2. 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)
3. 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.
4. PERKEMBANGAN STUDI
KEPEMIMPINAN
1. The Great Man Theory
2. Trait Theory
3. Group & Exchange Theory
4. Situational Theory
5. Path- Goal Theory
5. 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.
6. TRAIT THEORY
(KEITH DAVIS)
4 CIRI UTAMA PEMIMPIN YANG
BERHASIL
1. INTELEGENSIA
2. KEMATANGAN SOSIAL
3. INNER MOTIVATION
4. HUMAN RELATION ATTITUDE
7. CIRI-CIRI PEMIMPIN SUKSES
( STOGDILL; 1974)
Adaptable to situations
Alert to social environment
Ambitious and achievement oriented
Assertive
Cooperative
Decisive
Dependable
8. CIRI-CIRI PEMIMPIN SUKSES
(Lanjutan)
Dominant (desire to influence others)
Energetic (high activity level)
Persistent
Self-Confident
Tolerant of Stress
Willing to assume responsibility
9. 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
10. 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).
11. SITUATIONAL THEORY
(FIEDLER)
Efektivitas pemimpin tergantung pada situasi.
Situasi kepemimpinan :
1. Favorable
2. 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”.
12. 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.
13. EFEKTIVITAS KEPEMIMPINAN
1. KEPRIBADIAN
2. PENGALAMAN
3. HARAPAN PEMIMPIN
4. HARAPAN DAN PERILAKU ATASAN
5. KEBUTUHAN TUGAS
6. HARAPAN DAN PERILAKU REKAN
7. KARAKTERISTIK, HARAPAN & PERILAKU
BAWAHAN
8. IKLIM DAN KEBIJAKAN ORGANISASI
14. 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 power
2. Kekuatan Pengaruh tergantung besarnya
Power / Kekuasaan yang dimiliki.
15. KETERLIBATAN POWER DALAM
ORGANIASI
REORGANIZATIONS
PERSONAL CHANGES
BUDGET ALLOCATIONS
PURCHACE OF MAJOR ITEMS
ESTABLISHING PERFORMANCE
STANDARDS
RULES AND PROCEDURES
17. 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.
18. PERSONAL POWER
Expertise : Expert Power
Friendship / Loyalty : Referent Power
Charisma
Reputation
Performance
19. OUTCOME PENGGUNAAN
POWER
COMMITMENT :- Internally agree
- Enthusiastic
- Great Effort
COMPLIANCE : - Willing to do
- Apathetic
- Minimal Effort
RESISTANCE
20. 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.
21. 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
23. 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
24. TAKTIT MEMBANGUN PENGARUH
RATIONAL PERSUASION
EXCHANGE TACTICS
LEGITIMATE REQUEST
PRESSURE TACTICS
PERSONAL APPEALS
25. SAAT POWER HILANG DARI
SEORANG PEMIMPIN
TIMECHANGE- PEOPLE DON’T
EASY COME, EASY GO
BAD REPUTATION AND PERFORMANCE.