Course material at Leadership Class. Universitas Paramadina. Contact me via twitter @tedy_js to download the file

1. Leadership
The everyone’s business
1. Lussie, Robert N., Christopher F. Achuan.2010. Leadership: Theory, Application and Skill Development. 4ed. South – Western
Cengage Learning.
2. Hughes, Richard L., Robert C. Ginnett, Gordon J. Curphy, Leadership: Enhancing the Lessons of Experience. 6th ed. McGraw-
Hill.

2. Session #1
Students should be able to describe the leadership
1. Definition of Leadership
2. Manager – Leader
3. Analysis Level of Leadership
4. Leadership Theory Paradigm

3. Lets Having Fun

4. Games
Sebuah perahu tenggelam. Ada 10 penumpang yang sekarang berusaha
menyelematkan diri. Empat orang orang sudah berada di perahu sekoci. 6
orang masih mengapung di air.
Ada waktu 10 menit untuk orang-orang yang di perahu untuk menyelamatkan
yang lainnya. Adapaun hambatan yang dihadapai adalah sbb:
1. Waktu 10 menit
2. Penolong hanya bisa membawa satu orang sekali jalan
3. Perahu sekoci hanya muat 8 orang
4. Di perahu ada seorang dokter ahli bedah jantung yang sangat terkenal,
seorang ibu hamil, seorang kakek yang sangat kaya, dua orang tua salah
satu yang selamat, dan satu orang mahasiswa

5. Choose Your Leaders

6. What is leadership?

7. Leadership
• The process by which an agent induces a subordinate to behave in a desired
manner
• Directing and coordinating the work of group members
• An interpersonal relation in which others comply because they want to, not
because the have to
• The process of influencing an organized group toward accomplishing its goals
• Action that focus resources to create desirable opportunities
• The leader’s job is to create conditions for the team to be effective
• The ends of leadership involve getting results through others, and the means
of leadership involve the ability to build cohesive, goal-oriented teams. Good
leaders are those who build teams to get results across a variety of situations
• Leadership represents a complex form of social problem solving

8. Leadership is Both a Science and an Art

9. Leadership is Both Rational and Emotional

10. Leadership and Management

11. Leadership and Followership

12. Key Elements of Leadership
Influence
Leaders–Followers Leadership Organizational Objectives
Change People

13. Leadership Managerial
Roles

14. Managers Leaders
Administer Innovate
Maintain Develop
Control Inspire
Short-term View Long-term View
How and When? What and Why?
Imitate Originate
Accept the status quo Challenge

15. Discussion Question #2
Are you interested in sharing leadership, or
do you prefer to be a follower?

16. Functions Performed by Managers
All managers perform four major
functions:
Planning
Organizing
Leading
Thus, leadership is a part of every manager’s job
Controlling

17. Are All Leaders Managers?
Manager = formal title and authority
Leader = person (manager or non-manager) with
influence
Follower = person influenced by a leader

18. Influence
• Is the process of a leader communicating
ideas, gaining acceptance of them, and motivating
followers to support and implement the ideas
through change
• It is the essence of leadership
• Managers may influence through coercion
• Leaders influence by gaining followers’ commitment
and enthusiasm

19. Leadership Managerial Roles
1. Figurehead
Interpersonal 2. Leader
3. Liaison
4. Monitor
Informational 5. Disseminator
6. Spokesperson
7. Entrepreneur
8. Disturbance-handler
Decisional
9. Resource-allocator
10. Negotiator

20. Levels of Analysis of
Leadership Theory

21. Levels of Analysis of Leadership Theory
Levels
Of
Leadership
Analysis
Individual

22. Individual Level
• Focuses on the individual
leader and the relationship
with individual followers
• Called the “dyadic process”
• Reciprocal influence

23. Group Level
• Focuses on the relationship
between the individual leader and
the collective group of followers
• Called the “group process”
• How the leader contributes to
group effectiveness
• An important part is meetings

24. Organizational Level
• Focuses on how top
management influences
organizational performance
• Called the “organizational
process”
• Deals with organizational
adaptability and transformation

25. Interrelationships among the Levels of Analysis
• Group and organizational performance are
based on individual performance
– If individual performance is low, then group and
organizational performance will be low as well
• Organizational performance is also based on
group performance
– If groups are not effective, organizational
performance will be low
• Both group and organizational performance
also affect the performance of the individual
– If both the group members and the group are
highly motivated and productive, chances are
the individual will be productive as well

26. Leadership Theory
Paradigm

27. Leadership Theories
Are explanations of some aspects of leadership
Have practical value because they are used to
better understand, predict, and control
successful leadership

28. Leadership Paradigm
Is a shared mindset that represents a
fundamental way of thinking about,
perceiving, studying, researching, and
understanding leadership
Has changed over the last 60 years during which
it has been studied

29. Leadership Theory Classifications
The four leadership theory
classifications include:
Trait Contingency
Behavioral Integrative

30. Leadership Trait Theories
Attempt to explain distinctive High energy level
characteristics accounting for
Appearance
leadership effectiveness to
identify a set of physical and Aggressiveness
psychological traits that all
successful leaders possess Persuasiveness
Dominance
Self-reliance

31. Behavioral Leadership Theories
• Attempt to explain distinctive styles used by
effective leaders, or to define the nature of
their work
• What the leader actually does on the job
(behavior)

32. Contingency Leadership Theories
• Attempt to explain the appropriate leadership style
based on the leader, followers, and situation
• Are called “universal theories”
• Try to predict which traits and/or behaviors will
result in leadership success given the situational
variables

33. Integrative Leadership Theories
Attempt to combine the trait, behavioral, and
contingency theories to explain
successful, influencing leader–follower
relationships

34. Discussion Question
Some people say the hard skills
(finance, quantitative analysis) are more
important for managers than soft skills
(developing relationships, leadership), and
some say the opposite is true. What do you
think?

35. Requirement for Leadership Skills
Managerial/
leadership
technical
core
staf manajer eksekutif