LEADER AND POWER AKTIVITI: SEJAUH MANA ANDA BERKUASA ATAU BERPENGARUH?

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LEADER AND POWERAKTIVITI SEJAUH MANA ANDA
BERKUASA ATAU BERPENGARUH?
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• Power and follower behavior
• Effective leadership depends as much on the
  acceptance of by the follower as on the leaders
  providing it.
• Power and influence are central to a leaders
  role
• The source of leaders power
• LEGITIMATE
• RCEWARD
• COERCIVE
• REFERENTE
• EXPERT
• An effective organizational leader uses all
  these sources of power

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• For successful organization the pattern in the
  use of the source of power is shifting toward
  greater reliance on reward, referent and expert
  power AND less reliance on coercive and
  legitimate power. WHY?
• This is because the pattern is being influenced
• By changing technologies.
• Increasing abilities of employees and team to
  make decisions.
• Flattening of organizational hierarchies.
• Changing work and personal life expectations of
  employee.

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Explain the meaning of the 5 sources of leaders
power by using examples from your work place.
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Personal Power
Leader Characteristics Need Achievement Need
Power Self Confidence Emotional
Maturity Technical skills Conceptual
Skills Interpersonal Skills
End-result Variables Unit Performance Profitabilit
y Survival Growth Goal Attainment Member
Satisfaction
Intervening Variables Follower Effort Ability
Role Clarity Organization of Work
Cooperation Resource Adequacy External
Coordination
Managerial Behavior Planning Recognizing
Prob. Solving Rewarding Clarifying
Supporting Monitoring Mentoring
Informing Networking Motivating
Consulting Conflict Mgt. Representing
Situation Variables Position Power Nature of
subordinates Task/Technology Organization
Structure Nature of Environment External
Dependencies Social Political Forces Organizationa
l and Culture
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Influences on the leader

• Forces in the Leader
• His value system How strongly does he feel that
  individuals should have a share in making the
  decisions that affect them? Or, how convinced is
  he that the official who is paid or chosen to
  assume responsibility should carry the burden of
  decision making? Also, what is the relative
  importance that he attaches to organizational
  efficiency and personal growth of subordinates?
• His confidence in the group members Leaders
  differ in the amount of trust they have in other
  people generally. After considering the knowledge
  and competence of a group with respect to a
  problem, a leader may (justifiably or not) have
  more confidence in his own capabilities than in
  those of the group members.

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1. His own leadership inclinations Leaders differ
   in the manner (eg telling or team role) in which
   they seem to function more comfortably and
   naturally.
2. His feelings of security in an uncertain
   situation The leader who releases control over
   the decision-making process reduces the
   predictability of the outcome. Leaders who have a
   greater need than others for predictability and
   stability are more likely to tell or sell
   than to join.

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• Forces in the Group Members
• Before deciding how to lead a certain group, the
  leader will also want to remember that each
  member, like himself, is influenced by many
  personality variables and expectations. Generally
  speaking. The leader can permit the group greater
  freedom if the following essential conditions
  exists
• Members have relatively high needs for
  independence
• Members have readiness to assume responsibility
• Members have a relatively high tolerance for
  ambiguity
• Members are interested in the problem and feel
  that it is important
• Member understand and identify with the goals of
  the organization
• Members have necessary knowledge and experience
  to deal with the problem
• Members expect to share in decision making

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• Forces in the Situation
• Some of the critical environmental pressures on
  the leader are as follows
• The problem itself Do the member have kind of
  knowledge that is needed? Does the complexity of
  the problem require special experience or a
  one-person solution?
• The pressure of time The more the leader feels
  the need for an immediate decision, the more
  difficult it is to involve other people.

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• Long-Run Objectives and Strategy
• As the leader works on daily problems, his
  choice of a leadership pattern is usually
  limited. But he may also begin to regard some of
  the forces mentioned as variables over which he
  has some control and to consider such long-range
  objectives as
• Raising the level of member motivation
• Improving the quality of all decisions
• Developing teamwork and morale
• Furthering the individual development of members
• Increasing the readiness to accept change

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• Generally, a fairly high degree of
  member-centered behavior is more likely to
  achieve this long range purposes. But the
  successful adminisrator was characterized neither
  as a strong leader no as a permissive one. Rather
  he is one who is sensitive to the forces that
  influence him in a given situation and one who
  can accurately assess those should influence him.