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

2. 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. 3 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. 4

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

6. Influences on the leader 6 1. Forces in the Leader a. 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? b. 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. 7 c. His own leadership inclinations: Leaders differ in the manner (eg: telling or team role) in which they seem to function more comfortably and naturally. d. 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. 8 2. 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: a. Members have relatively high needs for independence b. Members have readiness to assume responsibility c. Members have a relatively high tolerance for ambiguity d. Members are interested in the problem and feel that it is important e. Member understand and identify with the goals of the organization f. Members have necessary knowledge and experience to deal with the problem g. Members expect to share in decision making

9. 9 3. Forces in the Situation Some of the critical environmental pressures on the leader are as follows: a) 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? b) 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. 10 4. 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 a) Raising the level of member motivation b) Improving the quality of all decisions c) Developing teamwork and morale d) Furthering the individual development of members e) Increasing the readiness to accept change

11. 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.