2. Leadership Traits Pertemuan 13 & 14
Matakuliah : L0244 – Psikologi Kepemimpinan
Tahun : 2010
Leadership Traits Pertemuan 13 & 14

3. Looking at Leadership Through Several Lenses
Studying only leaders provides just a partial view of the leadership process.
Leadership depends on several factors, including the situation and the followers, not just the leader’s qualities.
Leadership is more than just the kind of person the leader is or the things the leader does.
The clearest picture of the leadership process occurs only when you use all three lenses to understand it.
Bina Nusantara University

4. The Interactional Framework for Analyzing Leadership
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5. The Interactional Framework for Analyzing Leadership (continued)
Depicts leadership as a function of three elements:
The leader
The followers
The situation
A particular leadership situation scenario can be examined using each level of analysis separately.
Examining interactions in the area of overlaps can lead to better understanding.
Leadership is the result of complex interactions among the leader, the followers, and the situation.
Bina Nusantara University

6. The Interactional Framework for Analyzing Leadership (continued)
Leader-Member Exchange Theory describes two kinds of relationships that occur among leaders and followers:
In-group members
Out-group members
LMX theory has broadened to include entire continuum of relationships that leaders may have with members.
The theory looks at the nature of the relationship between the leader and the followers.
Bina Nusantara University

7. The Leader Individual aspects of the leadership equation:
Unique personal history
Interests
Character traits
Motivation
Effective leaders differ from their followers, and from ineffective leaders on elements such as:
Personality traits, cognitive abilities
Skills, values
Another way personality can affect leadership is through temperament.
Bina Nusantara University

8. The Leader (continued)
Leaders appointed by superiors may have less credibility and may get less loyalty.
Leaders elected or emerging by consensus from ranks of followers are seen as more effective.
A leader’s experience or history in a particular organization is usually important to her or his effectiveness.
The extent of follower participation in leader’s selection may affect a leader’s legitimacy.
Bina Nusantara University

9. The Followers
Certain aspects of followers affect the leadership process:
Expectations
Personality traits
Maturity levels
Levels of competence
Motivation
Workers who share a leader’s goals and values will be more motivated to do their work.
Bina Nusantara University

10. The Followers (continued)
The number of followers reporting to a leader can have significant implications.
Other relevant variables include:
Follower’s trust in the leader.
Follower’s confidence or lack thereof in leader’s interest in their well-being.
Bina Nusantara University

11. Changing Roles for Followers
The leader-follower relationship is in a period of dynamic change.
Increased pressure to function with reduced resources.
Trend toward greater power sharing and decentralized authority in organizations.
Increase in complex problems and rapid changes.
Followers can become much more proactive in their stance toward organizational problems.
Followers can become better skilled at “influencing upward,” flexible and open to opportunities.
Bina Nusantara University

12. “You’ve got to give loyalty down, if you want loyalty up.”
The Situation
Leadership often makes sense only in the context of how the leader and followers interact in a given situation.
The situation may be the most ambiguous aspect of the leadership framework.
“You’ve got to give loyalty down, if you want loyalty up.”
~ Donald T. Regan, Former CEO and White House chief of staff
Bina Nusantara University

13. Are Good Women Leaders Hard to Find?
Women are taking on leadership roles in greater numbers than ever before.
Problems still exist that constrain the opportunity for capable women to rise to the highest leadership roles in organizations.
Research shows that there are no statistically significant differences between men’s and women’s leadership styles.
Bina Nusantara University

14. Are Good Women Leaders Hard to Find? (continued)
Differences that were found:
Women had significantly lower well-being scores.
Women’s commitment to the organizations they worked for was more guarded than that of their male counterparts.
Women were more likely to be willing to take career risks by going to new areas of the company where women had not been before.
Bina Nusantara University

15. Research on Second-Generation Managerial Women
Research suggests that many women appear to be succeeding because of characteristics originally considered too feminine for effective leadership.
Tend to use interactive leadership, based on
Enhancing others’ self-worth.
The belief that the best performance results out of satisfaction at work and higher sense of self-worth.
Style developed due to women’s socialization experiences and career paths.
Bina Nusantara University

16. The Shift Toward More Women Leaders
Factors that explain the shift toward more women leaders:
Women themselves have changed.
Leadership roles have changed.
Organizational practices have changed.
Culture has changed.
Bina Nusantara University

17. Leadership and Management Revisited
Managers
Innovate
Administer
Develop
Maintain
Inspire
Control
Long-term view
Short-term view
Ask what and why
Ask how and when
Originate
Initiate
Challenge the status quo
Accept the status quo
Do the right things
Do things right
Bina Nusantara University

18. Leader-Follower-Situation Interactions
Leaders create environments where follower’s innovations and creative contributions are welcome.
Leaders encourage growth and development in their followers beyond the scope of the job.
Leaders are generally more interested in the big picture of followers’ work than managers.
Leaders motivate followers through more personal and intangible factors.
Leaders redefine the parameters of tasks and responsibilities.
Bina Nusantara University

19. Manager-Follower-Situation Interactions
Managers are more likely to emphasize routinization and control of follower’s behavior.
Managers tend to assess followers’ performance in terms of explicit, fairly specific job descriptions.
Managers motivate followers more with extrinsic, even contractual consequences.
Managers tend to accept the definitions of situations presented to them.
Managers are likely to affect change officially, through control tactics.
Bina Nusantara University

20. Leadership and Management as Solutions to Different Kinds of Problems
Heifetz offers that we often face challenges for which the problem-solving resources already exist.
Technical problems – Though complex, there are expert solutions or experts available to solve them.
Adaptive problems – They can only be solved by changing the system itself.
Adaptive problems involve people’s values.
Adaptive leadership: Finding solutions requires the active engagement of people’s hearts and minds, not just the leader’s.
Bina Nusantara University

21. Leadership and Management as Solutions to Different Kinds of Problems (continued)
A challenge is wholly or mostly adaptive in nature:
When people’s hearts and minds need to change.
By a process of elimination.
If there is continuing conflict among people struggling with the challenge.
A crisis may be a reflection of an underlying or unrecognized adaptive problem.
What’s the work?
Who does the work?
Technical
Applying current know-how
Authorities
Adaptive
Discovering new ways
The people facing the challenge
Bina Nusantara University

22. A Final Word
Fairholm offers that an organization needs two different kinds of people at the helm: good leaders and good managers.
Kotter suggests the development of leader-managers.
May be particularly important with regard to developing the talents of younger leader–managers.
Bina Nusantara University

23. There is no Simple Recipe for Effective Leadership
Leadership must always be assessed in the context of the leader, the followers, and the situation:
A leader may need to respond to various followers differently in the same situation.
A leader may need to respond to the same follower differently in different situations.
Followers may respond to various leaders quite differently.
Followers may respond to each other differently with different leaders.
Two leaders may have different perceptions of the same followers or situations.
Bina Nusantara University

24. Drawing Lessons From Experience
The right behavior in one situation is not necessarily the right behavior in another situation.
Though unable to agree on the one best behavior in a given situation, agreement can exist on some clearly inappropriate behaviors.
Saying that the right behavior for a leader depends on the situation differs from saying it does not matter what the leader does.
Bina Nusantara University

25. Summary
Leadership involves dynamic interaction between leaders and followers in a particular situation.
Study of leadership must include the followers and the situation.
The interactive nature of leader-followers-situation can help us better understand
The changing nature of the leader-follower relationship.
The increasingly greater complexity of situations leaders and followers face.
Good leadership can be enhanced by greater awareness of factors influencing the leadership process.
Bina Nusantara University

26. Reference
Hughes., Ginnett., & Curpy. (2009). Leadership: Enhancing The Lesson of Experience. 6 eds. McGraw-Hill. Boston.
Bina Nusantara University