Professional Documents
Culture Documents
MODEL
KEPIMPINAN
Definition
Leadership is a complex process having
multiple dimensions.
Defined in terms of group processing,
personality, behavior and power.
An instrument of goal achievement.
A process in which an individual
influences other individuals to
achieve one or more goals.
Relationship of leader and followers.
Characteristics
Innate or inborn traits vs. learned
behaviors.
Assigned vs. emergent position of
leadership.
Position power vs. personal power
Coercion with threats vs. positive
motivation.
Leadership vs. management.
5 SOURCES OF POWER
REWARD
COERCIVE
LEGITIMATE
REFERENT
EXPERT
LEADERSHIP VS.
MANAGEMENT
LEADERSHIP’S
PRIMARY FUNCTION
IS TO PRODUCE
CHANGE/MOVEMENT
MANAGEMENT’S PRIMARY
FUNCTION IS TO PRODUCE ORDER
AND STABILITY
Parting Thought………….
Appealing
Century of research as backing
Highlights the leader in the
leadership process
Provides benchmarks of what to
look for in leaders
Criticisms
No definitive list of traits
Fails to take situations into account
Highly subjective list of “important”
leadership traits
Failure to look at traits in relationship
to leadership outcomes
Not a useful approach for training &
development
Usefulness
Still provides valuable information about
leadership
Can be used by individuals at all levels & in
all types of organizations
Does provide direction regarding which traits
are good to have if one aspires to take a
leadership position.
Individuals can gain insight into whether or
not they have important select traits
Style Approach
OBJECTIVE
To integrate the two major behavioral
aspects of the leader, task and
relationship, in order to influence
subordinates to reach a predefined
goal.
Definition
Focus is on the behavior of the individual in
terms of what leaders do and how they act.
Includes the actions of leaders toward
subordinates in various contexts.
Concentration on 2 general kinds of
behaviors:
– the integration of task (initiating) and
– relationship (consideration) behavior to influence
others to reach their goals.
Maximize the impact on the satisfaction and
performance of followers.
Task behaviors – help group members to
achieve objectives
Relationship behaviors – help subordinates
feel comfortable with themselves & others
The main purpose of the style approach –
explains how leaders combine these 2 kinds
of behaviors to influence subordinates to
reach the goal.
Research Studies
Paternalism/Maternalism:
“benevolent dictator” uses 1,9 and
9,1
Opportunism: combination of 5
styles for purpose of personal
advancement
Strengths
Marked major shift in research
Studies validate basic ideas
Increased understanding of
task/relationship as core to leadership
process
Hueristic, provides a broad conceptual
map to understand complexities of
leadership
Criticisms
Does not adequately show how
leader style affects outcomes
Failed to find universal style
effective in almost every situation
Implies that most effective style is
high-high, research does not
support this conclusion
Application
Suggests that leaders should modify
their behavioral style in order to
increase their effectiveness.
People sometimes use different styles
just to get what they want at that point
in time.
Tradeoff between task and relationship
is not the same for all situations.
Employee satisfaction is not always the
best measurement of leadership.