strives to maintain
satisfactory performance and
morale.
5. Team Leader (9.9)
Has high concern for both
production and people. The leader
strives for maximum performance
and employee satisfaction. This
style is generally the most
appropriate for use in all situations.
1.1 9.1
1.9 9.9
5.5
1
Low
9
High
Low
High
Concern for
production
Concern
for
people

26.  Ability to think ahead and have a vision.
 Knows the pressure points and the power triggers of the
people in the group.
 Knows when to make a point and when to withdraw.
 Realizes the value of the group in accomplishing the vision.
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27.  Accessible
 Approachable
 Available
 Shows concern for efforts and challenges
faced by members of the group.
 Creates an environment where problem
analysis replaces blame.
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28.  Encourages members to be creative and productive.
 Delegates and empowers others but also remains available.
 Enthusiastic
 Optimistic
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29. Know how to use the correct
leadership style for a given
situation.
Help individuals recognize and
maximize their full potential as
team members.
Energize and engage people by
helping them create a meaningful
sense of purpose and direction in
their work.

32.  LEADER: A person who
has commanding
influence (power).
FACILITATE: To make
easy or possible.

33. Facilitative Leaders: Empower others to work
together and achieve common goals through
relationships, processes and outcomes. They make
it easier for people to:
• Think, understand, & communicate their
thoughts
• Work with others and focus on group goals and
outcomes
• Speak up when there are challenges
• Make and carry out decisions
• Allow members to develop their own leadership
potential
• Achieve high quality results through the group’s
(Leadership Principal: 2000)

35. Setting
Direction
Inspiring
Commitment

36. Set
Direction
Share an
Inspiring
Vision
Balance
Results,
Process and
Relationships

37. Inspire
Commitment
Practice
Appropriate
Maximum
Involvement
Create
Pathways to
Action
Facilitate
Agreement

38. Build
Capacity
Coach Others for
Success
Celebrate
Accomplishment

39.  MELIHAT video 12 menit
 https://youtu.be/xEywfzWPlTQ