PERILAKU ORGANISASI

MATERI 8PERILAKU ORGANISASI
KEPEMIMPINAN: EFEKTIVITAS & KEKUASAAN
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)
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.




PERKEMBANGAN STUDI KEPEMIMPINAN
The Great Man Theory
Trait Theory
Group & Exchange Theory
Situational Theory
Path- Goal Theory


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 konsekwensi dari anggapan studi awal tentang kepribadian yang diyakini sifatnya bawaan.
TRAIT THEORY(KEITH DAVIS)
4 CIRI UTAMA PEMIMPIN YANG BERHASIL
INTELEGENSIA
KEMATANGAN SOSIAL
INNER MOTIVATION
HUMAN RELATION ATTITUDE
CIRI-CIRI PEMIMPIN SUKSES ( STOGDILL; 1974)
Adaptable to situations
Alert to social environment
Ambitious and achievement oriented
Assertive
Cooperative
Decisive
Dependable
CIRI-CIRI PEMIMPIN SUKSES(Lanjutan)
Dominant (desire to influence others)
Energetic (high activity level)
Persistent
Self-Confident
Tolerant of Stress
Willing to assume responsibility

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
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).
SITUATIONAL THEORY(FIEDLER)
Efektivitas pemimpin tergantung pada situasi.
Situasi kepemimpinan :
1. Favorable
2. 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”.
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.
EFEKTIVITAS KEPEMIMPINAN
KEPRIBADIAN
PENGALAMAN
HARAPAN PEMIMPIN
HARAPAN DAN PERILAKU ATASAN
KEBUTUHAN TUGAS
HARAPAN DAN PERILAKU REKAN
KARAKTERISTIK, HARAPAN & PERILAKU BAWAHAN
IKLIM DAN KEBIJAKAN ORGANISASI
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 power
2. Kekuatan Pengaruh tergantung besarnya
Power / Kekuasaan yang dimiliki.
KETERLIBATAN POWER DALAM ORGANIASI
REORGANIZATIONS
PERSONAL CHANGES
BUDGET ALLOCATIONS
PURCHACE OF MAJOR ITEMS
ESTABLISHING PERFORMANCE STANDARDS
RULES AND PROCEDURES
SUMBER POWER DALAMORGANISASI
POSITION POWER
PERSONAL POWER
POLITICAL POWER
POSITION 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.
PERSONAL POWER
Expertise : Expert Power
Friendship / Loyalty : Referent Power
Charisma
Reputation
Performance

OUTCOME PENGGUNAAN POWER
COMMITMENT :- Internally agree
- Enthusiastic
- Great Effort
COMPLIANCE : - Willing to do
- Apathetic
- Minimal Effort
RESISTANCE

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.
POWER & OUTCOMES
Power Komit Patuh Nolak

Referent Likely Possible Possible
Expert Likely Possible Possible
Legitimate Possible Likely Possible
Reward Possible Likely Possible
Coercive Very Possible Likely
Unlikely
PROCES POLITIK UNTUK MEMBANGUN POWER
CONTROL OVER DECISION PROCESS
COALITIONS
CO-OPTATION
(By. Gary A. Yukl)
STRATEGI & TAKTIK MEMBANGUN 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
TAKTIT MEMBANGUN PENGARUH
RATIONAL PERSUASION
EXCHANGE TACTICS
LEGITIMATE REQUEST
PRESSURE TACTICS
PERSONAL APPEALS
SAAT POWER HILANG DARI SEORANG PEMIMPIN
TIME CHANGE- PEOPLE DON’T
EASY COME, EASY GO
BAD REPUTATION AND PERFORMANCE.