Leadership is excellence a person or a few individuals in the group, in the process of controlling the symptoms of social
Brown (1936) found that leaders can not be separated from the group, but should be viewed as a position with high potential in the field. In the same case, Krech and Crutchfield saw that by virtue of a special position in the group he served as the primary agent for the determination of the structure of the group, group atmosphere, group goals, ideological groups, and group activities.
Leadership as a The ability to handle another person to obtain maximum results with minimum friction and great teamwork, leadership is a strength of spirit / moral, creative and focused.
Leaders are individuals who have a program / plan and with other members of the group moves to achieve goals in a certain way.
It comes two questions into the debate about the leader,
Is a leader born or the place?
Is a person's leadership effectiveness can be transferred from one organization to another by the same leader?
To answer the first question we look at some of the following opinions:
Parties who argues that "leaders are born" to see that someone would just be an effective leader because he was born with leadership talent.
Kubu which states that "leaders are formed and forged" argues that leadership effectiveness can be formed and forged one. The trick is to provide ample opportunity to those concerned to foster and develop leadership effectiveness through a variety of educational activities and leadership training.
Sondra (1994) concluded that a person would only be an effective leader if:
someone has been genetically leadership talents
talents are nurtured and developed through opportunities for leadership positions
supported by theoretical knowledge acquired through education and training, both public and involving leadership theory.
To answer these two questions arise can be formulated two categories, of course, should be studied further:
The success of someone leading an organization by itself can dilaihkan to leadership by the same people in other organizations
The success of a person to lead the organization is not a guarantee of success led other organizations.
Types of Leadership:
Type autocratic
All scientists who seek to understand the terms of autocratic leadership said that the leader is seen as a relatively autocratic characteristic of a negative.
Judging from the autocratic perception of a leader is someone who is very selfish. An authoritarian leader who will address the attitude that highlight "ego", among others, in the form of:
tendency to treat their subordinates with other tools in the organization, such as the engine, and thus the less respect the dignity of their
pengutmaan orientation towards the implementation and completion of tasks without linking the implementation of the task to the interests and needs of their subordinates.
Neglect the role of subordinates in decision making processes.
Leadership style autocratic leaders used include:
demanding full obedience from his subordinates
enforcing discipline showed ego
worded in giving orders or instructions
punitive approach dalamhal terhadinya irregularities by subordinates.
Leadership Theory
Leadership comes from the lead which contains two main points are:
leader as a subject, and.
led as objects.
The word implies direct lead, develop or manage, lead and also show or affect. Leaders have a responsibility, both physically and spiritually to the success of the work activity led, so being a leader is not easy and will not everyone has equality in running the pemimpinannya.
Myths Leader
Myth is the leader of the views or beliefs of society that is attached to the image of a leader. This myth is realized or not affect the development of leaders in the organization.
There are 3 (three) myths that developed in the community, the myth of the Birthright, the For All - Seasons, and the Intensity. Myth of the Birthright holds that leaders are born and not produced (educated). This myth is dangerous for the development of regeneration leaders as deemed fit to be a leader is a person who is born as a leader by nature, so it is not born as a leader does not have the opportunity to be a leader
Myth of the For All - Seasons holds that once a person is a leader forever he will be a successful leader. In fact, the success of a leader in one situation and circumstances are not necessarily the same as the other circumstances. Myth of the Intensity view that a leader must be able to be firm and stern because it was essentially a new worker will work if driven hard way. In fact violence affects labor productivity increased only at the beginning, just beginning, so productivity can not be guaranteed. Violence in fact, can grow to be the compulsion to reduce work productivity.
Leader Attributes
In general, personal attributes or the character that should be there or inherent in a leader are:
qualified, that has the capacity and capability that was better than the people they lead,
champions, meaning that a proven record of academic and non-academic balk that was better than the people they lead,
tangungjawab, it means having the ability and willingness of higher responsibility than the people they lead,
active, it means having the ability and willingness to participate in social and active socializing was better than those of people with a lead, and
although not necessarily, better socioeconomic status higher than the people they lead.
Nevertheless, variations of personal attributes may vary from one organization's situation with other organizations. Organizations with certain characters and situations demands a leader who has a variety of specific attributes as well.
CLASSICAL THEORY OF LEADERSHIP THEORY AND CONTINGENCY
According to the Nature of Leadership Theory (Trait Theory)
Studies of sifat-sifat/ciri-ciri first attempt to identify the physical characteristics, personality traits, and the ability of people believed to be a natural leader. Hundreds of studies of the properties / characteristics has been done, but sifat-sifat/ciri-ciri does not have a strong and consistent leadership to the success of a person. Research on the nature / characteristics do not pay attention to the question of how the nature / characteristics that interact as an integrator of personality and behavior or how the situation to determine the relevance of the different properties / traits and abilities for the success of a leader.
Various opinions about sifat-sifat/ciri-ciri ideal for a leader to have been discussed in these learning activities including a review of some of the qualities / characteristics of the ideal.
According Leadership Behavior Theory (Behavioral Theory)
For three decades, beginning in the early 1950's, research on the behavior of leaders has been dominated by a focus on a small number of aspects of the behavior. Most studies on leadership behavior during this period using a questionnaire to measure the task-oriented behavior and relationship oriented. Several studies have been conducted to see how the behavior associated with leadership effectiveness criteria such as subordinate satisfaction and performance. Other researchers using laboratory or field experiments to investigate how the behavior of a leader affects the subordinate satisfaction and performance. If we look at, the only findings that are consistent and somewhat stronger than the theory of this behavior is that the leaders are attentive to have more satisfied subordinates.
The results of the Ohio State University leadership studies indicate that leader behavior is essentially leads to two categories: consideration and initiating structure. The results of the Michigan University showed that the behavior of leaders have a tendency to subordinate oriented and production-oriented / results. Meanwhile, the leadership continuum models and Likert's Management System demonstrates how leadership behaviors towards subordinates in decision making. On the other hand, managerial grid, which graphically depict the actual criteria used by Ohio State University and the orientation used by the Michigan University. According to this theory, the behavior of the leader basically consists of its centerpiece behavior to human behavior and its focus on production.
Contingency Theory (Contigensy Theory)
Contingency theories assume that different patterns of leadership behavior (or characteristics) needed in a variety of situations for leadership effectiveness. Path-Goal Theory of leadership examines how four aspects of leadership behaviors affect the satisfaction and motivation of followers. In general, leaders motivate followers by influencing their perceptions about the possible consequences of the various efforts. When followers believe that the results can be obtained with a serious business and that such efforts will be successful, it is likely to do business. Other aspects such as the nature of the task situation, work environment and follower characteristics determine the success rate of this type of leadership behavior to improve customer satisfaction and business followers.
LPC of Fiedler's Contingency Model related to soften the effects of the three situational variables on the relationship between a trait leader (LPC) and the performance of followers. According to this model, leaders berskor high LPC is more effective for situations that are moderately favorable, whereas leaders with low LPC scores will be more profitable in both situations favorable or unfavorable. Leader Member Exchange Theory explains how leaders develop exchange relationships in different situations with different followers. Hersey and Blanchard Situational Theory focuses on the followers. This theory emphasizes the behavior of leaders in carrying out the task of leadership and leader follower relationship.
Leader Participation Model describes how the behavior of the leaders in the decision making process related to the variable situations. This model analyzes the different types of situations that may be faced by a leader in his leadership duties. The emphasis on leadership behaviors someone who is flexible according to the situation at hand.
LEADERSHIP THEORY CONTEMPORARY
Attributes of Leadership Theory
Attribution theory of leadership suggests that leadership is merely an attribution that people make or the leader of the other individuals who worked under him.
Several theories of attribution is still recognized by many people, namely:
Related inference theory (Correspondensi Inference), the behavior of others is a rich source of information.
Resource theory of attention in consciousness (Conscious attentional Resources) that the process of perception occurs in cognition people doing perception (observation).
Internal and external attribution theory advanced by Kelly & Micella, 1980 which is the theory that focuses on common sense.
Charismatic Leadership
Charisma is an attribution that comes from the interactive process between leaders and followers. Attributes such as charisma confidence, strong confidence, poise, speaking ability, and the more important is that these attributes and the leader's vision is relevant to the needs of the followers.
Various theories of charismatic leadership has been discussed in this learning activity. The theory of charismatic leadership of House stressed to personal identification, generating motivation by leaders and leaders influence the goals and the confidence of the followers. Attribution theory of charisma is more about personal identification as a major influence and internalization process as a secondary process. The theory of self-concept emphasizes the internalization of values, social identification and influence on the ability of self-leadership with only a slight role for personal identification. Meanwhile, the social contagion theory to explain the behavior of the followers are influenced by such leaders as possible through personal identification and other followers are influenced by the process of social contagion. On the other hand, the psychoanalytic explanation of charisma made it clear to us that the influence of the leader comes from personal identification with the leader.
Charisma is a phenomenon. There are several approaches that can be used by a charismatic leader for charism merutinisasi although difficult to implement. Charismatic leadership has a positive or negative impact on the followers and organizations.
Leadership Trnasformasional
Transforming leader (transforming leaders) trying to raise awareness of the followers by pointing to the ideals and moral values are higher.
Burns and Bass have described transformational leadership in organizations and distinguish transformational leadership, charismatic and transactional. Transformational leaders make the followers become more sensitive to the value and importance of the work, activating the needs at a higher level and lead the followers more interested in the organization. The result is the followers feel the confidence and respect for the leader, as well as motivated to do something beyond what is expected of her. Transformational effects achieved using charisma, inspirational leadership, diindividualisasi attention and intellectual stimulation.
The results Bennis and Nanus, Tichy and Devanna has provided some clarity on how transformational leaders change the culture and strategies of an organization. In general, transformational leaders to formulate a vision, develop a commitment to it, implement strategies to achieve that vision, and instill new values.
TYPOLOGY OF LEADERSHIP
Typology of Leadership Based Socio-Psychological Conditions
Socio-psychological conditions are all external and internal conditions that exist at the time of the appearance of a leader. In terms of socio-psychological conditions can be classified into the leader group leaders (leaders of crowds), the leader of the student / student (student leaders), public leaders (public leaders), and women leaders (women leaders). Each type of leader can still be made sub-type. Sub-types of group leaders are: compeller crowd, crowd exponent and representative crowd.
Sub-type of leader pupil / student is: the explorer president, the take-charge president, the organization president, and the moderators. Sub-types there are several public leaders, namely:
According Pluto: timocratic, plutocratic, and tyrannical
According to Bell, et al: formal leader, reputational leaders, social leaders, and Influential Leader
According J.M. Burns, there are legislative leaders are: ideologues, tribunes, careerist, and parliementarians.
According to Kincheloe, Prophet or Apostle also includes a public leader, who has a very prominent capability that distinguishes a leader not a prophet or apostle, namely in terms of generating confidence and respect for followers to enthusiastically follow and emulate the teachings he had brought all the attitude and behavior.
Another type of leader who is the leader of women, which clung to 4 setereotip society, namely as: the earth mother, the manipulator, the workaholic, and the egalitarian.
Based Leadership Personality Typology
Personality typology based leadership can be classified into two major groups, namely typology Myers - Briggs typology based on the scale and the CPI (California Personality Inventory). Myers - Briggs personality types are grouped based on the concept developed by Jung psychoanalysis, namely: extrovert - introvert, sensing - intuitive, thinking - feeling, judging - perceiving. This personality type then he studied in the United States and obtained a manager type of leader personality based on the following:
ISTJ: Introverted - sensing - thinking - judging
ESTJ: extrovert - sensing - thinking - judging
ENTJ: extrovert - intuitive - thinking - judging
INTJ: Introverted - intuitive - thinking - judging
Then, using the type of personality that is organized around the concept of psychoanalysis Jung, Delunas do research on managers and ekesekutif state, based on the type of leader and group personality as follows:
Sensors - perceivers
Sensors - judgers
Intuitive - thinkers
Intuitive - feelers
Another personality typology is as prepared using the scale CPI (California Personality Invetory) were grouped into the type of leader: a leader, innovator, saint, and artist.
Typology Based on Leadership Style Leadership
There are four groups, arranged on leadership typology of leadership styles, namely typology Blake - Mouton, Reddin typology, typology Bradford - Cohen, and typology Leavitt. According to Blake - Mouton type of leader can be divided into types:
Relationship Orientation Leader Low Extreme, Extreme High task orientation,
Relationship Orientation Leader High Extreme, Extreme Low task orientation,
Relationship Orientation Leader Low Extreme, Extreme Low task orientation,
Relationship Orientation Leader Moderate, Moderate task orientation, and
Relationship Orientation Leader High Extreme, Extreme High task orientation
Then Reddin doing further development on this typology, and find the type of leader as follows: deserter, missionary, compromiser, bureaucrat, benevolent autocrat, developers, and executive. While Bradford and Cohen split into the type of leader: technician, conductor, and developers. Leadership typology developed by Leavitt divided into the type of leader: pathfinders, problem solvers, and Implementers.
Typology Based Leadership Role Function and Behavior
Typology leader based functions, roles, and behavior of leaders is composed typology pemimpn personal interaction with the starting point in the group. These types of leaders in this typology can be divided into groups based on the type of function, based on the role, and based on the behavior shown by the leader. Based on his behavior, the type of leader are grouped in the type of leader who expressed by: Cattell and Stice; S. Levine; Clarke; Komaki, Zlotnik and Jensen. Based on the function, the type of leader can be categorized into groups by the type of leader who stated: Bales and Slater; Roby; Shutz; Cattell; Bowes and Seashore. Based on their role, the type of leader can be categorized into groups by the type of leader who stated: Benne and sheats, and Mintzberg.
Type paternalistic
Type of paternalistic leader only in communities that are traditional, agrarian generally in society. One of the main characteristics of traditional masuarakat is high respect anggiota addressed by society to a parent or someone who is elder.
Such fatherly leader, as a role model or a model society. Usually tiokoh traditional stores, the scholars and teachers. Leader is to develop an attitude of togetherness.
Type Charismatic
There are not many things that can be seen from the existing literature on charismatic leadership criteria. It does have unique characteristics that are very alluring appeal so as to gain followers whose numbers are sometimes very large. Strictly speaking a charismatic leader is someone who is admired by many followers though his followers are not always able to explain in concrete terms why people are admired.
Type of Laissez Faire
This leader is generally held that the organization will run smoothly on its own because the members of the organization made up of people who've grown up knowing what the goals of the organization, what goals you want to achieve, what tasks must be accomplished by each member and leaders are not too frequent intervention.
Characteristics of this type and style of leadership are:
delegation of authority occurs extensively
decision left to the head of the lower authorities and the operational personnel, except in certain things that obviously requires direct involvement.
Organizational status quo is not disturbed
Growth and development of thinking skills and innovative bertindah submitted to the members of the organization in question itself.
Throughout and for the members of the organization exhibit the behavior and work performance is adequate, the organization's leadership interventions are at a minimum.
Democratic Study
The democratic leader is usually looked at its role as a coordinator and integrator of various elements and components of the organization.
Realizing that inevitably organization should be structured in such a way that clearly describe a variety of tasks and activities that can not be done to achieve the goal.
Seeing the trend of the division of roles according to the level.
Treat people in a humane manner and uphold human dignity
A respected democratic leaders instead of feared.
Of the characteristics of the ideal leader and leadership, among others:
Broad general knowledge, the higher one's position in the hierarchy of organizational leadership, he increasingly required to be able to think and act as generalists.
Growing and Developing Capabilities
Inquisitive attitude or curiosity, is an attitude that reflects two things: first, not satisfied with the level of knowledge, and second, the willingness and desire to explore and find new things.
Analytical ability, leadership effectiveness person is no longer in its ability to carry out the operational activities of a technical nature, but rather in her ability to think. How and thinking skills needed dalah the integrative, strategic and problem solving oriented.
Strong Memory, leaders must have the ability intelligentsia, which is above the average ability of the people they lead, one form of intellectual ability is a good memory.
Integrative capacity, the leader must be an integrator and has a holistic view of orgainasi.
Effective Communication Skills, communication functions within the organization include: the function of motivation, emotion expression functions, functions of information delivery and monitoring functions.
Educate skills, have the ability to use the opportunity to improve their subordinates, changing attitudes and behavior and improve his dedication to the organization.
Rationality, the higher one's position, the greater the managerial demands on him to prove his ability to think. Result thought it would take effect not only within the organization, but also in relation to the organization with the parties concerned on the outside of the organization.
Objectivity, leaders are expected and even demanded role as father and mentor to his subordinates. One key to the success of a leader in driving the organization lies in its ability to act objectively.
Pragmatism, in organizational life, pragmatic attitude is usually manifested in the following forms: first, the ability to set goals and targets that are within range of the ability to achieve meaningful set realistic goals and objectives without compromising ideals. Second, accept the reality if the way of life does not always achieve the expected results.
Determining the ability of Priority, which is usually the starting point is the organizational strategic "SWOT".
Ability Distinguishing the Urgent and the Important
Right Instincts, kekampuannya to choose the right time to do or not do something.
Sense of cohesion is high,: sepenanggungan same boat ", keterikan one another.
Relevance of high taste, the leader is able to think and act so that the things he does have a high relevance and directly with the achievement of business goals and objectives of the organization.
Example, s someone who deserves to be rated as a role model and example of the attitude, behavior and conduct.
Being a Good Listener
Adaptability, leadership is always situational, conditional, temporal and spatial.
Flexibility, able to make changes in how we think, how to act, attitude and behavior to suit the demands of the particular circumstances faced without sacrificing the principles of life are followed by someone.
Assertiveness
Courage
Future Orientation
Anticipatory and proactive attitude
