CONCEPT OF LEADERSHIP PDF

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CHAPTER I CONCEPT OF LEADERSHIP 1.1 Definition of Leadership Leadership is creativity in action. It is the ability to see the present in terms of the future while maintaining respect for the past. Leadership is based on respect for history and the knowledge that true growth builds on existing streng...

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CHAPTER I CONCEPT OF LEADERSHIP

1.1 Definition of Leadership Leadership is creativity in action. It is the ability to see the present in terms of the future while maintaining respect for the past. Leadership is based on respect for history and the knowledge that true growth builds on existing strengths. Leading is in part a visionary endeavor, but it requires the fortitude and flexibility necessary to put vision into action and the ability to work with others an to follow when someone else is the better leader. Leaders also need resilience to function in normal and not-so-normal times. The definition of a leader is a person who is in front and lead a gathering. While the definition of leadership there are many different definitions of leadership. This is because the leadership needed in various fields. To understand the leadership needs to be peeled from the etymological and definitive. Etymological aspects put forward issues and review the language, while the definitive aspect rests on the notion put forward by the experts. 1. Etymologically Leadership was adopted from the English language that is leadership. Leadership comes from the root word to ―lead‖ is a verb which means to lead / head / captain / guides. Starting from the notion etymologically then lead the work of someone about how - how to lead people. 2. Definitively Recorded from some experts on the definition of leadership 1) “Leadership is the moral and intellectual ability to visualize and work for what is the best for company and its employees.” (Mullins 2001) 1

2) “Leadership is the ability to influence people to willingly follow one’s guidance or adhere to one’s decisions.” (Leslie dan Lloyd 1995) 3) “Leadership is the ability to persuade others to seek defined objectives enthusiastically” (John et al. 1987) 4) “Leadership is the ability to influence, motivate, and direct others in order to attain desired objectives” (Don dan John 1992) 5) “Leadership is influence, nothing more and nothing less” (John C. Maxwell) 1.2 Leadership According to Scientific Management and Social Scientific management pioneered by scientist Frederick W. Taylor in the early 20th century and developed into as ciene of leadership. Understanding leadership according to some figures: 1. "Activities affecting the people to work together to achieve a goal that you want" (Ordway Tead, 1935). 2. " The process of directing and task relationships activities affecting the members of the group" (Stoner,1982). 3. " Leadership is the ability to influence, motivate, and direct others in order to attain desired objectives" (Don and John, 1992). 4. " Leadership is the ability to influence people to willingly follow one's guidance or adhere to one's decisions" (Leslie and Lloyd, 1995). 5. " The effort using a style affects and not forced to motivate the individual in achieving goals" (Gibson et al., 1997). 6. " Leadership is the moral and intellectual Ability tovisualize and work for what is best for the company and its employees" (Mullins, 2001). 7. 8.

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" Leadership is activity of influencing people to strive willingly for mutual objectives" (George R. Terry) " Leadership is the exercecies of authority and the making og decisions" (Robert Dubin) "Leadership is the process of influencing the activities of an organized group toward goal achievement. " (Rauch & Behling, 1984)

10."Leadership is process of giving purpose (meaningful direction) to collective effort, and causing willing effort to be expended to achieve purpose." (Jacobs & Jaques, 1990) 2

11. "Leadership is the ability to step outside the culture to start evolutionary change processes that are more adaptive" (E. H. Schein, 1992) 12. "Leadership is the process of making sense of what people are doing together so that people will understand and be committed" (Drath & Palus, 1994) 13. "Leadership is about articulating visions, embodying values, and creating the environment within which things can be accomplished. " (Richards & Engle, 1986) 14. "Leadership is the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization" (House et al., 1999) While the understanding of leadership according to social sciences according to some figures : 1. "Leadership is the influential increment over and above mechanical compliance with the routine directives of the organization" (Katz & Kahn, 1978: 528) 2. "Leadership may be considered as the process (act) of influencing the activities of an organized group in its efforts toward goal setting and goal achievement" (Stogdill, 1950:3) Of the various definitions of leadership according to some experts, it can be concluded that leadership is an attempt to influence, guide, motivating and inspiring others to achieve the goals of the organization or group. Leadership involves 7 things : leader, influence, follower, intention, shared purpose, change, and personal responsibility.

1.3 Role of Leader’s The core problem for leader in organization involves getting others to do what is necessary to accomplish the organization‘s goals. This is complex process, because the goals as well as the means for accomplishing them are often unclear, subject to discussion or negotiation, and can change over time. Once goals are determined, leaders must find a way to create the conditions that will cause (or allow) subordinates to work hard and to direct that work toward organizational ends. This may call for many different kinds of influence behaviour aimed in many

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directions; negotiating a larger budget; getting other departments to deliver accurate and timely information; providing vision, direction or training to subordinates; simplifying or complicating work; obtaining a deserved salary increase for someone, and so forth. All these activities-up, sideways, and down-ultimately are aimed at getting others, especially subordinates, to do what is necessary to accomplish successfully the work of system being led (Cohen and Fink, 2001). The leader‘s role according to Robbins and Coulter (1999) are: 1.

Leaders are troubleshooters. When the team has problems and asks for assistance, team leaders sit it on meetings and try to help resolve the problems. Troubleshooting rarely involves technical or operational issues because the team members typically know more about the tasks being done than does the team leader. The leader is most likely to contribute by asking penetrating questions, helping the team talk through problems, and getting needed resources from external constituencies.

2.

Leaders are conflict managers. When disagreements arise, they help process the conflict. They help indentify issues such as the source of the conflict, who‘s involved, the issues, the resolution options available, and the advantages and disadvantages of each. By getting team members to address questions such as these. The leader minimizes the disruptive aspects of intrateam conflicts.

3.

Leaders are coaches. They clarify expectations and roles, teach, offer support, cheerlead, and do whatever else is necessary to help team members keep their work performance levels high. A leader leads, he does not push. He pulls his followers to heights of

accomplishment they may not have believed were possible. A leader knows the individual characteristics of his key followers, knows what qualities will elicit their best

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efforts, and is developer of at least some of his followers. The consequence and satisfaction to thos being led are of prime importance. A leader serves at the same time he leads. He has an ability to awaken emotional as well as rational powers of the follower. He can incite others. In fact, leadership appears to be more emotional than intellectual or rational. The leader realizes this and seeks to cultivate the emotional nature of the followers. He knows that power comes from dedication, not knowledge alone (Terry, 1972). 1.4 Distinguishing between Leader and Leadership a. Leader A leader has to implement a personal agenda, and the organizational agenda. The personal agenda consists of the goal close to the leader‘s heart. The organizational agenda establishes the framework within which all work is done. Employees must know what is to be done, when it is to be done, and their part in making it happen. The good leader must be able to state the agenda in a few sentences that everyone can grasp. Moreover, a leader needs to have a pragmatic and understandable operating philosophy. The framework of an operating philosophy is created from learning, innovating, and deciding. “A leader may not recognize the personal characteristics that cause people to follow him or her, but the followers respond to those characteristics” (Crosby, 1997). Since the process of leadership cannot be separated from the person as leader, the following traits and talents are required for an individual who will adequately fulfill the role of leader: character, charisma, switching mindsets, and know-how. 1. Character: Sheehy (1990) argued that character is the most crucial and most illusive element of leadership. As applied to human beings, it refers to the

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enduring marks in our personality which includeour inborn talents as well as the learned and acquired traits imposed upon us by life and experience. 2. Charisma: The function of a charismatic leader is the vital part of leadership. Charismatic leaders are able to express themselves fully. They also know who they are, what their advantages and disadvantages are, and how to completely use their advantages and compensate for their disadvantages. Moreover, they know what they want, why they want it, and how to communicate what they want in order to gain cooperation and support from others (Bennis, 1989). 3. Switching mindsets: The leaders‟ success in confronting challenges rests entirely on the leader‘s ability to change mindsets, create new realities and thereby see new alternatives and possibilities. A mindset is a consistent but unexamined framework of assumptions and viewpoints about the nature of reality as it pertains to business. It is a lens or a filter that controls your mind, your thoughts, your perceptions and your actions. Through switching leaders' mindsets, leaders could alter the entire range of business actions and solutions available to achieve new success in leadership. 4. Know-how: Leadership in different areas requires different technical expertise. Bennis (1989) stated that leaders must possess "business literacy" (p.89). That is, leaders must have knowledge of and be experts at what they are doing. Leaders must have horizontal and vertical knowledge of how the business works and a full understanding of what is required to do the task well. b. Leadership As an adjective, Leadership is deliberately causing people-driven action in a planned fashion for the purpose of accomplishing the leader‟s agenda (Crosby, 1997). All forms of leadership must use power. However, power needs not be

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coercive, dictatorial or punitive to be affective. Instead, power can also be used in a non-coercive manner to orchestrate, mobilize, direct and guide members of an institution or organization in the pursuit of a goal or series of objectives (Thomas, 2011). Peters and Waterman (1982) stated that "The real role of leadership is to manage the values of an organization" (p. 255). All leadership is value laden. Also, all leadership, whether good or bad, is moral leadership. Leadership is a process of influence which involves an ongoing transaction between a leader and followers (Hollander, 1978). Leadership, however, does not exclusively reside in the leader. Rather it is a dynamic relationship between leaders and followers alike. Leadership is always plural; it always occurs within the context of others.Leaders and followers intend real changes. All forms of leadership are essentially about transformation (Rost, 1993). Transformation is about leaders and followers intending to pursue real changes actively. Leadership is not about maintaining the status quo; it is about initiating change in an organization instead. The process of leadership always involves a certain number of transactional changes. The important requirement of the leadership process is for leaders to remember the followers to pursuit their mutual purposes and goals. Through education and training, leaders must serve as effective teachers or mentors to make their followers co-responsible in the pursuit of their mutual purposes and goals (Nanus, 1989). Leadership is an extension of the leader‟s beliefs. A highly personal core competence is only from within the leader. In leadership and the customer revolution, Rick Tate (2003) said ―Leadership touches the heart and soul.‖

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1.5 Differences Between Managers and Leaders Tabel 1.1 Differences between managers and leaders of Abraham Zalesnik (1992): Managers Take an impersonal, passive outlook. Goals arise out of necessities, not desires.

Attitude toward goals

Conceptions of work

Negotiate and coerce. Balance opposing views. Design compromises. Limit choices. Avoid risk.

Realitions with others

Prefer working with people, but maintain minimal emotional involvement, Lack empathy. Focus on process, how decisions are made rather than what decisions to make. Communicate by sending ambigous signals. Subordinates perceive them as inscrutable, detached, manipulative. Organization accumulates bureaucracy and political intrigue. Comes from perpuating and strengthenig existing institutions. Feel part of the organization.

Sense self

of

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Leaders Take a personal, active outlook, shape rather than respond to ideas, alter moods, evoke images, expectations. Change how people think about what‘s desirable and possible. Set company direction. Develop fresh approaches to problems. Increas options. Turn ideas into exciting images. Seek risk when opportunities appear promising. Attracted to ideas. Relate to others directly intuitively, empathetically. Foccus on subtance of events and decisions, including their meaning for participants. Subordinats describe them with emotionally rich adjectives ―love,‖ ‖hate.‖Relations appear turbulent, intense, disorganized. Yet motivation intensifies, and unanticipated outcomes proliferate. Comes from struggles to profoundly alter human and economic relationships. Feel separate from the organization.

Tabel 1.2 Difference between managers and leaders of Warren Bennis (1991) : No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

Manager Administers Is a copy Maintains Focuses on systems and structure Relies on control Has a short-range view Asks how and when Has his eye on the bottom line Imitates Accepts the status quo Is the classic good soldier Does things right

Leader Innovates Is an original Develops Focuses on people Inspires trust Has a long-range perspective Asks what and why Has his eye on the horizon Originates Challenges it Is his own person Does the right thing

Tabel 1.3 Difference between managers and leaders of Rodd (2006) : Manager

Leader Give direction: find a way forward, communicate a clear direction, identify new goals, services and structures Offer inspiration: have ideas and articulate thoughts that motivate others Build teamwork: use teams as the most effective form of leadership, spending their time building and encouraging collaboration

Plan: set objectives, forecast, analyse problems, make decisions, formulate policy Organize: determine what activities are required to meet objective Co-ordinate inspire staff to contribute both invidually and as a group to the organization‘s objectives Control: check performance against plans, develop people and maximize their potential to achieve agreed outcomes

Set an example: model what leaders do and how they do it Gain acceptance: act in ways that engender acknowledgement of their leadership status in followers

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Tabel 1.4 Difference between managership and leadership of Stoner, Freeman, Gilbert in Danim (2008) : Managership Building and maintainingan organizational structure Path – following Doing thing right The manager maintains, relies and control A preoccupation with the here-andnow of goal attainment

Leadership Building maintaining an organizational culture Path – finding Doing the right thing The leader develops, inspires trust Focused on the creation of a vision about a desired future state Leaders have empathy with other people and give attention to what event and action means

Managers maintain a low level of emotional involvement Designing and carry out plant, getting things done, working effectively with people Being taught by the organization

Establishing a mission, giving a sense of direction Learning from the organization

Tabel 1.5 A comparison of leader and managers of David I. Bertocci, 2009 : Leaders Goal oriented Inspires/ empowers Thoughful Results oriented Effective Long term planner Policy oriented Mission oriented Attracts talents Foccus on concepts Utilizes staff work Operates in internal and eksternal politics Delegates Sees the whole

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Managers Task oriented Directs Industrious Action oriented Efficient Short term planner Implementation oriented Program oriented Recruits talent Focuses on details Provides staff work Operators in internal politics Oversees See parts of the whole

CHAPTER II THEORY OF LEADER

2.1 Trait Theory Trait theories can be described as a branch of the Great Man Theory. These theories hypothesize that the specific traits of an individual give them better propensity to be a leader. These personality traits or behavioral characteristics are inherent in the family and passed on genetically. This theory emphasizes that leaders share many common traits and characteristics that make them successful. The theory was popularized in the 1937 by Gordon Alport and Hans Eysenck (1947). Trait theories of leadership differentiated leaders from nonleaders by focusing on personal qualities and characteristics. (Stephen P. Robbins, 2008). According to Eysenck (1947) this theory based primarily on physiology and genetics—interested in temperament (the aspect of personality that exists from birth). Divided personality into two biologically-based categories of temperament: Extraversion/Introversion a. Extraversion characterized by being outgoing, talkative, and in need of external stimulation b. Eysenck's arousal theory of extraversion—everybody has certain optimal level of arousal at which he/she performs best 1. extraverts chronically under-aroused and need external stimulation to bring them up to an optimal level of performance 2. introverts chronically over-aroused and need peace and quiet to bring them to an optimal level of performance

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Neuroticism/Stability a. Neuroticism or emotionality characterized by high levels of negative affect such as depression and anxiety. b. Neuroticism based on activation thresholds in the part of the brain responsible for the fight-or-flight response. 1. Activation can be measured by heart rate, blood pressure, cold hands, sweating, and muscular tension. 2. Neurotic people, who have low activation thresholds and are unable to control their emotional reactions, experience negative affect in the face of minor stressors. 3. Emotionally stable people, who have high activation thresholds and good emotional. The two dimensions (axes), extraversion-introversion and emotional stability instability, define four quadrants: a.

Stable extraverts (sanguine qualities such as outgoing, talkative, responsive, easygoing, lively, carefree, good leaders)

b.

Unstable extraverts (choleric qualities such as touchy, restless, excitable, changeable, impulsive, irresponsible)

c.

Stable introverts (phlegmatic qualities such as calm, even-tempered, reliable, controlled, peaceful, though...