1. LEADERSHIP IN ORGANISATIONS ACHMAD SUDJADI

2. THE IMPORTANCE OF LEADERSHIP IN BUSINESS ORGANISATIONS  HIGH COMPETITION ►ORGS. NEED VISION  ORGS NEED PERSON TO STEER TOWARD THEIR GOALS.  EMPIRICAL STUDIES SUGGEST THAT LEADERSHIP POSITIVELY CORRELATES WITH ORGS. PERFORMANCES.

3. DEFINITION  Leadership is a process of social influence whereby a leader steers members of a group towards a goal (Bryman, 1992:2)  It involves three components: influence, group, and goal (Yukl, 2002). 1. leaders are individuals who influence the behaviour of others. 2. leadership is usually examined in the context of group. 3. leadership studies stress on group goal to be accomplish.

4. Leadership ≠ management  Kotter (1990): orientation to change  Bennis & Nanus (1985): leaders create strategy, manager implement the strategy.  Zaleznik (1977): managers value stability, order, and efficiency, what things get done;  leaders value flexibility, innovation, and adaptation, what things mean to people.  Rost (1991): management as authority relationship; leadership as multidirectional influence.

5. LEADERSHIP PROCESS GOAL LEADER FOLLOWER ORGANISATION VISION

6. COMPONENTS OF THE PROCESS  LEADER  VISION  FOLLOWER

7. THE DEVELOPMENT OF LEADERSHIP STUDIES  TRAITS APPROACH ( UP TO 1940S)  BEHAVIOURAL APPROACH  SITUATIONAL APPROACH  TRANSFORMATIONAL APPROACH (1979)  INTEGRATIVE APPROACH

8. TRAITS APPROACH  Traits are inborn  Famous traits: dominance, self confidence, tolerance, intelligence,  Leaders have the specific traits ≠ common people  Stogdill suggests that individuals who have specific traits more probably to become leader, but it does not guarantee their effectiveness.

9. BEHAVIOURAL APPROACH  Behaviour can be designed  Behaviour can be influenced by many factors  OHIO STUDIES  MICHIGAN STUDIES  IOWA STUDIES

10. OHIO STUDIES