2. Kepemimpinan dalam Mengatasi Perubahan Situasi Chapter 16 Mata kuliah: J0754 - Pengelolaan Organisasi Entrepreneurial Dosen Pembuat: D3122 - Rudy Aryanto Tahun : 2009

3. Learning Objectives –Compare situational factors used in discussions of the contingency and path-goal approaches to leadership –Identify assumptions made about followers of the path-goal and the leader-member exchange theories

4. Situation Favorableness Situational Characteristics Situation Leader-member relations Task structure Position power Preferred leadership styles Task-motivated (Low LPC) Relationship-motivated (High LPC) Low LPC Very Favorable Very Unfavorable III III IV V VI VII VIII Good Good Good Good Poor Poor Poor Poor High High Low Low High High Low Low Strong Weak Strong Weak Strong Weak Strong Weak

5. Changing Situations to Fit Leaders Modify Leader-Member Relations –Spend more (or less) informal time with subordinates –Request particular people for your group –Volunteer to direct difficult or troublesome subordinates –Suggest or affect transfers of particular subordinates into or out of your unit –Raise morale by obtaining positive outcomes for subordinates

6. Changing Situations to Fit Leaders Modify Task Structure –To work with less structured tasks Ask the boss to give you new or unusual problems Bring problems and tasks to your group and ask members to contribute to planning and decision- making –To work with highly structured tasks Ask for more structured tasks or more detailed instructions Break jobs into subtasks that can be more highly structured

7. Changing Situations to Fit Leaders Modify Position Power –To raise your position power Fully exercise the powers that the organization provides Channel information through you –To lower your position power Allow group members to participate in planning and decision-making Let assistants exercise more power

8. Path-Goal Leadership Model Leaders are effective because of their positive impact on followers’… –Motivation –Ability to perform –Satisfaction This model focuses on how the leader influences followers’ perceptions of… –Work goals –Self-development goals –Paths to goal attainment

9. Path-Goal Leadership Model Specifies four specific leader behaviors –Directive –Supportive –Participative –Achievement-oriented

10. Path-Goal Leadership Model Leader behavior is effective –To the extent that subordinates perceive such behavior as a source of immediate or future satisfaction Leader behavior is motivational if it –Makes satisfaction of subordinates’ needs contingent on effective performance –Provides the guidance, clarity of direction, and rewards necessary for effective performance

11. Path-Goal Leadership Model Directive Supportive Participative Achievement- oriented Locus of control Experience Ability Tasks Formal authority Work group Perceptions Motivation Satisfaction Performance Leader Behavior Follower Characteristics Environmental Factors OutcomesFollower

12. Path-Goal Situational Factors Contingency variables –Personal characteristics of subordinates Perceptions of ability Locus of control –Environmental pressures and demands The tasks The formal authority of the organization The work group

13. Path-Goal Situational Factors A leader who reduces the uncertainties of the job is a motivator –Increases subordinates’ expectations that effort leads to desirable rewards

14. Situational Leadership Model Emphasis is on followers and their level of maturity –Leaders must judge followers’ maturity levels, then use appropriate leadership style Readiness is the ability and willingness of followers to take responsibility for directing their own behavior –Job readiness –Psychological readiness

15. Situational Leadership Model Hersey and Blanchard developed four leadership styles: –Telling –Selling –Participating –Delegating

16. Situational Leadership Model R1 Unable Unwilling R2 Unable Willing R3 Able Unwilling R4 Able Willing Degree of follower’s readiness to assume personal responsibility: S1 Telling: Instructing & supervising S2 Selling: Explaining & clarifying S3 Participating: Sharing & facilitating S4 Delegating: Coaching & assisting Leadership behavior appropriate to the situation

17. Leader-Member Exchange Theory There is no consistent leader behavior across subordinates –Each relationship has a uniqueness –One-on-one relationships determine subordinates’ behaviors Subordinates are classified into groups –In-group members –Out-group members

18. Learning Objectives Share a common bond and value system Interact with the leader regularly Get more challenging assignments and more meaningful rewards Are more positive about the organization Have higher job performance and satisfaction Out-Group MembersIn-Group Members Have less in common with the leader Have limited interaction with the leader Receive less challenging work and little positive reinforcement Become bored Often quit

19. Comparing Situational Approaches ModelLeader Qualities ContingencyTask- or relationship-oriented. The job should be engineered to fit the leader’s style. Path-GoalCan increase followers’ effectiveness by applying proper motivational techniques. Situational Leadership Must adapt style in terms of task and relationship behavior on the basis of followers. Leader- Member Exchange Must be adaptive, because there is no such thing as consistent leader behavior across subordinates

20. Comparing Situational Approaches ModelAssumptions About Followers ContingencyPrefer different leadership styles, depending on task structure, leader-member relations, and position power Path-GoalHave different needs that must be fulfilled with the help of a leader Situational Leadership Maturity (readiness) to take responsibility and ability influence the leadership style that is adopted Leader- Member Exchange Categorized as in-groups and out-groups

21. Comparing Situational Approaches ModelLeader Effectiveness ContingencyDetermined by the interaction of the environment and personality factors Path-GoalEffective leaders are those who clarify for followers the paths or behaviors that are best Situational Leadership Effective leaders are able to adapt directing, coaching, supporting, and delegating style to fit the followers’ levels of maturity Leader- Member Exchange The perceptive leader is able to adapt his/her style to fit followers’ needs