Applikasi teori kepemimpinan dalam pendidikan

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Applikasi teori kepemimpinan dalam pendidikan

• Anda perlu membincangkan aplikasi setiap teori
  ini dalam institusi tempat anda bekerja

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• Leadership Foundations
• Managers versus Leaders
• Trait Theories
• Behavioral Theories
• Cross Cultural Implications
• Situational Contingency Leadership
• Fiedlers Leadership Contingency Theory
• Houses path-Goal Theory of Leadership
• Hersey and Blanchards Situational Leadership
  Theory
• Graens Leader-member exchange Theory
• Substitutes for Leadership Theory
• Implicit Leadership
• Leadership as Attribution
• Leadership Prototypes
• Inspirational Leadership Perspectives
• Charismatic Leadership
• Transformational and Transactional Leadership
• Charismatic and Transformational Leadership
  Issues.

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Leadership Foundation A Summary

• Managers versus Leaders
• Leadership is the process of influencing others
  to understand and agree about what needs to be
  done and how to do it, and the process of
  facilitating individual and collective efforts to
  accomplish shared objectives.
• The role of management is to promote stability or
  to enable the organization to run smoothly,
  whereas the role of leadership is to promote
  adaptive or useful changes.

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• Persons in managerial positions could be involved
  with both management and leadership activities,
  or they could emphasize one activity at the
  expense of the others. Both management and
  leadership are needed.
• Leadership appears in two form
• Formal leadership which is exerted by persons
  appointed to or elected to positions of formal
  authority in organizational.
• Informal leadership which is exerted by persons
  who become influential because they have special
  skills that meet the resource needs of others.

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• Trait Theories
• Trait perspective assume that traits play a
  central role in differentiating between leaders
  and non-leaders or in predicting leader or
  organizational outcomes.
• Traits with positive implications for successful
  leadership are as follow-

Energy and adjustment or stress tolerance Prosocial power motivation Achievement orientation Emotional maturity Physical vitality and emotional resilience A high need for power exercised primarily for the benefit of others Need for achievement, desire to excel, drive to success, willingness to assume responsibility, concern for task objectives Well-adjusted, does not suffer from severe psychological disorders
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Self-confidence Integrity Perseverance or tenacity Cognitive ability, intelligence, social intelligence Task-relevant knowledge Flexibility General confidence in self and in the ability to perform the job of a leader Behavior consistent with espoused values honest, ethical, trustworthy Ability to overcome obstacles strength of will Ability to gather, ingrate, and interpret information intelligence, understanding of social setting Knowledge about the company, industry, and technical aspects Ability to respond appropriately to change in the setting
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• Behavioral Theories
• The behavioral perspective assumes that
  leadership is central to performance and other
  outcomes.
• Two classic research programs-at the University
  of Michigan and the Ohio State University-
  provide useful insights into leadership
  behaviors.

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• Michigan Studies
• In the late 1940s, researchers at the University
  of Michigan introduced a research program on
  leadership behavior.
• The researchers derived two basic forms of leader
  behavior employee centered and production
  centered. Employee-centered supervisors are those
  who place strong emphasis on their subordinates
  welfare.
• In contrast, production-centered supervisors are
  more concerned with getting the work done.
• In general, employee-centered supervisors were
  found to have more productive workgroups than did
  the production-centered supervisors.
• Sometimes, the more general term human-relation
  oriented and oriented are used to describe these
  alternative leader behavior.

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• Ohio State Studies
• A leader high in consideration is sensitive to
  peoples feelings and tries to make things
  pleasant for the followers.
• A leader high in initiating structure is
  concerned with spelling out the task requirements
  and clarifying other aspects of the work agenda.
• The Leadership Grid
• Robert Blake and Jane Mouton have develop the
  leadership grid approach based on extensions of
  the Ohio State dimensions.
• Leadership grid results are plotted on a
  nine-position grid that places concern for
  production on the horizontal axis and concern for
  people on the vertical axis.

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• Cross-Cultural Implications
• It is important to consider how well the kinds of
  behavioral dimensions discussed earlier transfer
  internationally. Some work in the United Stated,
  Britain, Hong Kong, and Japan shows that the
  behavior must be carried out in different ways in
  alternative cultures.
• British leaders are seen as considerate if they
  show subordinates how to use equipment, whereas
  in Japan the highly considerate leader helps
  subordinates with personal problems.

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Situational Contingency Leadership

• Another development in leadership thinking has
  recognized, however, that leader traits and
  behaviors can act in conjunction with situational
  contingencies.

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• Fiedlers Leadership Contingency Theory
• Situational control is the extent to which
  leaders can determine what their groups are going
  to do and what the outcomes of their actions and
  decision are going to be.
• The least preferred co-worker (LPC) scale is a
  measure of a persons leadership style based on a
  description of the person with whom respondents
  have been able to work least well.
• Fred Fiedlers work began the situational
  contingency era in t emid-1960s. His theory holds
  that group effectiveness on an appropriate match
  between a leaders style (essentially a trait
  measure) and the demands of the situation.

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• Fiedler uses an instrument called the least
  preferred co-worker (LPC) scale to measure a
  persons leadership style.
• Leader-member relations (good/poor) membership
  support for the leader.
• Task structure (high/low) spelling out the
  leaders task goals, procedures, and guidelines
  in the group.
• Position power (strong/weak) the leaders task
  expertise and reward or punishment authority.
• Fiedlers three situati0nal control variables.
• 2. House path goal theory (as discussed before)

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• Hersey and Blanchards Situational leadership
  Theory
• Situational leadership model focuses on the
  situational contingency of maturity or
  readiness of followers.
• Situational contingency approaches, the
  situational leadership model developed by Paul
  Hersey and Kenneth Blanchard posits that there is
  no single best way to lead.

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• Hersey and Blanchard focus on the situational
  contingency of maturity, or readiness, of
  followers, in particular.
• Readiness is the extent to which people have the
  ability and willingness to accomplish a specific
  task.
• A telling style (S1) is best for low follower
  readiness (R1)
• A selling style (S2) is best for
  low-to-moderate follower readiness (R2)
• A participating style (S3) is best for
  moderate-to-high follower readiness (R3)
• A delegating style (S4) is best for high
  readiness (R4)

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• Graens Leader-Member Exchange Theory
• Leader-member exchange (LMX) theory emphasize the
  quality of the working relationship between
  leaders and followers.
• An LMX scale assesses the degree to which leaders
  and followers have mutual respect for one
  anothers capabilities, feel a deepening sense of
  mutual trust, and have a strong sense of
  obligation to one another, which followers will
  be a part of the leaders in-group or
  out-group.

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• In-group followers tend to function as
  assistants, lieutenants, or advisers and to have
  higher-quality personalized exchanged with the
  leader than do out-group followers.
• The out-group followers tend to emphasize more
  formalized job requirements, and relative low
  level of mutual influence exist between leaders
  and out-group followers.
• LMX is associated with increased follower
  satisfaction and productivity, decrease turnover,
  increased salaries, and faster promotion rates.

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• Substitutes for Leadership Theory
• Substitutes for leadership make a leaders
  influence either unnecessary or redundant in that
  they replace a leaders influence.
• It will be unnecessary and perhaps not even
  possible for a leader to provide the kind of
  task-oriented directed already available from an
  experienced, talented, and well-trained
  subordinate.
• In contrast, neutralizers prevent a leader from
  behaving in a certain way or nullify the effects
  of a leader's action.
• Little formal authority or is physically
  separated, for example, his or her leadership may
  be nullified even tough task supportiveness may
  still be needed.

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CHARACTERISTICS OF INDIVIDUALS
IMPACT ON LEADERSHIP
Experience, ability, training
Professional orientation
Indifference towards organizational rewards
Substitutes for task-oriented leadership
Substitutes for task-oriented and supportive leadership
Neutralizes task-oriented and supportive leadership
CHARACTERISTICS OF JOB
Highly structured/routine
Intrinsically satisfying
Substitutes for task-oriented leadership
Substitutes for supportive leadership
CHARACTERISTICS OF ORGANIZATION
Cohesive
Low leader position power
Leader physically separated
Substitutes for task-oriented and supportive leadership
Neutralizes task-oriented and supportive leadership
Neutralizes task-oriented and supportive leadership
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Implicit Leadership

• To move from the symbolic leadership extension of
  leadership substitutes to implicit leadership.
• In the mid 1970s a couple of researchers argued
  that leadership factors are in the mind of the
  respondent. It remains to be established whether
  or not they are more than that. this general
  notion is described here in two forms.
• The first one is labeled leadership as
  attribution and the second is termed leadership
  prototypes.

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• Leadership as Attribution
• If leader attribute an employees poor
  performance to lack of effort, they may issue a
  reprimand, whereas if they attributes the poor
  performance to an external factor, such as work
  overload, they will probably try to fix the
  problem.
• Inference-based emphasizes leadership
  effectiveness as inferred by followers based on
  perceived group or organization performance
  outcomes.

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• Leadership Prototypes
• Leadership prototypes are the second form of
  leadership considered to be in the mind of the
  beholder. Here, research argues that people have
  a mental image of the characteristics that make a
  good leader or that a real leader would
  possess to be considered effective in a given
  situation.
• Leadership prototypes are an alternatives way to
  the inference-based approach to assess leadership
  and are termed recognition based (you know one
  when you see his or her characteristics profile).

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• Recognition-based is leadership effectiveness
  based on how well a person fits characteristics
  of a good or effective leader
• Small-scale study contrasted typical business
  leader prototypes between Japan an the United
  States.
• Japan responsible, educated, trustworthy,
  intelligent, disciplined
• United States determined, goal oriented,
  verbally skilled, industrious, persistent.

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Inspirational Leadership Perspective

• Charismatic Leadership.
• Are those leaders who, by force of their personal
  abilities, are capable of having a profound and
  extraordinary effect on followers.
• Transformational and Transactional Leadership.
• Transactional leadership involves
  leader-followers exchanges necessary for
  achieving routine performance agreed upon between
  leaders and followers.
• Transformational leadership occurs when leaders
  broaden and elevate followers interest and stir
  followers to look beyond their own interest to
  the good of others.

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• Charismatic and Transformational Leadership
  issues.
• Issues 1 can people be trained in
  charismatic/transformational leadership?
• Issues 2 is charismatic/transformational
  leadership always good?
• Sila bincangkan dalam kumpulan.

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Study Guide

• What are leadership foundations?
• Leadership is the process of influencing others
  to understand and agree about what needs to be
  done and how to do it, and the process of
  facilitating individual and collective efforts to
  accomplish shared objectives
• Leadership and management differ in that
  management is designed to promote stability or to
  make the organization run smoothly, whereas the
  role of leadership is to promote adaptive change.
• Traits or great-person approaches argue that
  leader traits have a major impact on
  differentiating between leaders and nonreaders or
  predicting leadership outcomes.
• Traits are considered relatively innate and hard
  to change.
• Similar to trait approaches, behavioral theories
  argue that leader behavior have a major impact on
  outcomes.
• Leader behavior theories are especially suitable
  for leadership training.

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• What are situational contingency approaches to
  leadership?
• Leader situational contingency approaches argue
  that leadership, in combination with various
  situational contingency variables, can have a
  major impact on outcomes.
• The effect of traits are enhanced to the extent
  of their relevance to the situational contingency
  faced by the leader.
• Strong or weak situational contingencies
  influence the impact of leadership traits.
• Fiedlers contingencies theory, Houses path-goal
  theory, Hersey and Blanchards situational
  leadership theory, Graens leader-member exchange
  theory, and Kerr and Jermiers substitutes for
  leadership theory are particularly important
  specific situational contingency approaches.
• Sometimes, as in the case of the substitutes for
  leadership approach, the role of situational
  contingencies replaces that of leadership, so
  that leadership has little or no impact in itself.

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• What are implicit leadership approaches to
  leadership?
• Attribution theory extends traditional leadership
  approaches by recognizing that substantive
  effects cannot always be objectively identified
  and measured
• Leaders form attribution about why their
  employees perform well or poorly and respond
  accordingly as do employees concerning leaders.
• Leaders and followers often infer that there is
  good leadership when their group performs well.
  This is an inferential perspective.
• Leaders and followers often have in mind a good
  leader prototype compare the leader against such
  a prototype an conclude that the closer the fit,
  the better the leadership. This is a
  representational perspective.
• Some contend that leadership makes no real
  difference and is largely symbolic others,
  following the romance of leadership notion,
  embrace this symbolic emphasis and attribute
  almost magical qualities to leadership.

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• What are inspirational perspective to leadership?
• Charismatic and transformational leadership helps
  move followers to achieve goals that transcend
  their own self-interests and help transform the
  organization.
• Particularly important among such approaches are
  Basss transformational theory and Houses and
  Conger and Kanungos charismatic perspectives.
• Transformational approaches are broader than
  charismatic ones and sometimes include charisma
  as one of their dimensions.
• Transformational/charismatic leadership, in
  general, are important because they go beyond
  traditional leadership in facilitating change in
  the increasingly fast-moving workplace.
• In terms of charismatic/transformational
  leadership training, Bass and his colleagues,
  Conger and Kanungo, and Kaouzos and Posner, among
  others, have developed such training programs.
• Charismatic/transformational leadership are not
  always good, as shown by the example of Adolf
  Hitler.
• Charismatic/transformational leadership are not
  always helpful since even if good, they may
  divert energy away from other kinds of
  leadership.
• Charismatic/transformational leadership are
  important throughout the organization, as well as
  the top.