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Kuliah Kepemimpinan dan Negosiasi

Tony Rooswiyanto

THE HISTORY

OF THINKING

ABOUT LEADERSHI

P

Chapter 1The history of thinking about leader

Leadership : All you need to knowFive recurring topics in the study of leadership (1)

Topic Unit of analysis Variables of interestThe leaders Individual leaders Their abilities, personality,

traits, beliefs and behaviors, values, background and patology

The led Acolytes, teams, and organizations

Mutual influence between the leader and followers; their needs circumstances; the power they invest in a leader and why they do it.

Power and influence

Organizational roles and positions

Influence tactics; how leaders acquire and use power; political tactics.

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Leadership : All you need to knowFive recurring topics in the study of leadership (2)

Topic Unit of analysis Variables of interestThe situation Environment or

context in which leadership occurs

Situation effects on leader behavior; factors defining favorable situations; antecedents anf consequences.

Leader emergence versus effectiveness

Individuals and /or groups

The route to leadership of individuals or groups; their effectiveness in office; the metrics by which they can be judged.

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Period Approach Dominant Ideas1910s Scientific

managementUse science to design the work and to recruit and train the workers who need to be firmly led by their managers. Managers apply science in planning: the workers perfom the tasks.

1920s Trait theory Leadership can be understood by identifying the distingushing characteristics or traits of great leaders.

1950s Style theory Ladership effectiveness may be explained and developed by identifying appropriate styles and behaviors.

1960s Contingency theory

Leadership occurs in a context and is practiced differently depending on each situations: hence “situational leadership.”

1970s Charismatic theory

Leadership is concerned with charismatic behavior of leaders and their ability to transform an organization.

Development of Thinking on Leadership in the 20th Century (1)

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Period Approach Dominant Ideas1980s New

leadership/ neo-charismatic theory

Leadership and management are different. Leaders require a transformational focus which encompasess a range of characteristics and behaviors in addition to charisma.

Late 1990s

Emerging approachesa) Strategic leadership

a) Leadeship may be understood by examination of strategic decision making

b) Change leadershi

b) Leadership is inexorably linked to the management change. Leader behaviors may best be understood in the context of delivering change.

2000s Re-emergence of trait theory

Meta-analytic studies of the big 5 personality characteristic; their impact on leader emergence and effectiveness and on employee engagement (see chapter 8).

Development of Thinking on Leadership in the 20th Century (2)

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Authoritarian Democratic Laissez-faireAll determination of policy is carried out by the leader.

All policies are a matter of group discussion and decision, encouraged and assisted by the leader.

Complete freedom for group or individual decisions, with a minimum of leader participation.

Tactics dictated by the leader, one at a time, so that future steps were largely uncertain.

Tactics are decided during discussions. General steps to the group’s goal sketched out by the leader. When technical advice was needed, the leader suggested two or more alternatives procedures from which choice could be made.

Various materials supplied by the leader, who made it clear that information would be supplied when requested and took no other part in work discussion.

Lewin’s three styles of leadership (1)

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Authoritarian Democratic Laissez-faireThe leader usually dictated the particular work task and work companion of each member.

The members were free to work with whomever they chose, and the division of tasks was left up to the group.

Complete non participation by the leader.

The leader tended to be “personal” in the praise and criticism of the work of each member, remained aloof from active group participation.

The leader was “objective” or “fact-minded” in praise and criticism and tried to be a regular group member in spirit whitout doing too much of the work.

Few spontaneous comments on member activities unless questioned, and no attempt to appraise or regulate the course of events.

Lewin’s three styles of leadership (2)

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