PAPER OF ORGANIZATION BEHAVIOUR

ABOUT
IDEAL LEADERSHIP STYLE AND ITS APPLICATION IN POLITIC ORGANIZATIONS
AS A TOOL TO ACHIEVE THE GOALS


Complied by:
1. Titik Akhiroh (7211412036)
2. Wijayanti (7211412057)
3. Istiqomah Fajaryanti (7211412049)
4. Atika Sukma W. (7211412058)
5. Umi Hanifah (7211412037)


Semarang State University
Economic Faculty
2012/2013


Preface

Praises and thanks to Allah for all of Gods help and permit so the writer can
befinished the paper about Ideal Leadership Style and Its Application in
Organizations as Tool to Achieve Goals.
This papers is organized as final task of Organization Behaviours Lesson.
With the formulation of this paper are expected to provide information and
knowledge to the reader about Ideal Leadership Style And Its Application in
Organizations.
The authors realize that this paper is still far from perfect. Therefore, I expect
criticism and suggestions from readers. Because of criticisms and suggestions readers can
motivate writers in refining the paper for the future.



Semarang, March 2013


Writers












TABLE OF CONTENTS

Title Page......................................................................................................................i
Preface..........................................................................................................................ii
Table of Contents........................................................................................................iii
CHAPTER I. INTRODUCTION
A. Background of the Problem.....................................................................................1
B. Formulation of the Problem.....................................................................................2
C. Purposes...................................................................................................................3
CHAPTER II. LITERATURE REVIEW
A. Definition of Leadership
B. Styles of Leadership
C. Definition of Politic
D. Definition of Power
CHAPTER III. CRITICISM
CHAPTER IV. CLOSING
A. Conclusion............................................................................................................
B. Suggestion.............................................................................................................
C. Bibliography.........................................................................................................














CHAPTER I
INTRODUCTION

A. Background of the Problem
Studies of leadership styles are diverse in nature and multiple definitions have been
offered. However, leadership style can be defined broadly as the manner and approach of
providing direction, implementing plans, and motivating people.
Bases of power refer to the methods that managers and leaders utilize to influence
their employees. When examining bases of power, the concept of authority must also be
considered. These two are interconnected attributes tied to the behavior of superiors over
subordinates. In their article, "Are There No Limits To Authority?", David Knights and
Darren McCabe explain that "power should be understood to be a condition of social
relations. Thus, it is erroneous to ask who has power. Instead, it is necessary to explore
how power is exercised."
In turn, the nature of how power is exercised is a workable definition for authority.
In short, authority and power are intertwined, with power being the ability to do things or
have others do what one has ordered while authority is the foundation on which that
power is built.

B. Formulation of the Problem
1. How can be a effective leader?
2. How is leadership style can call ideal?
3. How is one use the power in the politic organization?
C. Purposes
The following are purposes of the paper:
1. As a final task organization behaviours lesson
2. Give knowlegde about leadership, politic, and power
3. Give knowledge about ideal leadership style in the politic organization



CHAPTER II
LITERATURE REVIEW
A. Definition of Leadership
Leadership has been described as the "process of social influence in which one person is
able to enlist the aid and support of others in the accomplishment of a common task". A
definition more inclusive of followers comes from Alan Keith of Genentech who said
Leadership is ultimately about creating a way for people to contribute to making
something extraordinary happen. Students of leadership have produced theories involving
traits, situational interaction, function, behavior, power, vision and values, charisma, and
intelligence among others.
B. Theories of Leadership
1. Trait Theory
Trait theory tries to describe the types of behavior and personality tendencies associated
with effective leadership. This is probably the first academic theory of leadership.
Ronald Heifetz (1994) traces the trait theory approach back to the nineteenth-century
tradition of associating the history of society to the history of great men. Thomas
Carlyle can be considered one of the pioneers of the trait theory. In On Heroes, Hero-
Worship, and the Heroic History (1841) he used such approach to identify the talents,
skills and physical characteristics of men who arose to power.
Proponents of the trait approach usually list leadership qualities, assuming certain traits
or characteristics will tend to lead to effective leadership. Shelley Kirkpatrick and
Edwin A. Locke (1991) exemplify the trait theory. They argue that "key leader traits
include: drive (a broad term which includes achievement, motivation, ambition, energy,
tenacity, and initiative), leadership motivation (the desire to lead but not to seek power
as an end in itself), honesty, integrity, self-confidence (which is associated with
emotional stability), cognitive ability, and knowledge of the business. According to
their research, "there is less clear evidence for traits such as charisma, creativity and
flexibility".
2. Situational theory
Situational theory appeared as an alternative to the trait theory of leadership. Social
scientists argued that history was more than the result of intervention of great men as
Carlyle suggested. Herbert Spencer suggested in 1884 that the times produce the person
and not the other way around. This theory assumes that different situations call for
different characteristics. According to this group of theories, no single optimal
psychographic profile of a leader exists. The situational leadership model of Hersey and
Blanchard, for example, suggest four leadership-styles and four levels of follower-
development. For effectiveness, the model posits that the leadership-style must match
the appropriate level of followership-development. In this model, leadership behavior
becomes a function not only of the characteristics of the leader, but of the
characteristics of followers as well. Other situational leadership models introduce a
variety of situational variables. These determinants include:
- the nature of the task (structured or routine)
- organizational policies, climate, and culture
- the preferences of the leader's superiors
- the expectations of peers
- the reciprocal responses of followers
The contingency model of Vroom and Yetton uses other situational variables,
including:
- the nature of the problem
- the requirements for accuracy
- the acceptance of an initiative
- time-constraints
- cost constraints
The Fiedler contingency model bases the leader's effectiveness on what Fred Fiedler
called situational contingency. This results from the interaction of leadership style and
situational favorableness (later called "situational control").
In the path-goal model of leadership, developed jointly by Martin Evans and Robert
House and based on the "Expectancy Theory of Motivation", a leader has the function
of clearing the path toward the goal(s) of the group, by meeting the needs of
subordinates.
4. Functional Theory
Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962) is a
particularly useful theory for addressing specific leader behaviors expected to
contribute to organizational or unit effectiveness. This theory argues that the leaders
main job is to see that whatever is necessary to group needs is taken care of; thus, a
leader can be said to have done their job well when they have contributed to group
effectiveness and cohesion (Fleishman et al., 1991; Hackman & Wageman, 2005;
Hackman & Walton, 1986). While functional leadership theory has most often been
applied to team leadership (Zaccaro, Rittman, & Marks, 2001), it has also been
effectively applied to broader organizational leadership as well (Zaccaro, 2001). In
summarizing literature on functional leadership (see Kozlowski et al. (1996), Zaccaro et
al. (2001), Hackman and Walton (1986), Hackman & Wageman (2005), Morgeson
(2005)), Klein, Zeigert, Knight, and Xiao (2006) observed five broad functions a leader
provides when promoting unit effectiveness. These functions include: (1)
environmental monitoring, (2) organizing subordinate activities, (3) teaching and
coaching subordinates, (4) motivating others, and (5) intervening actively in the group's
work.
A variety of leadership behaviors are expected to facilitate these functions. In
initial work identifying leader behavior, Fleishman (Fleishman, 1953) observed that
subordinates perceived their supervisors behavior in terms of two broad categories
referred to as consideration and initiating structure. Consideration includes behavior
involved in fostering effective relationships. Examples of such behavior would include
showing concern for a subordinate or acting in a supportive manner towards others.
Initiating structure involves the actions of the leader focused specifically on task
accomplishment. This could include role clarification, setting performance standards,
and holding subordinates accountable to those standards.
5. Behavior Theory
However one determines leadership behavior, one can categorize it into various
leadership styles. Many ways of doing this exist. For example, the Managerial Grid
Model, a behavioral leadership-model, suggests five different leadership styles, based
on leaders' strength of concern for people and their concern for goal achievement.
David McClelland saw leadership skills, not so much as a set of traits, but as a pattern
of motives. He claimed that successful leaders will tend to have a high need for power,
a low need for affiliation, and a high level of what he called activity inhibition (one
might call it self-control).
C.Leadership Styles
Kurt Lewin, Ronald Lipitt, and R. K. White identified three leadership styles:
authoritarian, democratic, and laissez-faire, based on the amount of influence and power
exercised by the leader. Other leadership styles have been identified as discussed below.
The bureaucratic leader (Weber, 1905) is very structured and follows the procedures as
they have been established. This type of leadership has no space to explore new ways to
solve problems and is usually slow paced to ensure adherence to the ladders stated by the
company. Leaders ensure that all the steps have been followed prior to sending it to the
next level of authority. Universities, hospitals, banks and government usually require this
type of leader in their organizations to ensure quality, increase security and decrease
corruption. Leaders who try to speed up the process will experience frustration and
anxiety.
The charismatic leader (Weber, 1905) leads by infusing energy and eagerness into their
team members. This type of leader has to be committed to the organization for the long
run. If the success of the division or project is attributed to the leader and not the team,
charismatic leaders may become a risk for the company by deciding to resign for advanced
opportunities. It takes the company time and hard work to gain the employees' confidence
back with other type of leadership after they have committed themselves to the magnetism
of a charismatic leader.
The autocratic leader (Lewin, Lippitt, & White, 1939) is given the power to make
decisions alone, having total authority. This leadership style is good for employees that
need close supervision to perform certain tasks.
The democratic leader (Lewin, Lippitt, & White, 1939) This style involves the leader
including one or more employees in the decision making process (determining what to do
and how to do it). However, the leader retains the final decision making authority. Using
this style is not a sign of weakness, rather it is a sign of strength that your employees will
respect. This is normally used when you have part of the information, and your employees
have other parts. Note that a leader is not expected to know everything this is why you
employ knowledgeable and skillful employees. Using this style is of mutual benefit it
allows them to become part of the team and allows you to make better decisions.
The laissez-faire ("let do") leader (Lewin, Lippitt, & White, 1939)[8] In this style, the
leader allows the employees to make the decisions. However, the leader is still responsible
for the decisions that are made. This is used when employees are able to analyze the
situation and determine what needs to be done and how to do it. You cannot do
everything! You must set priorities and delegate certain tasks. This is not a style to use so
that you can blame others when things go wrong, rather this is a style to be used when you
fully trust and confidence in the people below you. Do not be afraid to use it, however, use
it wisely!
The people-oriented leader (Fiedler, 1967) is the one who, in order to comply with
effectiveness and efficiency, supports, trains and develops his personnel, increasing job
satisfaction and genuine interest to do a good job.
The task-oriented leader (Fiedler, 1967) focuses on the job, and concentrates on the
specific tasks assigned to each employee to reach goal accomplishment. This leadership
style suffers the same motivation issues as autocratic leadership, showing no involvement
in the teams needs. It requires close supervision and control to achieve expected results.
Another name for this is deal maker (Rowley & Roevens, 1999) and is linked to a first
phase in managing Change, enhance, according to the Organize with Chaos approach.
The servant leader (Greenleaf, 1977) facilitates goal accomplishment by giving its team
members what they need in order to be productive. This leader is an instrument employees
use to reach the goal rather than a commanding voice that moves to change. This
leadership style, in a manner similar to democratic leadership, tends to achieve the results
in a slower time frame than other styles, although employee engagement is higher.
The transactional leader (Burns, 1978)[12] is given power to perform certain tasks and
reward or punish for the team's performance. It gives the opportunity to the manager to
lead the group and the group agrees to follow his lead to accomplish a predetermined goal
in exchange for something else. Power is given to the leader to evaluate, correct and train
subordinates when productivity is not up to the desired level and reward effectiveness
when expected outcome is reached.
The transformational leader (Burns, 1978)[12] motivates its team to be effective and
efficient. Communication is the base for goal achievement focusing the group on the final
desired outcome or goal attainment. This leader is highly visible and uses chain of command
to get the job done. Transformational leaders focus on the big picture, needing to be
surrounded by people who take care of the details. The leader is always looking for ideas that
move the organization to reach the company's vision.
The environment leader ( Carmazzi, 2005) is the one who nurtures group or organizational
environment to affect the emotional and psychological perception of an individual's place in
that group or organization. An understanding and application of group psychology and
dynamics is essential for this style to be effective. The leader uses organizational culture to
inspire individuals and develop leaders at all levels. This leadership style relies on creating an
education matrix where groups interactively learn the fundamental psychology of group
dynamics and culture from each other. The leader uses this psychology, and complementary
language, to influence direction through the members of the inspired group to do what is
required for the benefit of all.
Leadership styles of "outstanding leaders"
In 1994 House and Podsakoff attempted to summarize the behaviors and approaches
of "outstanding leaders" that they obtained from some more modern theories and research
findings. These leadership behaviors and approaches do not constitute specific styles, but
cumulatively they probably characterize the most effective style of leaders/managers of the
time. The listed leadership "styles" cover:
1. Vision. Outstanding leaders articulate an ideological vision congruent with the deeply-held
values of followers, a vision that describes a better future to which the followers have an
alleged moral right.
2. Passion and self-sacrifice. Leaders display a passion for, and have a strong conviction of,
what they regard as the moral correctness of their vision. They engage in outstanding or
extraordinary behavior and make extraordinary self-sacrifices in the interest of their vision
and mission.
3. Confidence, determination, and persistence. Outstanding leaders display a high degree of
faith in themselves and in the attainment of the vision they articulate. Theoretically, such
leaders need to have a very high degree of self-confidence and moral conviction because their
mission usually challenges the status quo and, therefore, may offend those who have a stake
in preserving the established order.
4. Image-building. House and Podsakoff regard outstanding leaders as self-conscious about
their own image. They recognize the desirability of followers perceiving them as competent,
credible, and trustworthy.
5. Role-modeling. Leader-image-building sets the stage for effective role-modeling because
followers identify with the values of role models whom they perceived in positive terms.
6. External representation. Outstanding leaders act as spokespersons for their respective
organizations and symbolically represent those organizations to external constituencies.
7. Expectations of and confidence in followers. Outstanding leaders communicate
expectations of high performance from their followers and strong confidence in their
followers' ability to meet such expectations.
8. Selective motive-arousal. Outstanding leaders selectively arouse those motives of
followers that the outstanding leaders see as of special relevance to the successful
accomplishment of the vision and mission.
9. Frame alignment. To persuade followers to accept and implement change, outstanding
leaders engage in "frame alignment". This refers to the linkage of individual and leader
interpretive orientations such that some set of followers' interests, values, and beliefs, as well
as the leader's activities, goals, and ideology, becomes congruent and complementary.
10. Inspirational communication. Outstanding leaders often, but not always, communicate
their message in an inspirational manner using vivid stories, slogans, symbols, and
ceremonies.
Even though these ten leadership behaviors and approaches do not really equate to
specific styles, evidence has started to accumulate that a leader's style can make a difference.
Style becomes the key to the formulation and implementation of strategy and plays an
important role in work-group membership activity and in team citizenship. Little doubt exists
that the way (style) in which leaders influence work-group members can make a difference in
their own and their people's performance.
Leadership and Emotions
Leadership can be perceived as a particularly emotion-laden process, with emotions
entwined with the social influence process. In an organization, the leaders mood has some
effects on his group. These effects can be described in 3 levels:
1. The mood of individual group members. Group members with leaders in a positive mood
experience more positive mood than do group members with leaders in a negative mood.The
leaders transmit their moods to other group members through the mechanism of mood
contagion.Mood contagion may be one of the psychological mechanisms by which
charismatic leaders influence followers.
2. The affective tone of the group. Group affective tone represents the consistent or
homogeneous affective reactions within a group. Group affective tone is an aggregate of the
moods of the individual members of the group and refers to mood at the group level of
analysis. Groups with leaders in a positive mood have a more positive affective tone than do
groups with leaders in a negative mood.
3. Group processes like coordination, effort expenditure, and task strategy.Public expressions
of mood impact how group members think and act. When people experience and express
mood, they send signals to others. Leaders signal their goals, intentions, and attitudes through
their expressions of moods. For example, expressions of positive moods by leaders signal that
leaders deem progress toward goals to be good.The group members respond to those signals
cognitively and behaviorally in ways that are reflected in the group processes.
In research about client service it was found that expressions of positive mood by the
leader improve the performance of the group, although in other sectors there were another
findings.
Beyond the leader's mood, his behavior is a source for employee positive and negative
emotions at work. The leader creates situations and events that lead to emotional response.
Certain leader behaviors displayed during interactions with their employees are the sources of
these affective events. Leaders shape workplace affective events. Examples feedback giving,
allocating tasks, resource distribution. Since employee behavior and productivity are directly
affected by their emotional states, it is imperative to consider employee emotional responses
to organizational leaders. Emotional intelligence, the ability to understand and manage moods
and emotions in the self and others, contributes to effective leadership in organizations.
D. Definition of Politic
There are some definition of politic:
Behaviour outside the normal power system, designed to benefit an individual or a
subunit.
Activities which arent required as part of one's formal role in the organization, but
that influence or attempt to influence the distribution of advantages and disadvantages
within the organization.















CHAPTER III
CRITICISM
































CHAPTER IV
CLOSING

A. Conclusion

B. Suggestion
C. Bibliography
Robert House and Philip M. Podsakoff.1994. "Leadership Effectiveness: Past
Perspectives and Future Directions for Research" in Greenberg, Jerald ed.
Organizational Behavior: The State of the Science, Hillsdale, NJ, England: Erlbaum
Associates Inc
Robbins, Stephen P.2002.Prinsip prinsip Perilaku Organisasi. Jakarta. Erlangga