Transcript PERILAKU KEPEMIMPINAN ORGANISASI 10
PERILAKU KEPEMIMPINAN ORGANISASI
BAHAN – 10
PERILAKU ORGANISASI
ADMINISTRASI NEGARA, FISIP
http://herwanp.staff.fisip.uns.ac.id
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• • •
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
and influencing the task-related activities of group is a process of directing (Ralph M. Stogdill) http://herwanp.staff.fisip.uns.ac.id
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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.
Tujuan : EARLY MICHIGAN STUDIES ON LEADERSHIP STYLES (1947) Tujuan : melihat gaya kepemimpinan dan produktivitas.
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PERKEMBANGAN STUDI KEPEMIMPINAN
1. The Great Man Theory.
2. Trait Theory.
3. Group & Exchange Theory.
4. Situational Theory.
5. Path- Goal Theory.
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• •
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 konsekuensi dari anggapan studi awal tentang kepribadian yang diyakini sifatnya bawaan sejak lahir.
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TRAIT THEORY ( KEITH DAVIS )
4 CIRI UTAMA PEMIMPIN yang BERHASIL : 1. INTELEGENSIA 2. SOCIAL MATURITY 3. INNER MOTIVATION 4. HUMAN RELATION ATTITUDE http://herwanp.staff.fisip.uns.ac.id
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CIRI-CIRI PEMIMPIN SUKSES ( STOGDILL; 1974) • • • • • • • Adaptable to situations
Alert to social environment
Ambitious and achievement oriented
Assertive
Cooperative
Decisive
Dependable http://herwanp.staff.fisip.uns.ac.id
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CIRI-CIRI PEMIMPIN SUKSES (Lanjutan)
• • • • • • Dominant (
desire to influence others
) Energetic (
high activity level
) Persistent
Self-Confident
Tolerant of Stress
Willing to assume responsibility
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• • • • • • • • •
SKILLS PEMIMPIN SUKSES
Clever
( STOGDILL ; 1974)
Conceptually skilled Creative Diplomatic and tactful Fluent in speaking Knowledgeable about group task Organized ( administrative ability ) Persuasive Socially Skilled http://herwanp.staff.fisip.uns.ac.id
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• • •
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
).
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• • • •
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”.
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• • • 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.
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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 http://herwanp.staff.fisip.uns.ac.id
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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.
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KETERLIBATAN POWER DALAM ORGANISASI
• • • • • • RE-ORGANIZATIONS PERSONAL CHANGES BUDGET ALLOCATIONS PURCHASE OF MAJOR ITEMS ESTABLISHING PERFORMANCE STANDARDS RULES AND PROCEDURES 15 http://herwanp.staff.fisip.uns.ac.id
SUMBER POWER DALAM ORGANISASI
• • • POSITION of POWER PERSONAL POWER (POLITICAL POWER) http://herwanp.staff.fisip.uns.ac.id
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• • • • •
POSITION of 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.
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• • • • •
PERSONAL POWER
Expertise : Expert Power Friendship / Loyalty : Referent Power Charisma Reputation Performance http://herwanp.staff.fisip.uns.ac.id
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OUTCOME PENGGUNAAN POWER
COMMITMENT COMPLIANCE RESISTANCE : : : Internally agree Enthusiastic Great Effort Willing to do (penuh smgt) (upaya yg besar) Apathetic (tdk peduli) Minimal Effort (daya minim) Dis-agree - Refuse ( menolak ) http://herwanp.staff.fisip.uns.ac.id
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• • • • • •
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.
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POWER & OUTCOMES
POWER COMMITMENT ( internally agree ) COMPLIANCE ( willing to do) RESISTANCE ( disagree)
REFERENT (rujukan) EXPERT (kemahiran) LEGITIMATE (sah) REWARD (ganjaran) COERCIVE (memaksa) LIKELY LIKELY POSSIBLE POSSIBLE VERY UNLIKELY POSSIBLE POSSIBLE LIKELY LIKELY POSSIBLE POSSIBLE POSSIBLE POSSIBLE POSSIBLE LIKELY http://herwanp.staff.fisip.uns.ac.id
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POLITICAL PROCESS TO BUILT the POWER
• • •
CONTROL OVER DECISION PROCESS COALITIONS CO-OPTATIONS
( by. Gary A. Yuki ) 22 http://herwanp.staff.fisip.uns.ac.id
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STRATEGY & TACTIC
TO BUILT 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 http://herwanp.staff.fisip.uns.ac.id
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TAKTIK MEMBANGUN PENGARUH
1. RATIONAL PERSUASION (ajakan sec. rasional) 2. EXCHANGE TACTICS (bertukar taktik) 3. LEGITIMATE REQUEST (permohonan sec. sah) 4. PRESSURE TACTICS (taktik tekanan) 5. PERSONAL APPEALS (daya tarik pribadi)
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