STRATEGIC LEADERSHIP SERIES:

REVISITING THE MEANING OF LEADERSHIP (Ch: 3)*

WHAT IS THE THING CALLED LEADERSHP (Ch:4)*

Group 2
• Joel M. Podolny, Rakesh Khurana and
Muhib Rahmat Marya Hill-Popper
Muhamad Rifai Siregar • J. richard hackman
Rusbiansyah
THE FLOW

REVISITING THE MEANING OF

1 LEADERSHIP (Ch: 3)

WHAT IS THE THING CALLED

2 LEADERSHP (Ch:4)

3 The Case
 REVISITING THE MEANING OF
1 LEADERSHIP (Ch: 3)
 Introduction

Leadership has shifted from a focus on

the significance of leadership for
meaning-making to the significance of
leadership for economic performance.

Problem

It has given rise to numerous There is now comparatively little

conceptual difficulties that now
plague the study of leadership
attention to the question of how
individuals find meaning in the economic
sphere even though this question should
arguably be one of the most important
questions for organizational scholarship
Leadership as Meaning-making
Early 19th century scholars, they were troubled by
the emerging tensions between traditional
increasing rationalization of all aspects
meaning-making institutions, Such As :
• Religion
• family,
• community,
• modern institutions, such as the bureaucratic
organization and the market economy.
Weber (1946, 1978) believed
modernization implied an ever-
of life, as the dry logic of bureaucratic
institutions steadily replaced the
meaning systems derived from the
wonder and enchantment of religion,
respect for tradition, or the awe of
charisma.

1. charismatic individuals as a counter to the inevitable decline in meaning.

capacity to infuse purpose and meaning into the lives of individuals.
2. extraordinary individuals who were able to bring an alignment between the
actions that individuals undertook and the meaning that they sought
Leadership as Meaning-making

Charismatic leadership
charisma is an attributional phenomenon. Attribution is
estimating what causes another person to behave in a
certain way.
elements of a charismatic situation:
1. Crisis
2. Need change
3. opportunity to convey ideological goals.
4. opportunity to explain the role of followers in handling
the crisis.
Leadership as Meaning-making
General Categories of Leadership

Capacity Achievement Responsibility

• Intelligence
• Scholarship • Dependability
• Alertness
• Knowledge • Initiative
• Verbal facility
• Athletic • Persistence
• Originality
accomplishment • Self-confidence
• Judgment

Participation Status Situation

• Mental level
• Activity • Socioeconomic
• Interest in
• Sociability position
followers
• Cooperation • Popularity
• Objectives
Transformational &Transactional
Leadership
Transactional Leaders
Leaders who guide or motivate their followers in the
direction of established goals by clarifying role and
task requirements.

Transformational Leaders
Leaders who provide individualized consideration
and intellectual stimulation, and who possess
charisma.
 Transformational &Transactional
Leadership

As a
transactional leader,
I use formal rewards
& punishments.

As a
transformational leader,
I inspire and excite
followers to high levels
of performance.
Transformational &Transactional
Leadership
 Transformational &Transactional
Leadership
4 Elements of Tranformational Leadership
The Relationship Between Meaning-making and
Economic Performance
 WHAT IS THE THING CALLED
2 LEADERSHP (Ch:4)
 Leadership Domain
Purposive Social System
People who are identifiable as systems members and who work interdependently to
accomplish one or more collective objective.

Charismatic Orator Brilliant scientist

 Leadership Theme
CRITERIA FUNCTIONS
• Collaborators • Diangnosing team strengths
• Capabale and vulner-abilities.
• Creating Performance-
Enabling Structure and
systems
• Helping team members team
CONDITIONS – Performance Situation

One strategy is to
manage the system
continuously in real IT
time-Condition. Manage to do the wrong to the wrong
thing at the wrong time in the wrong away
– Effective.
 Leadership Context

Identify those attributes of

Contingency situations that moderate the
Model impact of leader behavior or
styles

Rather than have one

general model of leadership
that is riddled with
Mid Range contingent propositions, we
Leadership Theory could develop separate
models for each type of
context in which we have
special interest
3 THE CASE
Profile
Transformational Leadership

Ketekuna
n dan Visioner
pekerja
keras

Tingkat
Sifat yang kepercayaa
idealis dan n yang
sangat tinggi
menjaga etika
dalam
berbisnis
Pentingnya Inspirator
inovasi dalam Kemampuan bagi banyak
melakukan pendelegasi orang
bisnis an tugas