7 kepemimpinan

7/23/2019 7 kepemimpinan

1/18

ninth edition

STEPHEN P. ROBBINS

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of est !laba"aThe University of est !laba"a

#!R$ COU%TER

& '(() Prenti*e Hall+ In*.& '(() Prenti*e Hall+ In*.!ll ri,hts reserved.!ll ri,hts reserved.

%eadershi-%eadershi-


2/18

& '(() Prenti*e Hall+ In*. !ll ri,hts reserved. )/'

%eaders and %eadershi-%eaders and %eadershi-

Leader Someone who can influence others and who hasLeader Someone who can influence others and who has

managerial authoritymanagerial authority Leadership What leaders do; the process of influencing aLeadership What leaders do; the process of influencing a

group to achieve goalsgroup to achieve goals

Ideally, all managersIdeally, all managers should beshould beleadersleaders

Leadership research has tried to answer:Leadership research has tried to answer:What is an effectiveWhat is an effectiveleader?leader?


3/18

& '(() Prenti*e Hall+ In*. !ll ri,hts reserved. )/0

E1hibit )/E1hibit )/ Seven Traits !sso*iated with %eadershi-Seven Traits !sso*iated with %eadershi-

Source: S. A. ir!patric! and ". A. Loc!e, #Leadership$ %o &raits 'eally (atter)* Academy of Management

Executive, (ay ++, pp. -/0; &. A. 1udge, 1. ". 2ono, '. llies, and (. W. 3erhardt, #4ersonality and

Leadership$ A 5ualitative and 5uantitative 'eview,* Journal of Applied sychology,August 6006, pp. 7/870.


4/18


Early %eadershi- Theories 3*ont4d5Early %eadershi- Theories 3*ont4d5

2ehavioral &heories2ehavioral &heories

9niversity of Iowa Studies :urt Lewin9niversity of Iowa Studies :urt Lewin

Identified three leadership styles$Identified three leadership styles$

!6to*rati* style7!6to*rati* style7centralioff management

'esearch findings$ mi?ed results'esearch findings$ mi?ed results

"mployees were more satisfied under a democratic leader"mployees were more satisfied under a democratic leaderthan an autocratic leader.than an autocratic leader.


5/18

& '(() Prenti*e Hall+ In*. !ll ri,hts reserved. )/:

Early %eadershi- Theories 3*ont4d5Early %eadershi- Theories 3*ont4d5

2ehavioral &heories :cont@d2ehavioral &heories :cont@d

hio State Studieshio State Studies

Identified two dimensions of leader =ehaviorIdentified two dimensions of leader =ehavior

Initiatin, str6*t6re7Initiatin, str6*t6re7 seBauh mana pemimpin mendefinisi!anseBauh mana pemimpin mendefinisi!an

pemimpin dan peran anggota !elompo!, memulai tinda!an,pemimpin dan peran anggota !elompo!, memulai tinda!an,menyelenggara!an !egiatan !elompo! dan mendefinisi!anmenyelenggara!an !egiatan !elompo! dan mendefinisi!an

=agaimana tugas>tugas yang harus diselesai!an oleh !elompo!.=agaimana tugas>tugas yang harus diselesai!an oleh !elompo!.

Consideration7Consideration7 seBauh mana pemimpin menunBu!!an !epedulianseBauh mana pemimpin menunBu!!an !epedulian

terhadap !eseBahteraan anggota !elompo!. Ca!tor ini =erorientasiterhadap !eseBahteraan anggota !elompo!. Ca!tor ini =erorientasiterhadap hu=ungan interpersonal, saling percaya danterhadap hu=ungan interpersonal, saling percaya dan

persaha=atan.persaha=atan.


6/18

& '(() Prenti*e Hall+ In*. !ll ri,hts reserved. )/;

Contin,en*y Theories of %eadershi-Contin,en*y Theories of %eadershi-

&he Ciedler (odel :cont@d&he Ciedler (odel :cont@d

!epemimpinan adalah suatu proses di mana !emampuan!epemimpinan adalah suatu proses di mana !emampuan

seorang pemimpin untu! mela!u!an pengaruhnyaseorang pemimpin untu! mela!u!an pengaruhnya

tergantung dengan situasi tugas !elompo! :group tas!tergantung dengan situasi tugas !elompo! :group tas!

situation dan ting!at>ting!at daripada gayasituation dan ting!at>ting!at daripada gaya

!epemimpinannya, !epri=adiannya dan pende!atannya!epemimpinannya, !epri=adiannya dan pende!atannyayang sesuai dengan !elompo!nya.yang sesuai dengan !elompo!nya.

Assumptions$Assumptions$

tinggi rendahnya prestasi !erBa satu !elompo! dipengaruhitinggi rendahnya prestasi !erBa satu !elompo! dipengaruhi

oleh sistem motivasi dari pemimpin dan seBauh manaoleh sistem motivasi dari pemimpin dan seBauh manapemimpin dapat mengendali!an dan mempengaruhi suatupemimpin dapat mengendali!an dan mempengaruhi suatu

situasi tertentu..situasi tertentu..


7/18

& '(() Prenti*e Hall+ In*. !ll ri,hts reserved. )/)

Contin,en*y Theories< 3*ont4d5Contin,en*y Theories< 3*ont4d5

&he Ciedler (odel :cont@d&he Ciedler (odel :cont@d

Least>preferred co>wor!er :L4D EuestionnaireLeast>preferred co>wor!er :L4D Euestionnaire

%etermines leadership style =y measuring%etermines leadership style =y measuring

responses to + pairs of contrasting adBectives.responses to + pairs of contrasting adBectives.

Figh score$ a relationship>oriented leadershipFigh score$ a relationship>oriented leadershipstylestyle

Low score$ a tas!>oriented leadership styleLow score$ a tas!>oriented leadership style


8/18

& '(() Prenti*e Hall+ In*. !ll ri,hts reserved. )/=

E1hibit )/2E1hibit )/2 >indin,s of the >iedler #odel>indin,s of the >iedler #odel


9/18

& '(() Prenti*e Hall+ In*. !ll ri,hts reserved. )/?

Contin,en*y Theories< 3*ont4d5Contin,en*y Theories< 3*ont4d5

Fersey and 2lanchard@s Situational LeadershipFersey and 2lanchard@s Situational Leadership

&heory :SL&&heory :SL&

Dreates four specific leadership styles incorporatingDreates four specific leadership styles incorporating

Ciedler@s two leadership dimensions$Ciedler@s two leadership dimensions$

Tellin,7Tellin,7instru!si spesific, dan mengawasi !inerBa secarainstru!si spesific, dan mengawasi !inerBa secarade!atde!at

Sellin,7Sellin,7menBelas!an !eputusan dan meng!larifi!asimenBelas!an !eputusan dan meng!larifi!asi

=awahan=awahan

Parti*i-atin,7Parti*i-atin,7mem=agi ide dan memfasilitasi =awahan dlmmem=agi ide dan memfasilitasi =awahan dlmpengam=ilan !eputusanpengam=ilan !eputusan

8ele,atin,78ele,atin,7mendelegasi!an wewenang, pengam=ilanmendelegasi!an wewenang, pengam=ilan

!eputusan, serta implementasi!eputusan, serta implementasi


10/18

& '(() Prenti*e Hall+ In*. !ll ri,hts reserved. )/(

E1hibit )/:E1hibit )/: %eadershi- Styles in the @roo" %eader Parti*i-ation #odel%eadershi- Styles in the @roo" %eader Parti*i-ation #odel

Decide:Decide:Leader ma!es the decision alone and either announces orLeader ma!es the decision alone and either announces or

sells it to group.sells it to group.

Consult Individually:Consult Individually:Leader presents the pro=lem to groupLeader presents the pro=lem to group

mem=ers individually, gets their suggestions, and then ma!es themem=ers individually, gets their suggestions, and then ma!es the

decision.decision.

Consult Group:Consult Group:Leader presents the pro=lem to group mem=ers inLeader presents the pro=lem to group mem=ers ina meeting, gets their suggestions, and then ma!es the decision.a meeting, gets their suggestions, and then ma!es the decision.

Facilitate:Facilitate:Leader presents the pro=lem to the group in a meetingLeader presents the pro=lem to the group in a meeting

and, acting as facilitator, defines the pro=lem and the =oundariesand, acting as facilitator, defines the pro=lem and the =oundaries

within which a decision must =e made.within which a decision must =e made.

Delegate:Delegate:Leader permits the group to ma!e the decision withinLeader permits the group to ma!e the decision within

prescri=ed limits.prescri=ed limits.

Source:2ased on G. Groom, #Leadership and the %ecision>(a!ing

4rocess,* !rgani"ational #ynamics, vol. 6, no. - :6000, p. -.


11/18

& '(() Prenti*e Hall+ In*. !ll ri,hts reserved. )/

Conte"-orary @iews on %eadershi-Conte"-orary @iews on %eadershi-

&ransactional Leadership&ransactional Leadership

Leaders who guide or motivate their followers in theLeaders who guide or motivate their followers in the

direction of esta=lished goals =y clarifying role anddirection of esta=lished goals =y clarifying role and

tas! reEuirements.tas! reEuirements.

&ransformational Leadership&ransformational Leadership Leaders who inspire followers to transcend their ownLeaders who inspire followers to transcend their own

self>interests for the good of the organiinterests for the good of the organi


12/18

& '(() Prenti*e Hall+ In*. !ll ri,hts reserved. )/'

Conte"-orary @iews


13/18


Conte"-orary @iews


14/18


8evelo-in, Credibility and Tr6st8evelo-in, Credibility and Tr6st

Dredi=ility :of a LeaderDredi=ility :of a Leader

&he assessment of a leader@s honesty, competence,&he assessment of a leader@s honesty, competence,

and a=ility to inspire =y his or her followersand a=ility to inspire =y his or her followers

&rust&rust

Is the =elief of followers and others in the integrity,Is the =elief of followers and others in the integrity,character, and a=ility of a leader.character, and a=ility of a leader.

8i"ensions of tr6st78i"ensions of tr6st7integrity, competence,integrity, competence,

consistency, loyalty, and openness.consistency, loyalty, and openness.

Is related to increases in Bo= performance,Is related to increases in Bo= performance,organi


15/18

& '(() Prenti*e Hall+ In*. !ll ri,hts reserved. )/:

E1hibit )/?E1hibit )/? S6,,estions for B6ildin, Tr6stS6,,estions for B6ildin, Tr6st

Practice openness.Practice openness.

Be fair.Be fair.

Spea your feelings.Spea your feelings.

!ell the truth.!ell the truth.

Sho" consistency.Sho" consistency.

Fulfill your pro#ises.Fulfill your pro#ises.

$aintain confidences.$aintain confidences.

De#onstrate co#petence.De#onstrate co#petence.


16/18

& '(() Prenti*e Hall+ In*. !ll ri,hts reserved. )/;

E"-owerin, E"-loyeesE"-owerin, E"-loyees

"mpowerment"mpowerment

Involves increasing the decision>ma!ing discretion ofInvolves increasing the decision>ma!ing discretion of

wor!ers such that teams can ma!e !ey operatingwor!ers such that teams can ma!e !ey operating

decisions in develop =udgets, scheduling wor!loads,decisions in develop =udgets, scheduling wor!loads,

controlling inventories, and solving Euality pro=lems.controlling inventories, and solving Euality pro=lems.

Why empower employees)Why empower employees)

5uic!er responses pro=lems and faster decisions.5uic!er responses pro=lems and faster decisions.


17/18

& '(() Prenti*e Hall+ In*. !ll ri,hts reserved. )/)

Aender 8ifferen*es and %eadershi-Aender 8ifferen*es and %eadershi-

'esearch Cindings'esearch Cindings

(ales and females use different styles$(ales and females use different styles$

Women tend to adopt a more democratic orWomen tend to adopt a more democratic or

participative style unless in a male>dominated Bo=.participative style unless in a male>dominated Bo=.

Women tend to use transformational leadership.Women tend to use transformational leadership.(en tend to use transactional leadership.(en tend to use transactional leadership.


18/18

& '(() Prenti*e Hall+ In*. !ll ri,hts reserved. )/=

E1hibit )/E1hibit )/ here >e"ale #ana,ers 8o Better7 ! S*ore*ardhere >e"ale #ana,ers 8o Better7 ! S*ore*ard

Source:'. Sharpe, #As Leaders, Women 'ule,* $usiness%ee&, Hovem=er 60. 6000, p. 78.

7 kepemimpinan

Documents

Transcript of 7 kepemimpinan