Transcript Leadership & Management

Leadership & Management
Dr. Bagus Nurcahyo
Program Studi Manajemen Pemasaran
Direktorat Program D3 Bisnis & Kewirausahaan
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Definitions of Leadership
Text 2000: An influence relationship among
leaders and followers who intend real changes
that reflect their shared purposes.
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Components of Leadership
Leader
Influence
Follower
Shared Purpose
Desire for Change
Personal Responsibility
Intention
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Five Paradigm
Transformations
• From: Industrial Age
–
–
–
–
–
Stability
Control
Competition
Things
Uniformity
• To: Information Age
–
–
–
–
Change
Empowerment
Collaboration
People and
Relationships
– Diversity
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Unconscious
Competence
Conscious
Competence
Conscious
Incompetence
Unconscious
Incompetence
Learning Stages to
becoming a Leader
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The Interactional
Framework
Synergy?
Leader
Follower
Situation
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Reasons for
Leader Derailment
• Insensitive, abrasive, bullying
style.
• Cold, aloof, arrogant.
• Betrayal of personal trust.
• Overly ambitious.
• Specific performance
problems. (Dishonesty,
incompetence)
• Micro-managing—cannot build
a team.
• Unable to train good
subordinates.
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Leadership vs. Management
• Leadership: The art of forging a team from individuals
with a disparate set of backgrounds who serve a common
goal greater than themselves that may or may not conflict
with their personal goals and beliefs.
• Management: The art of attaining organizational goals in
an effective and efficient manner through planning,
organizing, leading, and controlling organizational
resources. These are the four management functions.
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Bounded Rationality
• Behavior that is rational within the parameters of a
simplified model that captures the essential features
of the problem.
• Making a decision that is “good enough.”
• This is how decisions are made in the real world.
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Intuitive Decision Making
• An unconscious process of making decisions on
the basis of experience and accumulated judgment.
– Making decisions on the basis of gut feeling doesn't
happen independently of rational analysis. The two
complement each other.
– Although intuitive decision making will not replace the
rational decision-making process, it does play an
important role in managerial decision making.
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Decision-Making Styles
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Problem Avoider
-
-
Problem Solver
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-
Reactive vice proactive
Problem Seekers
-
-
Inactive leaders
Proactive leader
All three approaches have their place in decision
making
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Personal Characteristics
•Leadership
- Emotional connection
–
–
–
–
•Management
- Emotional distance
•Relationship not req’d
– Smart/organized
•Answers/Solutions
– Conformity
– Organization expert
•Knows how things work
•Genuine concern
Open-minded
Communicate/Listen
Courage
•Non-conformity
•Admit mistakes/doubts
•Trust others
Insight into self
•Honest w/themselves
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•Inspire trust
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Relationships
•Leadership
•Management
– Focus on people
– Focus on objects
•Machines
•Reports
– Position Power/Boss
– Direct
•Force, push, coerce
– Controlled environment
– Stifle creativity
–
–
–
–
–
•Inspire and Challenge
•Development
Personality Power
Influence
•Coach/Facilitate
Dynamic environment
Encourage creativity
Mentorship
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Providing Direction
•Leadership
•Management
– Vision of future
– Detailed plan/schedule
– Allocate resources
– Direct/ Control
• Maintain stability
• Improve efficiency
– Shape culture and values
– Inspire/motivate
•Create buy-in
•Provide Sense of
Purpose
– Long term focus
–Bottom-line/short term
•Achieve results
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Alignment
•Leadership
•Management
– Communicate vision
– Organize
•Staff and structure
– Direct and Control
•Policies/Procedures
– Create boundaries
– Contributes
•Answers
•Solutions
•Guidance
– Develop culture and
values
– Help others grow
•Question, listen,
facilitate
–Reduce boundaries
•Create Teamwork
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Outcomes
•Leadership
•Management
– Greatest possible outcome
– Create change?
•Sometimes radical
– Challenge status quo/Adapt
– Effective and efficient
– Future outcomes
•Self Sustaining
– Maintains:
•Stability
•Predictability
•Order
– Effective
•Efficient?
– Consistently meets shortterm expectations
•Day-to day OPS
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Evolution Framework
Stable
Environment
Chaotic
ERA 2
Rational Management
•Behavior Theories
•Contingency Theories
ERA 3
Team Leadership
•Confusion, Empowerment,
Quality
S
c
o
p
e
Setting:
•Vertical hierarchy,
bureaucracy
•Five management functions
Setting:
•Horizontal organization
•Cross functional teams
•Downsizing
ERA 1
Great Man Leadership
•Trait Theories
ERA 4
Facilitating Leadership
•Shared vision, alignment
relationships, unlock potential
Macro
Setting:
•Pre-bureaucratic organization
•Administrative principles
Micro
Setting:
•Learning Organization
•Constant change, adaptation
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Positional Power
• Legitimate Power:
– Comes with Organizational position
– Followers accept due to position
• Reward Power:
– Authority to bestow incentives
– Generates compliance
• Coercive Power
– Authority to punish (NJP)
– Generates?
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Personal Power
• Expert Power:
– Comes from special knowledge or skill
• Referent Power:
– Comes from personality
– Subordinates identify with and want to
emulate leader
– Generates Commitment
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Fiedler’s Contingency Theory
Style vs. Situation
High
Task oriented
leaders perform
better
Least
Preferred
Coworker
(LPC) Score
0
Person oriented
leaders perform better
Low
Leader Member Relations
Task Structure
Leader Position Power
Good
Good
High
Strong
Weak
Very Favorable
Good
Good
Low
Strong
Poor
Poor
High
Weak
Strong
Intermediate
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Weak
Poor
Poor
Low
Strong
Weak
Very
Unfavorable 20
Hersey and Blanchard’s Situational Theory
• Adopt style appropriate to subordinate abilities
– Low level of task readiness:
• Tell them what to do
• How to do it
• When to do it
– High level of task readiness:
• Provide general direction
• Delegate sufficient authority to do the
task
• Expect followers to complete the task as
they see fit
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Situational Theory
LEADER BEHAVIOR
(HIGH)
RELATIONSHIP
BEHAVIOR
(Supportive Behavior)
Shares ideas and
facilitates in
decision-making
Explain decisions and
provide opportunity
for clarification
Participating
S3
Selling
S2
Delegating
S4
(LOW)
Telling
Turns over
responsibility for
decisions and
implementation
Provide specific
instructions
and closely
supervises
performance
TASK BEHAVIOR
S1
(HIGH)
(Guidance)
Worker Readiness
High
Moderate
Low
R4
R3
R2
R1
Able and
Able but
Unable but Unable and
willing or Unwilling or willing or Unwilling or
Confident
Insecure
Confident
Insecure
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Vision
• …an ideal future that is credible yet not
readily attainable
– What we aspire to become
– Make it worth the effort/sacrifice/hardship
• Link present action to the future goals
– Motivate/Inspire
– Challenge/Energize
– Give direction/Provide meaning
– Focus effort
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Mission Statement
• Describes purpose of the organization
– WHAT – is expected to be achieved
– HOW – it can be done
• Encompasses Core Values
• Mission is basis; Vision brings it “to life”…
– Why we want to achieve it
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Definitions
• Goal:
– Desired future state; The Ends
– Define the organizations’ purpose
• Plan:
– Blueprint for goal achievement
– Specifies necessary resources, schedules,
tasks and other actions; The Means
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Organizational Mission
• Mission - states organization’s values,
aspirations, and reason for existence
• Mission Statement – formal
pronouncement of the mission
– Basis for all goals and plans
– Without a clear mission, goals and plans may
be developed haphazardly causing
organizational failure
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Strategic Goals and Plans
• Strategic Goals
– Pertain to entire organization
– Stated intentions of organization
– Longer term
• Strategic Plans
– Action steps toward attaining organizational
goals
– Activities and resources required
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Tactical Goals and Plans
• Tactical Goals
– Apply to “middle” management
– Describe what major sub units must do to
enable organization to meet strategic goals
– Enabling objectives/intermediate goals
• Tactical Plans:
– Subsets of overall plan
– Cover a shorter period of time
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Operational Goals and Plans
• Operational Goals –
– Specific results expected of small units,
workgroups, and individuals
– Enable organization to meet operational and
strategic goals
• Operational Plans - developed at the lower
levels of an organization to specify actions
required to achieve operational goals/support
operational plans plans
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