THE

HISTORY
OF
THINKING
Kuliah Kepemimpinan dan Negosiasi
ABOUT
Tony Rooswiyanto
LEADERSHI
P
1

Chapter 1
The history of thinking about
leader

Leadership : All you need to know

Five recurring topics in the study of leadership (1)

Topic

Unit of analysis

Variables of interest

The leaders

Individual leaders

Their abilities,
personality, traits,
beliefs and behaviors,
values, background and
patology

The led

Acolytes, teams,
and organizations

Mutual influence
between the leader and
followers; their needs
circumstances; the
power they invest in a
leader and why they do
it.

Power and
influence

Organizational
Influence tactics; how
roles and positions leaders acquire and use 3

Leadership : All you need to know

Five recurring topics in the study of leadership (2)
Topic
The situation

Leader
emergence
versus
effectiveness

Unit of
analysis
Environment or
context in which
leadership
occurs

Individuals
and /or groups

Variables of
interest
Situation effects on
leader behavior;
factors defining
favorable situations;
antecedents anf
consequences.
The route to
leadership of
individuals or groups;
their effectiveness in
office; the metrics by
which they can be
4

evelopment of Thinking on Leadership in the 20th Century (1

Perio
d

Approach Dominant Ideas

1910s Scientific
managem
ent

Use science to design the work and to

recruit and train the workers who need to
be firmly led by their managers. Managers
apply science in planning: the workers
perfom the tasks.

1920s Trait
theory

Leadership can be understood by

identifying the distingushing
characteristics or traits of great leaders.

1950s Style
theory

Ladership effectiveness may be explained

and developed by identifying appropriate
styles and behaviors.

1960s Contingen
cy theory

Leadership occurs in a context and is

practiced differently depending on each
situations: hence situational leadership.

1970s Charismati Leadership is concerned with charismatic

c theory
behavior of leaders and their ability to
5
transform an organization.

evelopment of Thinking on Leadership in the 20th Century (2

Perio
d

Approach Dominant Ideas

1980s New
leadership
/ neocharismati
c theory

Leadership and management are

different. Leaders require a
transformational focus which
encompasess a range of characteristics
and behaviors in addition to charisma.

Late
Emerging
1990s approache
s
a)
a) Leadeship may be understood by
Strategic
examination of strategic decision making
leadership
b) Change
leadershi

2000s Reemergenc

b) Leadership is inexorably linked to the

management change. Leader behaviors
may best be understood in the context of
delivering change.
Meta-analytic studies of the big 5
personality characteristic; their impact on 6

ewins three styles of leadership (1)

Authoritarian

Democratic

Laissez-faire

All determination
of policy is carried
out by the leader.

All policies are a

matter of group
discussion and
decision,
encouraged and
assisted by the
leader.

Complete freedom
for group or
individual
decisions, with a
minimum of leader
participation.

Tactics dictated by
the leader, one at
a time, so that
future steps were
largely uncertain.

Tactics are decided

during discussions.
General steps to
the groups goal
sketched out by
the leader. When
technical advice
was needed, the
leader suggested

Various materials
supplied by the
leader, who made
it clear that
information would
be supplied when
requested and
took no other part
in work discussion.

ewins three styles of leadership (2)

Authoritarian

Democratic

Laissez-faire

The leader usually

dictated the
particular work
task and work
companion of
each member.

The members
were free to work
with whomever
they chose, and
the division of
tasks was left up
to the group.

Complete non
participation by
the leader.

The leader tended

to be personal
in the praise and
criticism of the
work of each
member,
remained aloof
from active group
participation.

The leader was

objective or
fact-minded in
praise and
criticism and tried
to be a regular
group member in
spirit whitout
doing too much of

Few spontaneous
comments on
member activities
unless
questioned, and
no attempt to
appraise or
regulate the
course of events.

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