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Hardisman Dasman, MD, MHID, DrPH

Referensi yang dapat dipelajariBook: Blake, R.; Mouton, J. (1964). The Managerial Grid: The Key to Leadership

Excellence. Houston: Gulf Publishing Co. Fiedler, F.E. (1967). A theory of leadership effectiveness. McGraw-Hill: Harper

and Row Publishers Inc. Northouse, G. (2007). Leadership theory and practice. (3rd ed.) Thousand Oaks,

CA: Sage Publications Rowe, W. G. (2007). Cases in Leadership. Thousand Oaks, CA: Sage Publications. Northouse, PG. (2000) Leadership Theory and Practice. Response

Books Daft, RL. (2005). Leadership Experience. McGraw Hills

Web Resources: http://www.nchl.org/ https://www.leadershipacademy.nhs.uk/wp-

content/uploads/2013/10/NHSLeadership-LeadershipModel-10-Print.pdf

Definition of Leadership

Many definitions of leadership based on many views / perspectives:

As the focus of group processes (Bass -1990):The leader is at the center of group change and activity and embodies the will of group

Conceptualizes from a personally perspective:The leadership is a combination of special traits or characteristics that individuals possess and that enable them to induce others to accomplish tasks

As an act or behavior: The things leaders to do bring about change in group

In terms of the power relationship that exists between leaders and followers:

Leaders have power and wield it to effect change in others

As an instrument of goal achievement and meet their needs:Leadership that transforms followers through vision setting, role modeling, and individualized attention

Leadership from a skills perspective: This viewpoint stresses the capabilities (knowledge and skills) that make effective leadership possible

a) Leadership is a processb) Leadership involves influencec) Leadership occurs within a group contextd) Leadership involves goal attainment

↓↓↓↓Definition

↓↓↓↓Leadership is a process whereby an individual

influences a group of individuals to achieve a common goal

Components As Central To The Phenomenon Of Leadership

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a) Defining leadership is a process means:- It is not a trait or characteristic that resides in

leader, but it is a transactional event that occurs between the leader and followers

- Process implies that a leader affects and is affected by followers

- The leadership is not a linear, one way event, but rather an interactive event

- Leadership becomes available to everyone

b) Leadership involves influence:- It is concerned with how the leader affects

followers- Influence is the sine qua non of leadership- Without influence, leadership does not exist

c) Leadership occurs in groups:

- Leadership involves influencing a group of individuals who have a common purpose

- It can be small task group, community group, or large group encompassing an entire organization

- Leadership training programs that teach people to lead themselves are not considered is a part of leadership within the definition

d) Leadership includes attention to goals:- The leadership has to do with directing a group of

individuals toward accomplishing some task or end

- Leaders direct their energies toward individuals who are trying to achieve something

together

- Leadership occurs and has its effects in contexts where individuals are moving toward a goal

Both leaders and followers are involved togetherin the leadership process

Leaders need followers and followers need leadersAlthough leaders and followers are closely linked ,

it is the leader who often: - initiates the relationship, - creates the communication linkages, and - carries the burden for maintaining the

relationship

Kesimpulan --> Kepemimpinan Kemampuan, proses dan kegiatan dalam memberikan

pengaruh kepada orang lain secara sosial untuk dapatmencapai suatu tujuan.

Tujuan dalam kepemimpinan umumnya adalah tujuanbersama: tujuan organisasi.

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TEORI KEPEMIMPINAN Teori Kepemimpinan Barat Klasik (Early Western Theory)

= Teori Kepemimpinan Trait (Trait Theory) Teori Pendekatan Faktor Pendukung (Attribute Pattern

Approach) Teori Perilaku dan Taktik (Behavioral and Style Theories) Teori Kepemimpinan Situasional (Situational Theory) Teori Kepemimpinan Fungsional (Functional Theory) Teori Intergrasi Psikologi (Integrated Psychological Theory) Teori Kepemimpinan Transaksional (Transactional Theory) Teori Kepemimpinan Transformatif (Transformational

Theory) Teori Kepemimpinan Interaksi Dan Pertukaran Peran

(Leader–member Exchange Theory) Teori Kepemimpinan Baru (New Emerging Theory)

Mengapa Teori Kepemimpinan Penting?

Sumber Gambar: Matthew J. Grawitch, http://www.slu.edu/x13816.xml

TraitTheoryKepemimpinan : Kebutuhan Perbedaan individu ‘pemimpin’

dan yang dipimpin Perbedaan ‘kualitas personal

bawaan’ intelijensi, kecakapandan potensi.

Pemimpin yang baik & efektif: pengaruh penampilan dankepuasan pengikut

Other Model

Northouse Model, Sumber: Northouse, G. (2007). Leadership theory and practice. (3rd ed.)

Thousand Oaks, CA: Sage Publications

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Teori Kepemimpinan Perilaku Kritik atas teori trait Teori perilaku kepemimpinan:

Kepemimpinanditentukanoleh: kemampuan dankepercayaan diri dalam melakukanproseskepemimpinan (confidence and self esteem)

Teori perilakumodel manajerial

Teori Kepemimpinan Situasional

Kepemiminan dilakukan ats dasar kondisi yang dipimpinan dan organisinya

Pada kepemimpinan situasional4 gayakepemimpinan: S1,S2,S3,S4S1: Telling/ DirectingS2: Selling/ CoachingS3: Participating/ SupportingS4: Delegating

Maturity Level M1 (Not Mature), M2, M3, M4 (Optimal Mature)

Developing People (Follower Motivation): D1 - Low competence and high commitment D2 - Low competence and low commitment D3 - High competence and low/variable commitment D4 - High competence and high commitment

Contingency Model

Functional Theory Kepemimpinanbukan tergantung pada orangnya

Prilaku/ fungsi dalam grup Fungsi tersebut:Tugas dan tanggungjawabTeam atau kelompok Individu

Gaya Kepemimpinan(Leadership Style) Otoriter (Autocratic or

authoritarian style) Partisipatif (Participative or

democratic style) Narcissistic leadership Free-rein style Toxic leadership

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Gaya Kepemimpinan(Leadership Style)

Otoriter (Autocratic or authoritarian style)

Partisipatif (Participative or democratic style)

Narsistik (Narcissistic leadership) Transaksional (Transactional) Transformatif (Transformational) Bebas (Free-rein style) Toksik (Toxic leadership) etc

Mengapa ada style kepemimpinan Gaya kepemimpinan:

bentuk aplikasi bagipemimpin pendekatan teorikepemimpinan, tu: teorisituasional.

Kepemimpinan AspekPengaruh Sosial (Social Influence)

Social influence Kekuasaan Sosial (social power)

Kekuasan Sosial: Pengaruh perilaku pengikut Kewenangan (otoritas) secara sosial Diakui (legitimasi) secara sosial Pengaruh pada pengikut

pelaksanaan tugas oleh pengikut Kepemimpinan Pengaruh

Kekuasaan/ Kewenangan: Dapat dilakukan dengan berbagaistyle. Potensi besar terhadapperubahan baik Potensi penyalahgunaan (abusive)

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Gaya Kepemimpinan Otoriter Kekuasaan terpusat dan terkontrol

pada pimpinan. Keputusan mutlak pada pimpinan Partisipasi dan aspirasi pengikut

(anggota) sangat rendah tidakada.

Kapan diperlukan?

Kepemimpinan Narsistik Pemimpin lebih

memperhatikan kebutuhandirinya.

Arah organisasi ditentukan olehkepentinganpemimpintersebut.

Penyalahgunaan wewenang danotoritas sifat-sifat negatif.(Narsisi, angkuh, sukamerendahkan dll)

Gaya Kepepimpinan Partisipatif Kepemimpinan partisipatif =

kepemimpinan demokratik Pemimpin memberikan peluang

partisipasi pada anggota. Keputusan organisasi bukan

terletak pada pemimpin sajapartisipasi/ suara anggota.

Keinginan/ suara anggota sangatdiperhatikan; adanya kesetaraansosial.

Fungsi pemimpin:: Pemimpin menjadi pemanduarah kebijakan yang telahdisepakati bersama.

Kepemimpinan Transaksional

= Kepemimpinan manajerial. Kepemimpinandalam

menjalankan organisasifokus pada performansianggota/ bawahan.

Pengaruh sosial atasbawahan didasarkan adanya‘transaksi sosial’ implisit: reward and punishment.

Kepemimpinan transaksional cocok pada: Organisasi dalam mengerjakanprojek-projek

tertentu yang berbaytas waktu. Organisasi-organisasi cepat tanggap/ darurat. Secara umum dalam meningkatkan ‘kinerja’

bawahan secara berkala.

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Kepemimpinan Transformatif: Pengaruh sosial: peningkatan

motivasi, performansi dankinerja anggota/ pengikutdengan berbagai kiat/ langkah:

Peningkatan keterikatananggota dengan organisasaimeninngkatkan rasa kepemilikan kepedulianbekerja.

... Menjadi role model (keteladanan) Menjadi contoh dan pemberisemangat dalam bekerja

Mengerti kelebihan, kekurangan dankesulitan anggota Empati terhadapanggota/ pengikut.Kepedulian

Kekuatan kepemimpinantransformatif: kecakapan , kepribadian dan visipemimpin.

Kecakapan, kepribadian dan visi tersebutmenginspirasi pengikut/ anggota

Kecakapan, keperibadian, dan visimemberikan keteladanan (role model)

Keteladanankepercayaan (trust), penghargaan (respect) dan kekaguman (admiration) anggota/ pengikut.

Dengan keteladanan pengikut puntamotivasi untuk melakukanhal yang sama/ terbaik untuk organisasi.

:. Karakteristik KepemimpinanTransformatif

Memahami individu setiap anggota: Kebutuhan Kesulitan dorongan dan empati

Memahmai kecakapan dan kemampuananggotaMemberikan tugas sesuai kemampuan,

kompetensi/kecakapannya.Menghargai setiap kontribusi yang telah

dilakukan anggota sesuai kemampuannya.Menghargai dan menerima setiap usulan dan

ide anggota unuk kemajuan organisasi Cakap dan menjadi teladan

Perbadaan KepemimpinanTransaksional dan Transformatif

Transaktional Transformatif

Kepemipinan bersifat responsif Kepemimpinan proaktif

Bekerja dalam karangka budayaorganisasi yang sudah ada

Ide-ide baru diterapkan untukmelakukan perubahan kearah lebihbaik

Anggota bekerja mencapai target karena adanya imbalan atau hukuman

Bekerja karena landasan moral dansemangat motivasi internal

Motivasi anggota adalah untukkepentingannya masing-masing

Motivasi karena keinginan majubersama

Pemimpin (manajerial) berusamenciptakan tekanan agar anggota/ bawahan bisa bekerja lebih giat (untukmeningkatkan perfomansi danproduktifitas)

Pemimpin memahami kesulitan,kebutuhan dan setiapanggota.]Pemimpin juga mengertikunggulan dan keleibhan anggitasehingga memotivasi untuk berkaryalebih baik.

Teamwork Teamwork is one of the most essential qualities for

the success of any organization In the absence of teamwork, teams fail to perform to

the best of their abilities Each individual is assigned a particular task which

collectively helps an organization to achieve its objective

Team members are responsible for ensuring that they are performing as per the expectations of the company and are delivering on the important parameters

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Teamwork skills Capacity to interact and collaborate with others

effectively, including in teams, in the workplace, and in culturally or linguistically diverse contexts

Definition: Teamwork skills include the mix of interactive, interpersonal, problem solving and communication skills needed by a group of people working on a common task, in complementary roles, towards a common goal whose outcome are greater than those possible by any one person working independently

Why the students need teamwork skills?- Working with people of different ages, gender, race,

religion, or political persuasion- Working as individual and as a member of a team- Knowing how to define a role as a part of a team- Applying teamwork to a range of situations, e.g.

futures planning, crisis problem solving- Identifying the strength of team members - Coaching, mentoring and giving feedback

Effective TeamworkEffective Teamwork is about Good Leadership A good team leader should:

1. have the skills to create and maintain a working culture that is positive → to motivate and inspire the team members to get involved in creating an environment where there is a positive approach to work, along with high levels of commitment

2. not only focuses himself/ herself on the purpose and direction of the team, but also makes sure that the other members of the team share this focus

……A good team leader should:

3. have to be able to promote a high level of morale amongst the team members so that they feel supported and valued → particularly useful for preventing the bane of most office cultures – that of backbiting, rumor mongering, gossip mongering, and cronyism – which can derail the efforts of any teamwork.

Effective Teamwork is about: Effective Communication Defining Clear-cut Roles Creating Procedures for Conflict Resolution Setting a Good Example

Principle of Effective Teamwork1. While a team is formed, there should be a

clarity as to what the team wants to achieve (objectives)- The team as an entity should have clearly

articulated goals

- In the absence of an objective, the team members may not be able to understand their responsibilities, which can cause ambiguity.

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2. The team members should be willing to learn from each other - May be some members who may be excellent with

the process, while some may require some time and guidance, so it is essential that there is a willingness to teach and learn new ideas.

- Team members should not be hesitant in seeking help from the senior members and the senior members should in turn step forward to help the new members.

3. Two-way communication among team members about the roles that they are assigned → understanding and appreciation of the effort- This is very essential as it has seen that a lot

of times when things do not work as planned, members engage in a blame game

- If members are aware about the challenges involved in carrying out a task, they are more likely to appreciate each other for their efforts

4. While some control over a team is necessary, it is important that the team is given a certain amount of flexibility in carrying out their tasks- Too much of interference can affect the

efficiency of a team and dampen the morale of the members.

5. Effective communication- Means that information is shared among

all the members of the team so that rumor-mongers are kept at bay - Effective communication helps in making the

team members feel a valuable part of the organization

- Effective communication also calls for discussing matters of importance openly so that everybody is on the same page

6. There should be an initiative to reward and recognize team and team members who have shown exemplary behavior and helped others in times of need

- This will encourage others to follow suit and act as a boost to people who genuinely believe in the values of teamwork and team-spirit

7. Healthy competition among team members to outperform each other - In the absence of a competition, the job may

cease to become interesting and monotony can creep in, which again can be detrimental to

a team, so it is important that the team members are provided with enough opportunities to grow in their professional lives

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One thing that one should remember is:

there are no hard and fast rules about qualifies and principles of a successful teamwork, but there is a general consensus among researchers that there are certain attributes which are present in most successful teams in organizations

Characteristics of Effective Teams Membership:

work together toward a common goal Common goal:

have negotiated shared aims and goals Social organization:

develops or actively negotiates functional norms, roles, and relationships

Interdependence between members: succeed only if all succeed

Productive involvement: - All members are supported to contribute equally to the

workload; - Resources & skills are identified early on and use effectively - Decisions are made by consensus

Effective communication and interaction: Face-to-face/ other modes of communication help to- monitor group processes and dynamics, - drive creativity, - and enable productive work practices

Mutual interest: - focus on the interests of the group as a whole, and - avoid personalizing problems or differences of opinion

Collective consciousness: members perceive themselves as belonging to the group even when the group is not together

Mutual trust: - listen to each other, - respect contributions, - help each other to clarify ideas, and - show interest in each other

Cohesion: - group processes function smoothly without need for

intervention, - members are able to contribute equally to produce

something greater than the individual parts, - individual contributions are brought together seamlessly and within nominated deadlines, and - members feel they have learnt something from the

process and from the other group members

Essential Skills for Teamwork

1. Listening2. Questioning3. Persuading4. Respecting5. Helping6. Sharing7. Participating

Process in Small Group Forming:

get to know each other, establishing guidelines, goals and processes, assessing and breaking down the task at hand

Storming: individuals assert themselves and develop preferences, with arguments or disagreements potentially arising about how to proceed

Norming: work begins in a more organized and coordinated manner, rules and processes are established and progress is made

Performing: the team as a whole focuses entirely on the task and its completion

Mourning

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Managing Group DynamicsKey factors that contribute to a cohesive and productive group dynamic: Roles:

- The key to working well together is to be conscious of, and explicit about, the roles each member will take on.

- When placed in a group situation with a specific task, individuals inevitably take on different roles. It is important to be up front about this process.

- Dividing up roles according to need and individual strengths and weaknesses can help to ensure that all members of the group make a positive contribution.

Contribution: - The management of who does what in a group can

make or break the group dynamic. - Resentment often develops when members of a

team aren’t seen to be pulling their weight. - This makes monitoring contributions, through

meetings and other forms of communication, essential to the functioning and progress of a team towards its goals.

- A key factor in this process is seeking and providing constructive feedback.

Feedback: - Good, constructive feedback is difficult to give; but it is essential for smooth and productive (and confidence building) teamwork - The sandwich approach:

> Start by focusing on the positives – what was well put, well argued, a good idea or a useful point > Then point out faults or flaws, but tactfully, and without assuming that you have all the answers> End with something positive

Why Teams FailThere are many reasons why a team might fail to perform Some of the most common are: Disorganization, lack of direction or leadership Unclear or conflicting goals and expectations Fragmentation of time and competing commitments Lack of motivation or dedication Conflict

Steps for Resolving Conflict- Identify causes of conflict- State their effect on the team and the task- Negotiate a solution that suits all- State steps to resolve the conflict- Document the process - Seek mediation as a last resort

Above all, negotiate. Separate interests from egos, and try to manage the best

result for all. Remember to turn disagreement into a positive attribute

of teamwork. Make conflict constructive rather than a personal attack.

Tips in Resolving Conflict Be proactive. - Don’t wait and see what happens. - Find a way to meet face to face – either as a whole

group, or with the interests of the whole group represented.

- Review communication and decision making processes, and try a new approach if they are not working.

- Reaffirm or revise group goals for the task. Remember, when a single group mark is allocated the

task is also assessing your ability to work through differences and work cohesively as a team.

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