1. LEADER AND POWER AKTIVITI: SEJAUH MANA ANDA BERKUASA ATAU BERPENGARUH?

2. Power and follower behavior
Effective leadership depends as much on the acceptance of by the follower as on the leader’s providing it.
Power and influence are central to a leader’s role
The source of leader’s power
LEGITIMATE
REWARD
COERCIVE
REFERENCE
EXPERT
An effective organizational leader – uses all these sources of power

3. This is because the pattern is being influenced:
For successful organization the pattern in the use of the source of power is shifting toward greater reliance on reward, referent and expert power AND less reliance on coercive and legitimate power. WHY?
This is because the pattern is being influenced:
By changing technologies.
Increasing abilities of employees and team to make decisions.
Flattening of organizational hierarchies.
Changing work and personal life expectations of employee.

4. Explain the meaning of the 5 sources of leaders power by using examples from your work place.

5. Leader Characteristics Intervening Variables
Personal Power
Leader Characteristics
Need Achievement
Need Power
Self Confidence
Emotional Maturity
Technical skills
Conceptual Skills
Interpersonal Skills
End-result Variables
Unit Performance
Profitability
Survival & Growth
Goal Attainment
Member Satisfaction
Intervening Variables
Follower Effort
Ability & Role Clarity
Organization of Work Cooperation
Resource Adequacy
External Coordination
Managerial Behavior
Planning Recognizing
Prob. Solving Rewarding
Clarifying Supporting
Monitoring Mentoring
Informing Networking
Motivating Consulting
Conflict Mgt. Representing
Situation Variables
Position Power
Nature of subordinates
Task/Technology
Organization Structure
Nature of Environment
External Dependencies
Social Political Forces
Organizational and Culture

6. Influences on the leader
Forces in the Leader
His value system: How strongly does he feel that individuals should have a share in making the decisions that affect them? Or, how convinced is he that the official who is paid or chosen to assume responsibility should carry the burden of decision making? Also, what is the relative importance that he attaches to organizational efficiency and personal growth of subordinates?
His confidence in the group members: Leaders differ in the amount of trust they have in other people generally. After considering the knowledge and competence of a group with respect to a problem, a leader may (justifiably or not) have more confidence in his own capabilities than in those of the group members.

7. His own leadership inclinations: Leaders differ in the manner (eg: telling or team role) in which they seem to function more comfortably and naturally.
His feelings of security in an uncertain situation: The leader who releases control over the decision-making process reduces the predictability of the outcome. Leaders who have a greater need than others for predictability and stability are more likely to “tell” or “sell” than to “join”.

8. Forces in the Group Members
Before deciding how to lead a certain group, the leader will also want to remember that each member, like himself, is influenced by many personality variables and expectations. Generally speaking. The leader can permit the group greater freedom if the following essential conditions exists:
Members have relatively high needs for independence
Members have readiness to assume responsibility
Members have a relatively high tolerance for ambiguity
Members are interested in the problem and feel that it is important
Member understand and identify with the goals of the organization
Members have necessary knowledge and experience to deal with the problem
Members expect to share in decision making

9. Forces in the Situation
Some of the critical environmental pressures on the leader are as follows:
The problem itself: Do the member have kind of knowledge that is needed? Does the complexity of the problem require special experience or a one-person solution?
The pressure of time: The more the leader feels the need for an immediate decision, the more difficult it is to involve other people.

10. Long-Run Objectives and Strategy
As the leader works on daily problems, his choice of a leadership pattern is usually limited. But he may also begin to regard some of the forces mentioned as variables over which he has some control and to consider such long-range objectives as
Raising the level of member motivation
Improving the quality of all decisions
Developing teamwork and morale
Furthering the individual development of members
Increasing the readiness to accept change

11. Generally, a fairly high degree of member-centered behavior is more likely to achieve this long range purposes. But the successful adminisrator was characterized neither as a strong leader no as a permissive one. Rather he is one who is sensitive to the forces that influence him in a given situation and one who can accurately assess those should influence him.