PERILAKU ORGANISASIBy Hendie Cahya Maladewa

KEPEMIMPINAN: EFEKTIVITAS & KEKUASAAN

DEFINISI PEMIMPIN & KEPEMIMPINAN

A Leader is an individual who influences others to act toward a particular goal or end-state (Judith R. Gordon)

Leadership is the ability to influence a group toward the achievement of goals (Stephen P.Robbins)

Managerial Leadership is a process of directing and influencing the task-related activities of group (Ralph M. Stogdill)

BEBERAPA STUDI AWAL TENTANG KEPEMIMPINAN

IOWA LEADERSHIP STUDIES (1937)Tujuan : melihat pengaruh Gaya Kepemimpinan terhadap kepuasan, frustrasi dan agresi.

OHIO STATE LEADERSHIP STUDIES (1945) : Melihat dimensi kepemimpinan.

EARLY MICHIGAN STUDIES ON LEADERSHIP STYLES (1947) : melihat gaya kepemimpinan dan produktivitas.

PERKEMBANGAN STUDI KEPEMIMPINAN

1. The Great Man Theory

2. Trait Theory

3. Group & Exchange Theory

4. Situational Theory

5. Path- Goal Theory

THE GREAT MAN THEORY

Menurut teori ini orang bisa berhasil menjadi pemimpin yang baik, karena memang dilahirkan demikian.

Sebab kemunculan The Great man theory :1. Anggapan / keyakinan sebagian masyarakat.2. Sebagai konsekwensi dari anggapan studi awal tentang kepribadian yang diyakini sifatnya bawaan.

TRAIT THEORY(KEITH DAVIS)

4 CIRI UTAMA PEMIMPIN YANG BERHASIL

1. INTELEGENSIA

2. KEMATANGAN SOSIAL

3. INNER MOTIVATION

4. HUMAN RELATION ATTITUDE

CIRI-CIRI PEMIMPIN SUKSES ( STOGDILL; 1974)

Adaptable to situations Alert to social environment Ambitious and achievement oriented Assertive Cooperative Decisive Dependable

CIRI-CIRI PEMIMPIN SUKSES(Lanjutan)

Dominant (desire to influence others) Energetic (high activity level) Persistent Self-Confident Tolerant of Stress Willing to assume responsibility

SKILLS PEMIMPIN SUKSES(STOGDILL; 1974)

Clever Conceptually skilled Creative Diplomatic and tactful Fluent in speaking Knowledgeable about group task Organized (administrative ability) Persuasive Socially Skilled

GROUP & EXCHANGE THEORY

Hubungan antara pemimpin dan pengikut pada dasarnya bersifat “exchange” pertimbangan untung/rugi.

Komitmen akan muncul dari pengikut jika pemimpin memberikan exchange positif (rewards).

Pemimpin harus lebih banyak memberikan rewards daripada beban (cost).

SITUATIONAL THEORY(FIEDLER)

Efektivitas pemimpin tergantung pada situasi. Situasi kepemimpinan :

1. Favorable2. Unfavorable

Dalam situasi yang sangat favorable dan sangat unfavorable yang efektif adalah gaya “task directed”.

Dalam situasi yang moderate Favorable dan moderate unfavorable yang efektif adalah gaya “human relations”.

PATH-GOAL LEADERSHIP THEORY (ROBERT HOUSE)

Menjelaskan dampak gaya kepemimpinan terhadap motivasi, kinerja dan kepuasan.

Gaya kepemimpinan : Directive, Supportive, Participative, Achievement Oriented.

Seorang pemimpin dapat saja menunjukkan tipe kepemimpinan yang berbeda dalam situasi yang berbeda.

EFEKTIVITAS KEPEMIMPINAN

1. KEPRIBADIAN2. PENGALAMAN3. HARAPAN PEMIMPIN4. HARAPAN DAN PERILAKU ATASAN5. KEBUTUHAN TUGAS6. HARAPAN DAN PERILAKU REKAN7. KARAKTERISTIK, HARAPAN & PERILAKU

BAWAHAN8. IKLIM DAN KEBIJAKAN ORGANISASI

POWER & INFLUENCE DALAM KEPEMIMPINAN

Influence is merely the effect of one party (the “agent”) on another (the “target”).

Power refers to an agent’s capacity to influence a target person.

Hubungan :1. Pengaruh muncul karena ada power2. Kekuatan Pengaruh tergantung besarnya Power / Kekuasaan yang dimiliki.

KETERLIBATAN POWER DALAM ORGANIASI

REORGANIZATIONS PERSONAL CHANGES BUDGET ALLOCATIONS PURCHACE OF MAJOR ITEMS ESTABLISHING PERFORMANCE

STANDARDS RULES AND PROCEDURES

SUMBER POWER DALAMORGANISASI

POSITION POWER PERSONAL POWER POLITICAL POWER

POSITION POWER

Formal Authority : Legitimate Power Control Over Resources and Rewards :

Reward Power Control Over Punishment : Coercive Power Control Over Information Control Over The Physical Work

Environment.

PERSONAL POWER

Expertise : Expert Power Friendship / Loyalty : Referent Power Charisma Reputation Performance

OUTCOME PENGGUNAAN POWER

COMMITMENT :- Internally agree

- Enthusiastic

- Great Effort COMPLIANCE : - Willing to do

- Apathetic

- Minimal Effort RESISTANCE

BENTUK-BENTUK RESISTANCE

Make excuses about why the request cannot be carried out.

Try to persuade the agent to withdraw the request. Ask higher authorities to overrule the agent’s

request. Delay acting in the hope that the agent will forget

about the request. Make a pretense of complying but try to sabotage

the task Refuse to carry out the request.

POWER & OUTCOMES

Power Komit Patuh Nolak

Referent Likely Possible Possible

Expert Likely Possible Possible

Legitimate Possible Likely Possible

Reward Possible Likely Possible

Coercive Very Possible Likely

Unlikely

PROCES POLITIK UNTUK MEMBANGUN POWER

CONTROL OVER DECISION PROCESS COALITIONS CO-OPTATION

(By. Gary A. Yukl)

STRATEGI & TAKTIK MEMBANGUN POWER

BEING IN THE RIGHT UNIT ENERGY AND PHYSICAL STAMINA FOCUS SENSITIVITY TO OTHERS BEING EARLY & MOVING FIRST “THE WAITING GAME” CHANGING THE STRUCTURE PHYSICAL SETTING

TAKTIT MEMBANGUN PENGARUH

RATIONAL PERSUASION EXCHANGE TACTICS LEGITIMATE REQUEST PRESSURE TACTICS PERSONAL APPEALS

SAAT POWER HILANG DARI SEORANG PEMIMPIN

TIME CHANGE- PEOPLE DON’T EASY COME, EASY GO BAD REPUTATION AND PERFORMANCE.