1. Pendekatan Sifat
1.1. Karakteristik Pribadi
1.1.1. Intelljen
1.1.2. Kepercayaan Diri
1.1.3. Penentuan
1.1.4. Integritas
1.1.5. Keramahan
2. Jalur Pendekatan Sasaran
2.1. Pemimpin Meningkatkan Kinerja dan kepuasan bawahan dengan berfokus pada motivasi bawahan dan sifat tugas pekerjaan
2.1.1. Memberi bawahan dengan penghargaan di lingkungan pekerjaan
2.1.2. Memberi bawahan elemen elemen yang di butuhkan untuk mencapai tujuan
2.1.2.1. Menentukan tujuan
2.1.2.2. menghilangkan hambatan
2.1.2.3. Menghilangkan hambatan
2.1.2.4. memberi Dukungan
3. Jalur Pendekatan sasaran
3.1. Leaders adapt their style to the demands of different situations.
3.1.1. Directive
3.1.1.1. Giving Directions
3.1.1.2. Establishing Goals and Methods of Evaluation
3.1.1.3. Setting Timelines
3.1.1.4. Defining Roles
3.1.1.5. Showing how goals are the be achieved.
3.1.1.6. Clarify with one-way communication what, how something is supposed to be done and who is responsible for doing it
3.1.2. Supportive
3.1.2.1. Help group members feel comfortable about themselves, their coworkers, and the situation
3.1.2.2. Two-way communication includes asking for input, solving problems, praising, sharing information about oneself, and listening
3.1.2.3. Behaviors are job related
3.1.3. Categories of Directive and Supportive Behaviors
3.1.3.1. High Directive-Low Supportive
3.1.3.1.1. Leader focuses communication on goal achievement
3.1.3.1.2. Gives instruction about what and how goals are to be achieved by the followers and then supervises them carefully
3.1.3.2. Coaching Approach
3.1.3.2.1. The leader focuses communication on both achieving goals and meeting followers' socioemotional needs
3.1.3.2.2. Leaders involve themselves with followers by giving encouragement and soliciting follower input
3.1.3.2.3. Leader makes the final decision on the what and how of goal achievement
3.1.3.3. Supporting Approach
3.1.3.3.1. Leader does not focuses exclusively on goals
3.1.3.3.2. Leader brings out followers skills around the goal to be accomplished
3.1.3.3.3. Listening
3.1.3.3.4. Praising
3.1.3.3.5. Asking for Input
3.1.3.3.6. Giving Feedback
3.1.3.4. Low Supportive-Low Directive
3.1.3.4.1. Leader offers less goal input and social support
3.1.3.4.2. Facilitates followers' confidence and motivation in reference to the goal
3.1.3.4.3. Let's followers take responsibility for getting the job done as they see fit once the goal as been decided upon
4. Explains how leaders combine two kinds of behavior by what they do and how they do it.
4.1. Task Behavior
4.1.1. Facilitate Goal Accomplishment
4.1.2. Structure
4.1.2.1. Scheduling Work Activities
4.1.2.2. Group Task Behaviors
4.1.2.3. Defining Roles and Responsibilities
4.1.2.4. Organizing work by giving structure to work context
4.1.3. Goal Achievement
4.1.4. Production Orientation
4.2. Relationship Behavior
4.2.1. Nurture
4.2.2. Building Comraderies
4.2.3. Respect
4.2.4. Trust
4.2.5. Developing a liking between leader and follower
5. Skills Approach
5.1. Leaders Capabilities
5.1.1. Technical
5.1.1.1. Proficiency in specific type of work
5.1.1.2. Competencies in specialized area
5.1.1.3. Analytical Ability
5.1.1.4. Ability to use appropriate tools and techniques
5.1.2. Human
5.1.2.1. Knowledge and ability to work with people
5.1.3. Conceptual
5.1.3.1. Ability to work with ideas and concepts related to their organization.
6. Blake and Mounton's Managerial (Leadership) Grid (1991)
6.1. Authority-Compliance (9,1)
6.1.1. Task and job oriented
6.1.2. People considered tools for getting job done
6.1.3. Communicates to give instructions
6.1.4. Controlling
6.1.5. Demanding
6.1.6. Hard Driving
6.1.7. Overpowering
6.2. Country-Club Management (1, 9)
6.2.1. Low concern for task accomplishment
6.2.2. High concern for interpersonal relationships
6.2.3. Deemphasis on production
6.2.4. Stresses attitudes and feelings of people
6.2.5. Emphasizes meeting the personal and social needs of followers.
6.2.6. Creating a positive climate
6.2.6.1. Being Agreeable
6.2.6.2. Eager to Help
6.2.6.3. Comforting
6.2.6.4. Uncontroversial
6.3. Impoverished Management (1,1)
6.3.1. Unconcerned with both task and interpersonal relationships
6.3.2. Uninvolved
6.3.3. Withdrawn
6.3.4. Little Contact with Followers
6.3.5. Indifferent
6.3.6. Noncommital
6.3.7. Resigned
6.3.8. Apathetic
6.4. Middle-of-the-Road Management (5,5)
6.4.1. Compromisers
6.4.2. Immediate concern for the task and people performing task
6.4.3. Balance between taking people into account and work requirements
6.4.4. Sacrifices some push for production and employee needs
6.4.5. Avoids conflicts
6.4.6. Emphasizes moderate levels of production and interpersonal relationships
6.4.7. Expedient
6.4.8. Preferes the middle ground
6.4.9. Soft pedals disagreements
6.4.10. Swallows convictions in the interest of progress
6.5. Team Management (9,9)
6.5.1. Emphasizes both tasks and interpersonal relationships
6.5.2. High degree of participation and teamwork
6.5.3. Satisfies basic needs in employees involved and committed to their work.
6.5.4. Stimulates participateion
6.5.5. Acts determined
6.5.6. Gets issues into the open
6.5.7. Makes priorities clear
6.5.8. Follows through
6.5.9. Behaves open-mindedly
6.5.10. Enjoys working
6.6. Paternalism/Maternalism
6.6.1. Uses both 1,9 and 9,1 styles but does not integrate the two
6.6.2. Acts graciously for the purpose of goal accomplishment
6.6.3. Treats people as if they were disassociated with the task.
6.6.4. Fatherly or motherly toward followers
6.6.5. Regards organization as family
6.6.6. Makes most of the key decisions
6.6.7. Rewards loyalty and obedience
6.6.8. Punishing noncompliance
6.7. Opportunism
6.7.1. Uses any combination of the basic five styles for the purposes of personal advancement.
6.7.2. Puts self-interests ahead of other priorities
6.7.3. Ruthless
6.7.4. Cunning
6.7.5. Self-Motivated
6.7.6. Adaptable
6.7.7. Strategic