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PERILAKU KEPEMIMPINAN ORGANISASI
BAHAN – 10
PERILAKU ORGANISASIADMINISTRASI NEGARA, FISIP
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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 is a process of directing and influencing the task-related activities of group (Ralph M. Stogdill)
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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.
• EARLY MICHIGAN STUDIES ON LEADERSHIP STYLES (1947) : melihat gaya kepemimpinan dan produktivitas.
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PERKEMBANGAN STUDI KEPEMIMPINAN
1.The Great Man Theory2.Trait Theory3.Group & Exchange Theory4.Situational Theory5.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. INTELEGENSIA2. KEMATANGAN SOSIAL (SOCIAL MATURITY)3. INNER MOTIVATION4. HUMAN RELATION ATTITUDE
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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
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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(STOGDILL; 1974)
• Clever• Conceptually skilled• Creative• Diplomatic and tactful• Fluent in speaking• Knowledgeable about group task• Organized (administrative ability)• Persuasive• Socially Skilled
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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. Favorable2. 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. KEPRIBADIAN2. PENGALAMAN3. HARAPAN PEMIMPIN4. HARAPAN DAN PERILAKU ATASAN5. KEBUTUHAN TUGAS6. HARAPAN DAN PERILAKU REKAN7. KARAKTERISTIK, HARAPAN & PERILAKU
BAWAHAN8. IKLIM DAN KEBIJAKAN ORGANISASI
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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 power2. Kekuatan Pengaruh tergantung besarnya Power / Kekuasaan yang dimiliki.
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KETERLIBATAN POWER DALAM ORGANIASI
• RE-ORGANIZATIONS• PERSONAL CHANGES• BUDGET ALLOCATIONS• PURCHASE OF MAJOR ITEMS• ESTABLISHING PERFORMANCE STANDARDS• RULES AND PROCEDURES
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SUMBER POWER DALAMORGANISASI
• POSITION of POWER• PERSONAL POWER• POLITICAL POWER
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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
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OUTCOME PENGGUNAAN POWER
• COMMITMENT :- Internally agree - Enthusiastic (penuh smgt) - Great Effort (upaya yg besar)
• COMPLIANCE : - Willing to do - Apathetic (tdk peduli) - Minimal Effort (daya minim)
• RESISTANCE : - Dis-agree - Refuse (menolak)
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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 & OUTCOMESPOWER COMMITMENT
( internally agree )COMPLIANCE( willing to do)
RESISTANCE( disagree)
REFERENT (rujukan)EXPERT (kemahiran)LEGITIMATE (sah)REWARD (ganjaran)COERCIVE (memaksa)
LIKELYLIKELYPOSSIBLEPOSSIBLEVERY UNLIKELY
POSSIBLEPOSSIBLELIKELYLIKELYPOSSIBLE
POSSIBLEPOSSIBLEPOSSIBLEPOSSIBLELIKELY
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POLITICAL PROCESS TO BUILT the POWER
• CONTROL OVER DECISION PROCESS• COALITIONS• CO-OPTATIONS (By. Gary A. Yuki)
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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
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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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