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INSTITUT MANAJEMEN TELKOM

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T.T. Sipayung IM TELKOM

Transactional & Transformational Leadership

INSTITUT MANAJEMEN

TELKOM

PROGRAM MM


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LEADERSHIP THEORIES

Spector (1996):A common idea that runs through various definitions is that leadership involves influencing the attitudes, beliefs, behaviors, and feelings of other people.

Robin (2005):… the ability to influence a group toward the achievement of goals.


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LEADERSHIP THEORIES

Classification: 1. Traits Theories 2. Behavioral Theories 3. Contingency Theories 4. Neo-Charismatic Theories


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Six traits differentiating leaders from non-leaders:1. Ambition and energy2. Desire to lead3. Honesty and integrity4. Self-confidence5. Intelligence6. Job-relevant knowledge

Four limitations: 1. No universal traits in all situations 2. More predictable in weak than in strong situation 3. Unclear in separating cause from effect 4. Traits do a better job at predicting the appearance of

leadership than distinguishing effective - ineffective leaders.

TRAIT THEORIES


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Theories proposing that specific behaviors differentiate leaders from non-leaders.

Ohio State Studies 2 dimensions: Initiating structures & Consideration

University of Michigan Studies2 dimensions: Employee oriented & Production oriented

The Managerial GridA nine-by-nine matrix = 81 leadership styles

The Scandinavian StudiesDevelopment-oriented leader: one who values experimentation,seeking new ideas, and generating & implementing change.

BEHAVIORAL THEORIES


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Leadership effectiveness depends on situation and ability to isolate those situational conditions.

Fiedler Model by Fred Fiedler, 3 contingency dimensions:Leader-Member Relation, Task Structure, Position Power

Leader-Member Exchange Theory, 2 implicit categories subordinates: in-group & out-group The “in-group” performs better. The leader pays more attention to the “in-group”.

Situational Leadership 3 dimensions: relationship, task, maturity of followers

Four styles: Telling, Selling, Participating, Delegating.

CONTINGENCY THEORIES


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Situational Leadershipby Paul Hersey and Ken Blanchard

TELLING

SELLING

PARTICIPATING

DELEGATING

High Taskand

Low RelationshipRela

tions

hip

Beha

vior

Task Behavior

Maturity of Follower

LowModerateHighM1M2M3M4

High Taskand

High Relationship

High Relationshipand

Low Task

Low Relationshipand

Low Task


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Path-Goal Theory by Robert House The leader’s job: to assist followers in attaining

their goals. The leaders clarify the path to help their

subordinates. Four leadership behaviors:

directive, supportive, participative, achievement-oriented

LanjutanCONTINGENCY THEORIES


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Leader-Participation Model (Normative Leadership)by Victor Vroom and Phillip Yetton

Focus: whether involving or not involving the subordinates in decision making.

5 Styles: A1 : You use your information, you make decision

A2 : You obtain information, you make the decision

C1 : You share the issue with subordinates individually, you obtain the information, you make the decision

C2 : You share the issue with subordinates as a group, you obtain the information, you make the decision

G2 : You share the issue with subordinates as a group, you seek consensus, the group makes the decision

LanjutanCONTINGENCY THEORIES


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Reasons: 1) Contingent rewards:They exchange rewards for efforts

2) Management by exception active (MEA): the leader watches for deviation, take corrective actions.

3) Management by exception passive MEP): the leader intervene when standard are not met.

4) Laissez-faire: the leader abdicates responsibilities and avoids making decisions.

TRANSACTIONAL LEADERSHIP

BEHAVIORAL THEORIESand

CONTINGENCY THEORIES

TRANSACTIONALLEADERSHIP


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Leadership theories that emphasizes symbolism, emotional appeal, and extraordinary follower commitment.

Two Types of Leadership:Visionary Leadership

Transformational Leadership

NEOCHARISMATIC THEORIES


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The ability to create and articulate a:realistic, credible, attractive

vision for an organization or organizational work unit.

Visionary Leadership

Three qualities of ability: to create the vision to express the vision (verbal & behavior) to extend the vision to a leadership context


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Inspiring the followers for the good of the organization.

Transformational Leaders:pay attention to concerns and

development needs of followerschange the followers’ awarenessinspire the followers to achieve

group goals

TRANSFORMATIONAL LEADERSHIP


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1. Attributed CharismaMengutamakan kepentingan

bersama

2. Idealized influenceMempengaruhi bawahan melalui visi

3. Inspiration motivation Memotivasi bawahan dengan ide-

ide4. Intelectual stimulation Membangun kepercayaan diri

bawahan5. Individualized consideration Memberikan sentuhan pribadi

Five Attributes of Transformational Leadership


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1. Merumuskan visi yang menggugah perhatian

2. Komunikasi lewat berbagai cara

3. Membangun kepercayaan

4. Berpendirian positif terhadap kekuatan & kelemahan serta terus mengembangkan diri

FOUR SKILLS FOR TRANSFORMATIONAL LEADERS

Sumber: Bateman & Snell (2002:397)


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Leader Behaviors:

1. Merumuskan visi, tujuan, strategi, nilai-nilai organisasi;

2. Menyusun kebijakan dan struktur;

3. Mengembangkan pola pikir bawahan;

4. Menstrukturkan pandangan bawahan terhadap realita;

5. Melayani kebutuhan bawahan untuk mewujudkan tujuan secara efektif.

Transformational


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LEADER BEHAVIORS

Transactional Leader:

1. Merumuskan visi, tujuan, strategi, nilai-nilai organisasi;

2. Menyusun kebijakan dan struktur;

3. Melakukan pengawasan pekerjaan dengan menerapkan reward & punishment;

4. Segera melakukan koreksi thdp kesalahan bawahan jika perlu

5. Meningkatkan kompetensi bawahan jika perlu.


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EFFECTIVE LEADER

Effective Leader:should be both transformational and transactional

(Bass, 1985, 1995, 1996)

To what extent?


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TRANSACTIONAL VS TRANSFORMATIONAL LEADERSHIP

Transactional Leadership:To be practiced in stable environment

Transformational LeadershipTo be practiced in turbulent environment

LeadersShould be capable of practicing both types


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LEADERS: who in which boxTransformational

Hi Lo

Lo

Hi

Tra

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al


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THANK U FOR

YOUR ATTENTION

transact trans lship

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