STAIL KEPEMIMPINAN PENDIDIKAN

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STAIL KEPEMIMPINAN PENDIDIKAN
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LEADERSHIP STYLE

• The term style is roughly equivalent to the
  manner in which the leader influence subordinates

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Summary of Leadership Styles Extracted from
Classic Studies and Contingency Theories
Studies / Theories Task-Oriented Employee-Oriented
Iowa studies Authoritarian Democratic
Ohio State studies Initiating structure Consideration
Michigan studies Job-centered Employee-centered
Contingency theory Task-motivated Relationship-motivated
Path-goal theory Directive Supportive
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Leadership Grid Styles

• The grid portrays five key leadership styles.
  Concern for production is rated on a 1 to 9 scale
  on the horizontal axis, while concern for people
  is rated similarly on the vertical axis.
• The Grid identifies a range of leader
  orientations based on the various ways in which
  task-oriented and people-oriented styles can
  interact with each other.

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High 9 1.9 Country Club Management Thoughtful attention to needs of people for satisfying relationship leads to a comfortable, friendly organization atmosphere and work tempo. 1.9 Country Club Management Thoughtful attention to needs of people for satisfying relationship leads to a comfortable, friendly organization atmosphere and work tempo. 1.9 Country Club Management Thoughtful attention to needs of people for satisfying relationship leads to a comfortable, friendly organization atmosphere and work tempo. 1.9 Country Club Management Thoughtful attention to needs of people for satisfying relationship leads to a comfortable, friendly organization atmosphere and work tempo. 9.9 Team Management Work accomplishment is from committed people interdependence though a common stake in organization purpose leads to relationships of trust and respect 9.9 Team Management Work accomplishment is from committed people interdependence though a common stake in organization purpose leads to relationships of trust and respect 9.9 Team Management Work accomplishment is from committed people interdependence though a common stake in organization purpose leads to relationships of trust and respect 9.9 Team Management Work accomplishment is from committed people interdependence though a common stake in organization purpose leads to relationships of trust and respect
8 1.9 Country Club Management Thoughtful attention to needs of people for satisfying relationship leads to a comfortable, friendly organization atmosphere and work tempo. 1.9 Country Club Management Thoughtful attention to needs of people for satisfying relationship leads to a comfortable, friendly organization atmosphere and work tempo. 1.9 Country Club Management Thoughtful attention to needs of people for satisfying relationship leads to a comfortable, friendly organization atmosphere and work tempo. 1.9 Country Club Management Thoughtful attention to needs of people for satisfying relationship leads to a comfortable, friendly organization atmosphere and work tempo. 9.9 Team Management Work accomplishment is from committed people interdependence though a common stake in organization purpose leads to relationships of trust and respect 9.9 Team Management Work accomplishment is from committed people interdependence though a common stake in organization purpose leads to relationships of trust and respect 9.9 Team Management Work accomplishment is from committed people interdependence though a common stake in organization purpose leads to relationships of trust and respect 9.9 Team Management Work accomplishment is from committed people interdependence though a common stake in organization purpose leads to relationships of trust and respect
7 1.9 Country Club Management Thoughtful attention to needs of people for satisfying relationship leads to a comfortable, friendly organization atmosphere and work tempo. 1.9 Country Club Management Thoughtful attention to needs of people for satisfying relationship leads to a comfortable, friendly organization atmosphere and work tempo. 1.9 Country Club Management Thoughtful attention to needs of people for satisfying relationship leads to a comfortable, friendly organization atmosphere and work tempo. 1.9 Country Club Management Thoughtful attention to needs of people for satisfying relationship leads to a comfortable, friendly organization atmosphere and work tempo. 9.9 Team Management Work accomplishment is from committed people interdependence though a common stake in organization purpose leads to relationships of trust and respect 9.9 Team Management Work accomplishment is from committed people interdependence though a common stake in organization purpose leads to relationships of trust and respect 9.9 Team Management Work accomplishment is from committed people interdependence though a common stake in organization purpose leads to relationships of trust and respect 9.9 Team Management Work accomplishment is from committed people interdependence though a common stake in organization purpose leads to relationships of trust and respect
6 5.5 Organization man Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 5.5 Organization man Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 5.5 Organization man Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 5.5 Organization man Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 5.5 Organization man Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.
5 5.5 Organization man Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 5.5 Organization man Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 5.5 Organization man Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 5.5 Organization man Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 5.5 Organization man Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.
4 5.5 Organization man Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 5.5 Organization man Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 5.5 Organization man Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 5.5 Organization man Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 5.5 Organization man Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.
3 1.1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 1.1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 1.1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 1.1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 9.1 Authority obedience Efficiency in operating results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9.1 Authority obedience Efficiency in operating results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9.1 Authority obedience Efficiency in operating results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9.1 Authority obedience Efficiency in operating results from arranging conditions of work in such a way that human elements interfere to a minimum degree.
2 1.1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 1.1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 1.1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 1.1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 9.1 Authority obedience Efficiency in operating results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9.1 Authority obedience Efficiency in operating results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9.1 Authority obedience Efficiency in operating results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9.1 Authority obedience Efficiency in operating results from arranging conditions of work in such a way that human elements interfere to a minimum degree.
1 1.1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 1.1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 1.1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 1.1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 9.1 Authority obedience Efficiency in operating results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9.1 Authority obedience Efficiency in operating results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9.1 Authority obedience Efficiency in operating results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9.1 Authority obedience Efficiency in operating results from arranging conditions of work in such a way that human elements interfere to a minimum degree.
Low 1 2 3 4 5 6 7 8 9 High
Concern for people
Concern for production
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• Leadership styles although there are eighty-one
  possible styles in the Grid, the five style noted
  in Figure 5-9 and discussed below are treated as
  benchmarks in the theory. Blake and Mouton view
  leaders as capable of selecting from among them
• 9,1 Authority-Obedience
• Leaders concentrate on maximizing production
  through the use of power, authority, and control.
• 1,9 Country Club management
• Leaders place primary emphasis on good feelings
  among colleagues and subordinates even if
  production suffers as a result

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• 1,1 Impoverished Management
• Leaders do the minimum required to remain
  employed in the organization.
• 5,5 Organization-Man Management
• Leaders concentrate on conforming to the status
  quo and maintaining middle-of-the-road or
  to-go-along-to-get-along assumptions.
• 9,9 Team Management
• Leaders use a goal-centered approach to gain high
  quantity and high-quality results through broad
  involvement of group members participation,
  commitment, and conflict resolution

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Three-Dimension Leadership Styles

• William Reddin developed another useful model for
  identifying the leadership styles of practicing
  school administrators. Figure below shows his
  relatively elaborate three-dimensional, model of
  leadership effectiveness.
• When the style of a leader is appropriate to a
  given situation, it is termed effective, when the
  style is inappropriate to a given situation, it
  is termed ineffective.

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• The effective styles are as follows
• Developer
• A leader using this style gives maximum concern
  to relationship and minimum concern to tasks. Te
  leader is seen as having implicit trust in people
  and concerned mainly with developing them as
  individuals.
• Executive
• A leader using this style gives a great deal of
  concern to both tasks and relationships. The
  leader is seen as a good motivator, setting high
  standards, recognizing individual differences,
  and using team management.

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• Bureaucrat
• A leader using this styles gives minimum concern
  to both tasks and relationships. The leader is
  seen as conscientious and is interested mainly in
  rules and wants to maintain an control the
  situation by the use of rules.
• Benevolent autocrat
• A leader using this style gives maximum concern
  to tasks and minimum concern to relationships.
  The leader is seen as knowing exactly what she
  wants and how to get it without causing
  resentment.

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Effective style
Developer Executive
Bureaucrat Benevolent Autocrat
Basic style
Relationship-Oriented
Related Integrated
Separated Dedicated
Ineffective styles
More effective
Missionary Compromiser
Deserter Autocrat
Task oriented
Less effective
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• The ineffective styles are as follows
• Missionary
• A leader using this style gives maximum concern
  to people and relationships which such behavior
  is inappropriate. The leader is seen as a
  do-gooder who values harmony as an end in
  itself.
• Compromiser
• A leader using this style gives a great deal of
  concern to both tasks and relationships in a
  situation that requires emphasis on only one or
  on either. The leader is seen as a poor decision
  maker he is affected by pressure.

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• Deserter
• A leader using this style gives a minimum concern
  to tasks and relationships in a situation where
  such behavior is inappropriate. The leader is
  seen as uninvolved and passive.
• Autocrat
• A leader using this style gives maximum concern
  to tasks and minimum concern to relationships in
  a situation in which such behavior is
  inappropriate. The leader is seen as having no
  confidence in others, as unpleasant, and as
  interested only in the immediate job.

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Situational Leadership Style

• Leadership styles the key for leadership
  effectiveness in Hersey and Blanchards model is
  to match four basic leadership styles are in the
  model directing, coaching, supporting, and
  delegating.

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• Directing style
• This is a high-task, low-relationship style and
  is effective when subordinates are low in
  motivation and ability.
• Coaching style
• This is a high-task, high-relationship style and
  is effective when subordinates have adequate
  motivation but low ability.
• Supporting style
• This is a low-task, high-relationship style and
  is effective when subordinates have adequate
  ability but low motivation
• Delegating style
• This is a low-task, low-relationship style and is
  effective when subordinates are very high in
  ability and motivation.

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• Administrative Advice 5-3
• Applying Situational Leadership
• Directing Style
• Give specific instructions and supervise staff
  members closely. This leadership style is
  primarily for first-year teachers who need a lot
  of instruction and supervision.
• Coaching style
• Explain decision and solicit suggestions from
  followers but continue to direct tasks. This
  leadership style works especially well with
  nontenured teachers, who are in their second or
  third year on the job. Theyre gaining
  confidence and competence, but theyre still
  getting their feet on the ground.

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• Supporting Style
• Make decisions together with staff members and
  support their efforts towards performing tasks.
  This leadership style works with highly creative
  teachers. Applying this style can take the form
  of supporting teachers when they come up with
  excellent ideas to helping them to bring those
  ideas to fruition.
• Delegating Style
• Turn over decisions and responsibility for
  implementing them to staff members. This
  leadership style works with people who go above
  and beyond their instructions.

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PRO AND CON OF LEADERSHIP STYLE

• Is a persons leadership style really important?
• YES
• Leaders have followers. The ways leaders work
  with their followers is important. In the worst
  possible scenario, followers rebel or withdraw,
  and the leaders vision remains a dream.
• An understanding of leadership style and the
  ability to flex ones style are important for
  school administrators. The context of
  administration changes, and situations differ.
  Able leader are always open to new ways of
  thinking about how to work better with people in
  a variety of situation.

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• Researcher investigating leadership style have
  identified several models that practicing
  administrators find useful. The value of this
  work is evident Journal articles on the topic
  are well read conference sessions on leadership
  style are well attended and books on leadership
  are on nonfiction best-seller lists.
• Principals and superintendents lose their jobs
  because their styles are incompatible with the
  value and/or norms of organizations. When the
  loss of high-visibility leaders is analyzed in
  the popular press, leadership style invariably
  surfaces as the problem.

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• NO
• Style is a means to achieve an end. Time spent
  thinking about style is better invested in the
  development of good substantial ideas. People
  will follow leaders with good ideas.
• School administrators are identified because they
  have effective styles of working with people to
  accomplish organizational goals. In most
  instances, their styles remain the same over
  their careers.

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• The research on leadership style has not made the
  impact on education that other areas of inquiry
  have made. Research-and-development funds are
  better spent on areas such as effective schools
  where the impact is clear or ethics where the
  impact is needed.
• There is an old adage about success in
  administration the right person in the right job
  at the right time. As contexts change, career
  administrators change their jobs but not their
  styles.