MATERI 8 PERILAKU ORGANISASI 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 The Great Man Theory Trait Theory Group & Exchange Theory Situational Theory 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 INTELEGENSIA KEMATANGAN SOSIAL INNER MOTIVATION 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. 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”.

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 KEPRIBADIAN PENGALAMAN HARAPAN PEMIMPIN HARAPAN DAN PERILAKU ATASAN KEBUTUHAN TUGAS HARAPAN DAN PERILAKU REKAN KARAKTERISTIK, HARAPAN & PERILAKU BAWAHAN 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 power 2. 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 DALAM ORGANISASI 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.