16/08/2016

Hardisman
http://staff.unand.ac.id/hardisman

 S3: Doktor / PhD in Public Health and Medicine

 DrPH (Med) , Adelaide, Australia, 2012
 S2 (Master): Health International and Development:
2008
Major/ Specialisation: in Health Professional Education and Ethic
Field: Healthcare Policy
 Medical professional degree/ MD (Doctor of
Medicine); equivalent to MBBS/ dokter: 2003
Dr. Hardisman Bachelor of Medicine (M.B)/ SKed: 2001.
[MD, MHID, DrPH] Padang, West Sumatera.

 dr. Hardisman, MHID, DrPH (Med)

 Contact: hardisman@gmail.com/
hardisman@fk.unand.ac.id

Definition of Leadership
Referensi yang dapat dipelajari
Many definitions of leadership based on many views /
Book:
 Blake, R.; Mouton, J. (1964). The Managerial Grid: The Key to Leadership perspectives:
Excellence. Houston: Gulf Publishing Co.
 Fiedler, F.E. (1967). A theory of leadership effectiveness. McGraw-Hill: Harper
As the focus of group processes (Bass -1990):
and Row Publishers Inc. 
 Northouse, G. (2007). Leadership theory and practice. (3rd ed.) Thousand Oaks, The leader is at the center of group change and
CA: Sage Publications activity and embodies the will of group
 Rowe, W. G. (2007). Cases in Leadership. Thousand Oaks, CA: Sage Publications.
 Northouse, PG. (2000) Leadership Theory and Practice. Response
Books Conceptualizes from a personally perspective:
 Daft, RL. (2005). Leadership Experience. McGraw Hills

The leadership is a combination of special traits or
Web Resources: characteristics that individuals possess and that
 http://www.nchl.org/ enable them to induce others to accomplish tasks
 https://www.leadershipacademy.nhs.uk/wp-
content/uploads/2013/10/NHSLeadership-LeadershipModel-10-Print.pdf

 As an act or behavior: As an instrument of goal achievement and meet


their needs:
The things leaders to do bring about change in group
Leadership that transforms followers through vision
setting, role modeling, and individualized attention
 In terms of the power relationship that exists
between leaders and followers:
 Leadership from a skills perspective:
Leaders have power and wield it to effect change in This viewpoint stresses the capabilities (knowledge
others and skills) that make effective leadership possible

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Components As Central To
The Phenomenon Of Leadership
a) Leadership is a process
b) Leadership involves influence
c) Leadership occurs within a group context
d) Leadership involves goal attainment
↓↓↓↓
Definition
↓↓↓↓
Leadership is a process whereby an individual
influences a group of individuals to achieve a
common goal
b) Leadership involves influence:
- It is concerned with how the leader affects
followers
- Influence is the sine qua non of leadership
- Without influence, leadership does not exist
d) Leadership includes attention to goals:
- The leadership has to do with directing a group of
individuals toward accomplishing some task or
end
- Leaders direct their energies toward
individuals who are trying to achieve something
together
- Leadership occurs and has its effects in contexts
where individuals are moving toward a goal
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a) Defining leadership is a process means:
- It is not a trait or characteristic that resides in
leader, but it is a transactional event that occurs
between the leader and followers
- Process implies that a leader affects and is
affected by followers
- The leadership is not a linear, one way event,
but rather an interactive event
- Leadership becomes available to everyone
c) Leadership occurs in groups:
- Leadership involves influencing a group of
individuals who have a common purpose
- It can be small task group, community group,
or large group encompassing an entire
organization
- Leadership training programs that teach people to
lead themselves are not considered is a part of
leadership within the definition
 Both leaders and followers are involved together
in the leadership process
 Leaders need followers and followers need leaders
 Although leaders and followers are closely linked ,
it is the leader who often:
- initiates the relationship,
- creates the communication linkages, and
- carries the burden for maintaining the
relationship
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Kesimpulan --> Kepemimpinan
 Kemampuan, proses dan kegiatan dalam memberikan
pengaruh kepada orang lain secara sosial untuk dapat
mencapai suatu tujuan.
 Tujuan dalam kepemimpinan umumnya adalah tujuan
bersama: tujuan organisasi.
Mengapa Teori Kepemimpinan Penting?
Sumber Gambar:
Matthew J. Grawitch, http://www.slu.edu/x13816.xml
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TEORI KEPEMIMPINAN
 Teori Kepemimpinan Barat Klasik (Early Western Theory)
= Teori Kepemimpinan Trait (Trait Theory)
 Teori Pendekatan Faktor Pendukung (Attribute Pattern
Approach)
 Teori Perilaku dan Taktik (Behavioral and Style Theories)
 Teori Kepemimpinan Situasional (Situational Theory)
 Teori Kepemimpinan Fungsional (Functional Theory)
 Teori Intergrasi Psikologi (Integrated Psychological Theory)
 Teori Kepemimpinan Transaksional (Transactional Theory)
 Teori Kepemimpinan Transformatif (Transformational
Theory)
 Teori Kepemimpinan Interaksi Dan Pertukaran Peran
(Leader–member Exchange Theory)
 Teori Kepemimpinan Baru (New Emerging Theory)
TraitTheory
Kepemimpinan :
 Kebutuhan
 Perbedaan individu ‘pemimpin’
dan yang dipimpin
 Perbedaan ‘kualitas personal
bawaan’  intelijensi, kecakapan
dan potensi.
 Pemimpin yang baik & efektif:
pengaruh penampilan dan
kepuasan pengikut
Other Model
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Teori Kepemimpinan Perilaku

 Kritik atas teori trait
 Teori perilaku kepemimpinan:
Kepemimpinan ditentukan oleh: kemampuan dan
kepercayaan diri dalam melakukan proses
kepemimpinan (confidence and self esteem)
 Teori perilaku  model manajerial

Northouse Model,
Sumber: Northouse, G. (2007). Leadership theory and practice. (3rd ed.)
Thousand Oaks, CA: Sage Publications

Maturity Level
Teori Kepemimpinan Situasional  M1 (Not Mature), M2, M3,  M4 (Optimal Mature)

 Kepemiminan dilakukan ats dasar kondisi yang

dipimpinan dan organisinya Developing People (Follower Motivation):
 Pada kepemimpinan situasional 4 gaya  D1 - Low competence and high commitment
kepemimpinan: S1,S2,S3,S4  D2 - Low competence and low commitment
 S1: Telling/ Directing  D3 - High competence and low/variable commitment
 S2: Selling/ Coaching
 D4 - High competence and high commitment
 S3: Participating/ Supporting
 S4: Delegating
Contingency Model

Functional Theory
 Kepemimpinan bukan tergantung pada orangnya 
Prilaku/ fungsi dalam grup
 Fungsi tersebut:
 Tugas dan tanggungjawab
 Team atau kelompok
 Individu

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Gaya Kepemimpinan
(Leadership Style)
 Otoriter (Autocratic or
authoritarian style)
 Partisipatif (Participative or
democratic style)
 Narcissistic leadership
 Free-rein style
 Toxic leadership

Gaya Kepemimpinan
(Leadership Style)
 Otoriter (Autocratic or
authoritarian style)
 Partisipatif (Participative or
democratic style)
 Narsistik (Narcissistic leadership)
 Transaksional (Transactional)
 Transformatif (Transformational)
 Bebas (Free-rein style)
 Toksik (Toxic leadership)
 etc

Mengapa ada style kepemimpinan Kekuasan Sosial:

 Pengaruh perilaku pengikut
 Gaya kepemimpinan:  Kewenangan (otoritas) secara sosial
bentuk aplikasi bagi  Diakui (legitimasi) secara sosial
pemimpin pendekatan teori
kepemimpinan, tu: teori  Pengaruh pada pengikut 
situasional. pelaksanaan tugas oleh pengikut
 Kepemimpinan  Aspek  Kepemimpinan  Pengaruh 
Pengaruh Sosial (Social Kekuasaan/ Kewenangan:
Influence)
 Social influence   Dapat dilakukan dengan berbagai
Kekuasaan Sosial (social style.
power)  Potensi besar terhadap
perubahan baik
 Potensi penyalahgunaan (abusive)

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Kepemimpinan Narsistik
Gaya Kepemimpinan Otoriter
 Pemimpin lebih
 Kekuasaan terpusat dan terkontrol memperhatikan kebutuhan
pada pimpinan. dirinya.
 Keputusan mutlak pada pimpinan  Arah organisasi ditentukan oleh
 Partisipasi dan aspirasi pengikut kepentingan pemimpin
(anggota) sangat rendah  tidak tersebut.
ada.  Penyalahgunaan wewenang dan
 Kapan diperlukan? otoritas  sifat-sifat negatif.
(Narsisi, angkuh, suka
merendahkan dll)

Gaya Kepepimpinan Partisipatif

Kepemimpinan Transaksional
 Kepemimpinan partisipatif =
kepemimpinan demokratik
 = Kepemimpinan manajerial.
 Pemimpin memberikan peluang
partisipasi pada anggota.  Kepemimpinan dalam
 Keputusan organisasi bukan menjalankan organisasi
terletak pada pemimpin saja  fokus pada performansi
partisipasi/ suara anggota.
 Keinginan/ suara anggota sangat
anggota/ bawahan.
diperhatikan; adanya kesetaraan  Pengaruh sosial atas
sosial. bawahan didasarkan adanya
 Fungsi pemimpin:
‘transaksi sosial’ implisit:
: Pemimpin menjadi pemandu
arah kebijakan yang telah reward and punishment.
disepakati bersama.

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Kepemimpinan transaksional cocok pada:
 Organisasi dalam mengerjakan projek-projek
tertentu yang berbaytas waktu.
 Organisasi-organisasi cepat tanggap/ darurat.
 Secara umum dalam meningkatkan ‘kinerja’
bawahan secara berkala.
...
 Menjadi role model (keteladanan)
 Menjadi contoh dan pemberi
semangat dalam bekerja
 Mengerti kelebihan, kekurangan dan
kesulitan anggota  Empati terhadap
anggota/ pengikut.
 Kepedulian
:. Karakteristik Kepemimpinan
Transformatif
 Memahami individu setiap anggota:
 Kebutuhan
 Kesulitan  dorongan dan empati
 Memahmai kecakapan dan kemampuan
anggota
 Memberikan tugas sesuai kemampuan,
kompetensi/kecakapannya.
 Menghargai setiap kontribusi yang telah
dilakukan anggota sesuai kemampuannya.
 Menghargai dan menerima setiap usulan dan
ide anggota unuk kemajuan organisasi
 Cakap dan menjadi teladan
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Kepemimpinan Transformatif
: Pengaruh sosial: peningkatan
motivasi, performansi dan
kinerja anggota/ pengikut
dengan berbagai kiat/ langkah:
 Peningkatan keterikatan
anggota dengan organisasai
meninngkatkan rasa
kepemilikan  kepedulian
bekerja.
Kekuatan kepemimpinan transformatif:
kecakapan , kepribadian dan visi
pemimpin.
 Kecakapan, kepribadian dan visi tersebut
 menginspirasi pengikut/ anggota
 Kecakapan, keperibadian, dan visi 
memberikan keteladanan (role model)
 Keteladanan kepercayaan (trust),
penghargaan (respect) dan kekaguman
(admiration) anggota/ pengikut.
 Dengan keteladanan  pengikut punta
motivasi untuk melakukan hal yang
sama/ terbaik untuk organisasi.
Perbadaan Kepemimpinan
Transaksional dan Transformatif
Transaktional Transformatif
Kepemipinan bersifat responsif Kepemimpinan proaktif
Ide-ide baru diterapkan untuk
Bekerja dalam karangka budaya
melakukan perubahan kearah lebih
organisasi yang sudah ada
baik
Anggota bekerja mencapai target Bekerja karena landasan moral dan
karena adanya imbalan atau hukuman semangat motivasi internal
Motivasi anggota adalah untuk Motivasi karena keinginan maju
kepentingannya masing-masing bersama
Pemimpin memahami kesulitan,
Pemimpin (manajerial) berusa
kebutuhan dan setiap
menciptakan tekanan agar anggota/
anggota.]Pemimpin juga mengerti
bawahan bisa bekerja lebih giat (untuk
kunggulan dan keleibhan anggita
meningkatkan perfomansi dan
sehingga memotivasi untuk berkarya
produktifitas)
lebih baik.
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Teamwork
 Teamwork is one of the most essential qualities for
the success of any organization
 In the absence of teamwork, teams fail to perform to
the best of their abilities
 Each individual is assigned a particular task which
collectively helps an organization to achieve its
objective
 Team members are responsible for ensuring that they
are performing as per the expectations of the
company and are delivering on the important
parameters
 Why the students need teamwork skills?
- Working with people of different ages, gender, race,
religion, or political persuasion
- Working as individual and as a member of a team
- Knowing how to define a role as a part of a team
- Applying teamwork to a range of situations, e.g.
futures planning, crisis problem solving
- Identifying the strength of team members
- Coaching, mentoring and giving feedback
……A good team leader should:
3. have to be able to promote a high level of morale
amongst the team members so that they feel
supported and valued → particularly useful for
preventing the bane of most office cultures – that of
backbiting, rumor mongering, gossip mongering, and
cronyism – which can derail the efforts of any
teamwork.
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Teamwork skills
 Capacity to interact and collaborate with others
effectively, including in teams, in the workplace, and in
culturally or linguistically diverse contexts
 Definition:
Teamwork skills include the mix of interactive,
interpersonal, problem solving and communication
skills needed by a group of people working on a
common task, in complementary roles, towards a
common goal whose outcome are greater than those
possible by any one person working independently
Effective Teamwork
Effective Teamwork is about Good Leadership
A good team leader should:
1. have the skills to create and maintain a working
culture that is positive → to motivate and inspire the
team members to get involved in creating an
environment where there is a positive approach to
work, along with high levels of commitment
2. not only focuses himself/ herself on the purpose and
direction of the team, but also makes sure that the
other members of the team share this focus
Effective Teamwork is about:
 Effective Communication
 Defining Clear-cut Roles
 Creating Procedures for Conflict Resolution
 Setting a Good Example
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Principle of Effective Teamwork
1. While a team is formed, there should be a
clarity as to what the team wants to achieve
(objectives)
- The team as an entity should have clearly
articulated goals
- In the absence of an objective, the team
members may not be able to understand their
responsibilities, which can cause ambiguity.
3. Two-way communication among team
members about the roles that they are
assigned → understanding and appreciation
of the effort
- This is very essential as it has seen that a lot
of times when things do not work as planned,
members engage in a blame game
- If members are aware about the challenges
involved in carrying out a task, they are more
likely to appreciate each other for their efforts
5. Effective communication
- Means that information is shared among
all the members of the team so that
rumor-mongers are kept at bay
- Effective communication helps in making the
team members feel a valuable part of the
organization
- Effective communication also calls for
discussing matters of importance openly so
that everybody is on the same page
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2. The team members should be willing to learn
from each other
- May be some members who may be excellent with
the process, while some may require some time
and guidance, so it is essential that there is a
willingness to teach and learn new ideas.
- Team members should not be hesitant in seeking
help from the senior members and the senior
members should in turn step forward to help the
new members.
4. While some control over a team is necessary,
it is important that the team is given a certain
amount of flexibility in carrying out their
tasks
- Too much of interference can affect the
efficiency of a team and dampen the morale
of the members.
6. There should be an initiative to reward and
recognize team and team members who have
shown exemplary behavior and helped others
in times of need
- This will encourage others to follow suit and
act as a boost to people who genuinely believe in
the values of teamwork and team-spirit
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 One thing that one should remember is:

7. Healthy competition among team members to
outperform each other
- In the absence of a competition, the job may
cease to become interesting and monotony
can creep in, which again can be detrimental to
a team, so it is important that the team members
are provided with enough opportunities to
grow in their professional lives
there are no hard and fast rules about qualifies
and principles of a successful teamwork, but
there is a general consensus among
researchers that there are certain attributes
which are present in most successful teams in
organizations

Characteristics of Effective Teams  Effective communication and interaction:

 Membership: Face-to-face/ other modes of communication help to
work together toward a common goal - monitor group processes and dynamics,
 Common goal: - drive creativity,
have negotiated shared aims and goals
- and enable productive work practices
 Social organization:
develops or actively negotiates functional norms, roles, and  Mutual interest:
relationships
- focus on the interests of the group as a whole, and
 Interdependence between members:
succeed only if all succeed - avoid personalizing problems or differences of opinion
 Productive involvement:  Collective consciousness:
- All members are supported to contribute equally to the
workload; members perceive themselves as belonging to the group
- Resources & skills are identified early on and use effectively even when the group is not together
- Decisions are made by consensus

 Mutual trust: Essential Skills for Teamwork

- listen to each other,
- respect contributions,
- help each other to clarify ideas, and 1. Listening
- show interest in each other
 Cohesion: 2. Questioning
- group processes function smoothly without need for 3. Persuading
intervention,
- members are able to contribute equally to produce 4. Respecting
something greater than the individual parts,
- individual contributions are brought together 5. Helping
seamlessly and within nominated deadlines, and
- members feel they have learnt something from the 6. Sharing
process and from the other group members
7. Participating

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Process in Small Group
 Forming:
get to know each other, establishing guidelines, goals and
processes, assessing and breaking down the task at hand
 Storming:
individuals assert themselves and develop preferences,
with arguments or disagreements potentially arising about
how to proceed
 Norming:
work begins in a more organized and coordinated manner,
rules and processes are established and progress is made
 Performing:
the team as a whole focuses entirely on the task and its
completion
 Mourning
 Contribution:
- The management of who does what in a group can
make or break the group dynamic.
- Resentment often develops when members of a
team aren’t seen to be pulling their weight.
- This makes monitoring contributions, through
meetings and other forms of communication,
essential to the functioning and progress of a team
towards its goals.
- A key factor in this process is seeking and providing
constructive feedback.
Why Teams Fail
There are many reasons why a team might fail to
perform
Some of the most common are:
 Disorganization, lack of direction or leadership
 Unclear or conflicting goals and expectations
 Fragmentation of time and competing commitments
 Lack of motivation or dedication
 Conflict
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Managing Group Dynamics
Key factors that contribute to a cohesive and productive
group dynamic:
 Roles:
- The key to working well together is to be conscious of,
and explicit about, the roles each member will take on.
- When placed in a group situation with a specific task,
individuals inevitably take on different roles. It is
important to be up front about this process.
- Dividing up roles according to need and individual
strengths and weaknesses can help to ensure that all
members of the group make a positive contribution.
 Feedback:
- Good, constructive feedback is difficult to give; but it is
essential for smooth and productive (and confidence
building) teamwork
- The sandwich approach:
> Start by focusing on the positives – what was well
put, well argued, a good idea or a useful point
> Then point out faults or flaws, but tactfully, and
without assuming that you have all the answers
> End with something positive
Steps for Resolving Conflict
- Identify causes of conflict
- State their effect on the team and the task
- Negotiate a solution that suits all
- State steps to resolve the conflict
- Document the process
- Seek mediation as a last resort
 Above all, negotiate.
 Separate interests from egos, and try to manage the best
result for all.
 Remember to turn disagreement into a positive attribute
of teamwork.
 Make conflict constructive rather than a personal attack.
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Tips in Resolving Conflict

 Be proactive.
- Don’t wait and see what happens.
- Find a way to meet face to face – either as a
whole group, or with the interests of the whole
group represented.
- Review communication and decision making
processes, and try a new approach if they are Terimakasih
not working.
- Reaffirm or revise group goals for the task.
 Remember, when a single group mark is allocated
the task is also assessing your ability to work
through differences and work cohesively as a team.

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