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1. TEORI &
MODEL
KEPIMPINAN

2. Definition
Leadership is a complex process having
multiple dimensions.
Defined in terms of group processing,
personality, behavior and power.
An instrument of goal achievement.
A process in which an individual
influences other individuals to achieve
one or more goals.
Relationship of leader and followers.

3. Characteristics
Innate or inborn traits vs. learned
behaviors.
Assigned vs. emergent position of
leadership.
Position power vs. personal power
Coercion with threats vs. positive
motivation.
Leadership vs. management.

4. 5 SOURCES OF POWER
REWARD
COERCIVE
LEGITIMATE
REFERENT
EXPERT

5. LEADERSHIP VS.
MANAGEMENT
LEADERSHIP’S PRIMARY FUNCTION
IS TO PRODUCE
CHANGE/MOVEMENT
MANAGEMENT’S PRIMARY
FUNCTION IS TO PRODUCE ORDER
AND STABILITY

6. Parting Thought………….
“Managers are people who do
things right and leaders are
people who do the right thing.”
~ Warren Bennis and Burt Nanus

7. Trait Theory

8. OBJECTIVE
To identify personality characteristics
that can be used to define a leader.

9. Description
Early 1900s, leadership traits were
studied to determine what made certain
people great leaders.
‘Great man’ theories
Focused on innate qualities and
characteristics held by great men and
women (e.g. Abraham Lincoln &
Mahatma Gandhi).
Believed that people were born with
traits & only great people have them.

10. Mid-1900s, trait approach was challenged.
The traits of one leader may not be those of other
leaders.
Traits such as intelligence, self-confidence,
determination, integrity and sociability.
Leadership was reconceptualized as a relationship
between people in a social situation
Personal factors continued to be important but they
are to be considered as relative to the requirements
of the situation.
Traits most valued in one situation may not be
valued in other situations.
Currently, it has shifted back to reemphasize the
critical role of traits in effective leadership.

11. Application
Focused exclusively on the leader & not on the
followers /the situation – more straight forward that
other approaches.
Focused on leaders & their traits – what traits & who
has them?
Having a person with a specific set of traits is
crucial to effective leadership.
Suggests that organizations work better if managers
have designated leadership profiles (e.g. personality
assessment instruments).
A trait profile is used to determine if a person fits a
certain job.

12. Application…
Also used for personal awareness &
development – managers can
determine own strength and
weaknesses.
People with gifts that can do
extraordinary things.
Can be open to a subjective selection of
personality characteristics

13. Strengths
Appealing
Century of research as backing
Highlights the leader in the
leadership process
Provides benchmarks of what to
look for in leaders

14. Criticisms
No definitive list of traits
Fails to take situations into account
Highly subjective list of “important”
leadership traits
Failure to look at traits in relationship
to leadership outcomes
Not a useful approach for training &
development

15. Usefulness
Still provides valuable information about
leadership
Can be used by individuals at all levels & in
all types of organizations
Does provide direction regarding which traits
are good to have if one aspires to take a
leadership position.
Individuals can gain insight into whether or
not they have important select traits

16. Style Approach

17. OBJECTIVE
To integrate the two major behavioral
aspects of the leader, task and
relationship, in order to influence
subordinates to reach a predefined
goal.

18. Definition
Focus is on the behavior of the individual in
terms of what leaders do and how they act.
Includes the actions of leaders toward
subordinates in various contexts.
Concentration on 2 general kinds of
behaviors:
–the integration of task (initiating) and
–relationship (consideration) behavior to influence
others to reach their goals.
Maximize the impact on the satisfaction and
performance of followers.

19. Task behaviors – help group members to
achieve objectives
Relationship behaviors – help subordinates
feel comfortable with themselves & others
The main purpose of the style approach –
explains how leaders combine these 2 kinds
of behaviors to influence subordinates to
reach the goal.

20. Research Studies
The Ohio State Studies:
Task and relationship separate
LBDQ-XII developed by Stodgill
most widely used
Task: organizing, defining responsibilities,
scheduling
Relationship: respect, trust, camaraderie

21. Research Studies
Michigan State Studies: employee
orientation/ production orientation
Initially viewed as on continuum, then
separate, looking for universal theory
Employee Orientation: human relations
Production Orientation:technical
aspects
Studies inconclusive

22. Managerial (Leadership) Grid
Concern for production/concern for
people
Joins the two on a grid creating 5 styles
Authority-Compliance (9,1): controlling,
demanding, hard driving
Country Club Management(1,9):
agreeable, eager to help, comforting

23. Blake and Mouton Styles
Impoverished Management (1,1):
resigned, apathetic, indifferent
Middle-of-the-Road Management (5,5)
expedient, soft-pedals disagreement
Team Management (9,9):
open-minded, determined, likes
participation, follows through

24.  Blake and Mouton Grid
  9 1, 9 9,9
  8 Country Club Team
  P 7
  E 6
  O 5 5, 5
  P 4 Middle
  L 3
  E 2 Impoverished Authority-Compliance
  1 1,1 9,1
  1 2 3 4 5 6 7 8 9
 
  R E S U L T S

25. Blake/Mouton Added….
Paternalism/Maternalism:
“benevolent dictator” uses 1,9 and
9,1
Opportunism: combination of 5
styles for purpose of personal
advancement

26. Strengths
Marked major shift in research
Studies validate basic ideas
Increased understanding of
task/relationship as core to leadership
process
Hueristic, provides a broad conceptual
map to understand complexities of
leadership

27. Criticisms
Does not adequately show how
leader style affects outcomes
Failed to find universal style
effective in almost every situation
Implies that most effective style is
high-high, research does not
support this conclusion

28. Application
Suggests that leaders should modify
their behavioral style in order to
increase their effectiveness.
People sometimes use different styles
just to get what they want at that
point in time.
Trade-off between task and relationship
is not the same for all situations.
Employee satisfaction is not always the
best measurement of leadership.