Basic Approaches to Leadership Pertemuan 10
Matakuliah : G0292/Organizational BehaviorTahun : 2007
Adapted from:Adapted from:
ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N SS T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O NE L E V E N T H E D I T I O N
W W W . P R E N H A L L . C O M / R O B B I N SW W W . P R E N H A L L . C O M / R O B B I N S
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What Is Leadership?Leadership
The ability to influence a group toward the achievement of goals.
Management
Use of authority inherent in designated formal rank to obtain compliance from organizational members.
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Trait Theories
Leadership TraitsLeadership Traits::
• Ambition and energyAmbition and energy
• The desire to leadThe desire to lead
• Honest and integrityHonest and integrity
• Self-confidenceSelf-confidence
• IntelligenceIntelligence
• High self-monitoringHigh self-monitoring
• Job-relevant Job-relevant knowledgeknowledge
Leadership TraitsLeadership Traits::
• Ambition and energyAmbition and energy
• The desire to leadThe desire to lead
• Honest and integrityHonest and integrity
• Self-confidenceSelf-confidence
• IntelligenceIntelligence
• High self-monitoringHigh self-monitoring
• Job-relevant Job-relevant knowledgeknowledge
Traits Theories of Leadership
Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders.
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Trait Theories
LimitationsLimitations::
• No universal traits found that predict No universal traits found that predict leadership in all situations.leadership in all situations.
• Traits predict behavior better in “weak” Traits predict behavior better in “weak” than “strong” situations.than “strong” situations.
• Unclear evidence of the cause and effect Unclear evidence of the cause and effect of relationship of leadership and traits.of relationship of leadership and traits.
• Better predictor of the appearance of Better predictor of the appearance of leadership than distinguishing effective leadership than distinguishing effective and ineffective leaders.and ineffective leaders.
LimitationsLimitations::
• No universal traits found that predict No universal traits found that predict leadership in all situations.leadership in all situations.
• Traits predict behavior better in “weak” Traits predict behavior better in “weak” than “strong” situations.than “strong” situations.
• Unclear evidence of the cause and effect Unclear evidence of the cause and effect of relationship of leadership and traits.of relationship of leadership and traits.
• Better predictor of the appearance of Better predictor of the appearance of leadership than distinguishing effective leadership than distinguishing effective and ineffective leaders.and ineffective leaders.
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Behavioral Theories
• Trait theory:Trait theory:Leaders are born, not made.Leaders are born, not made.
• Behavioral theory:Behavioral theory:Leadership traits can be taught.Leadership traits can be taught.
• Trait theory:Trait theory:Leaders are born, not made.Leaders are born, not made.
• Behavioral theory:Behavioral theory:Leadership traits can be taught.Leadership traits can be taught.
Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate leaders from nonleaders.
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Ohio State StudiesInitiating Structure
The extent to which a leader is likely to define and structure his or her role and those of sub-ordinates 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 subordinate’s ideas, and regard for their feelings.
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University of Michigan StudiesEmployee-Oriented Leader
Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members.
Production-Oriented Leader
One who emphasizes technical or task aspects of the job.
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Scandinavian Studies
Development-Oriented Leader
One who values experimentation, seeking new ideas, and generating and implementing change.
Researchers in Finland and Sweden question whether there
are only two dimensions (production-orientation and employee-
orientation) that capture the essence of leadership behavior.
Their premise is that in a changing world, effective leaders
would exhibit development-oriented behavior.
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Contingency Theories
Fiedler’s Contingency Model
The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.
Least Preferred Co-Worker (LPC) Questionnaire
An instrument that purports to measure whether a person is task- or relationship-oriented.
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Fiedler’s Model: Defining the SituationLeader-Member Relations
The degree of confidence, trust, and respect subordinates have in their leader.
Position Power
Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.
Task Structure
The degree to which the job assignments are procedurized.
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Cognitive Resource Theory
Research Support:
• Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals.
• Less experienced people perform better in leadership roles under low stress than do more experienced people.
Research Support:
• Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals.
• Less experienced people perform better in leadership roles under low stress than do more experienced people.
Cognitive Resource Theory
A theory of leadership that states that stress can unfavorably affect a situation and that intelligence and experience can lessen the influence of stress on the leader.
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Hersey and Blanchard’s Situational Leadership Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’ readiness.
Leader: decreasing need for support and supervisionLeader: decreasing need for support and supervision
Follower readiness: ability and willingness
Follower readiness: ability and willingness
Unable andUnable andUnwillingUnwilling
Unable butUnable butWillingWilling
Able andAble andWillingWilling
DirectiveDirective High Task and Relationship High Task and Relationship OrientationsOrientations
Supportive Supportive Participative Participative
Able andAble andUnwillingUnwilling
MonitoringMonitoring
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Leadership Styles and Follower Readiness (Hersey and
Blanchard) WillingUnwilling
Able
Unable DirectiveDirective
High TaskHigh Taskand and
Relationship Relationship OrientationsOrientations
Supportive Supportive Participative Participative MonitoringMonitoring
Follower Readiness
LeadershipLeadershipStylesStyles
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Leader–Member Exchange Theory
Leader-Member Exchange (LMX) Theory
Leaders create in-groups and out-groups, and subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.
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Path-Goal Theory
Path-Goal Theory
The theory that it is the leader’s job to assist followers in attaining their goals and to provide them the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.