CONFLICT MANAGEMENT
ARIZONA STATE UNIVERSITY
COM 450 - ORGANIZATIONAL COMMUNICATION
WEEK 4
Learning Objectives:
After studying this chapter the reader is expected to be able to:
1.
Describe the processes of conflict management.
2.
Identify sources of conflict.
3.
Determine appropriate strategies for managing organizational conflict.
A.
Conceptualization of Conflict Processes:
Individuals, as part of organizational members, with different backgrounds in education,
ethnicity, culture, family, and so on, must unite and collaborate with other individuals in an
organization. They interact almost every day to carry out their respective duties and
responsibilities within an established structure. Coupled with pressure from organizational
leaders who must be able to create organizational competitive advantage. This often leads to
conflict within the organization.
Organizational culture often deliberately brings together members of organizations with
diverse backgrounds. Employees who come from different regions, even different countries
often have different beliefs, attitudes and traits, making it difficult to create a sense of
community and love within the corporate culture. Therefore, multicultural employees cause
conflict in organizations. Conflict is a contradiction that arises between what a person expects
for themselves, others and the organization and what they face.
Conflicts are bound to arise in an organization. Especially with multicultural employees,
therefore every company must cultivate their ability to work in different cultures. Company
leaders must be able to integrate these differences. It does not have to be a unity, because in a
heterogeneous organization it is impossible to make everything homogeneous. But what must
be grown is a strong culture where every member of the organization is able to work well
together in the midst of differences, so as to suppress and overcome various conflicts that
may arise when working in a multicultural or multicultural environment.
Conflicts in organizations usually cause losses and inefficiencies, as well as divisions. It
also disrupts the company's operations. Communication is jammed, because each party
involved in the conflict always tries to outperform its opinion. However, for some people
conflict is a natural thing in the process of learning together to find a better work process.
Towards organizational maturity.
Some people divide into two schools or views regarding conflict that occurs in
organizations:
1.
Traditional School
This school regards conflict as a destructive event that disrupts the smooth working of the
organization. Conflict is considered as something bad because it occurs as a result of
communication breakdown, closed attitudes, low trust between leaders and employees. Or
leaders who are not responsive to changes in employee aspirations. Therefore, organizational
leaders always try hard to avoid conflict. Create a calm, safe and productive work
atmosphere.
2.
Interactionist School
The interactionist school considers that conflict is a good event, which is natural in all groups
and organizations. The absence of conflict according to this school makes the organization
static and even apathetic because it loses its spirit. Organizations will not be able to compete
in an environment full of turbulence. Conflict is needed to foster change and new
opportunities. For this reason, they prefer to manage conflict and not avoid it.
Conflicts can lead to jointly funded and resourced solutions that bring more benefits to
the leader or a more productive department. Additional benefits include:
1.
Conflict is a tool for radical change. Conflict is a powerful management tool that can
radically change existing power structures, existing patterns of interaction, and entrenched
attitudes.
2.
Conflict makes it easier to bring groups together. When hostilities arise between groups,
external threats usually cause the groups to form a single entity. Intergroup conflict increases
when members take sides with their own group and strengthens the sense of solidarity when
internal disagreements and disturbances are resolved.
3.
Conflict increases group and organizational effectiveness. Stimulating conflict initiates the
search for new paths and goals and paves the way to innovation. Successful conflict
resolution improves efficiency, increases trust and transparency.
4.
Conflict increases tension and is more constructive. It increases the likelihood of a conflict
resolution that is satisfactory to all parties involved. When tensions are low, the parties are
not motivated enough to do anything to resolve the conflict.
Apart from the two schools mentioned above, there are three factors that determine
whether a conflict will benefit the organization or on the contrary will be destructive, namely:
1.
Conflict Level
Moderate levels of conflict usually provide more benefits than high levels of conflict. In
moderate conflict, each disputant learns and works more constructively to find a solution to
the problem. But if the conflict escalates, then each party to the conflict is easily provoked to
take destructive action. Of course, at this stage this level of conflict should be avoided.
2.
Organizational Structure and Climate
Organizations with a rigid climate and atmosphere are usually more prone to conflict.
Organizations that consist of people who have personal or kinship relationships are also
prone to conflict. For example, a leader who has a husband as a staff in the same company. If
both of them cannot show professionalism in their positions, what happens is prolonged
conflict in the company.
3.
How to manage Conflict
The management of conflicts or disputes in an organization determines whether conflicts in
an organization are balanced, beneficial or detrimental. Therefore, the role of organizational
leaders in conflict resolution is very important.
1.
Types of Conflict in Organizations
a.
Interpersonal Conflict
Interpersonal conflict involves two or more people in an organization, where the conflict is
directly related to the individual or person. One of the triggers for interpersonal conflict is the
struggle for power or resources in the organization. This conflict arises not directly related to
work or tasks in the organization. The delivery of incomplete communication can also trigger
interpersonal conflict. For example, conflicts between Commissioners and Directors, where
both have different understandings in dealing with a problem. Usually, the Commissioner is a
shareholder of the company and often shows excessive power.
b.
Functional Conflict
Is a conflict between parts of the organization. There are often conflicts between the finance
department and the marketing department. The marketing department will usually prioritize
targets and maximum results, while the finance department is more concerned with orderly
administration and orderly use of the budget. The difference in priorities in this work will
usually cause conflict between sections.
2.
Sources of Conflict in Organizations
a.
Unclear division of authority
An employee's authority is usually set in an organization, but if the setting is vague and
creates different perceptions, this will lead to conflict.
b.
Use of the same resources
Resources that are used together in turn, at some time will lead to conflict. For example,
when two people or two groups want to use the resource in an urgent situation and the time
happens to coincide with another group. There will be a struggle for resources. Likewise, if
one of the resources is damaged, for example, each party will be difficult to hold accountable,
causing conflict.
c.
Tasks that are done together and become a chain
The completion of tasks that are carried out jointly where the completion of one stage of
work (by a member of the organization), will affect the next stage, (which is done by other
members of the organization), is prone to conflict.
d.
Communication barriers
Communication barriers can come from the organization as a structure, it can also come from
individual leaders or individual employees. Differences in delivery, language style,
personality, and so on can trigger conflict.
e.
Differences in values or perceptions
Each member of the organization has different values, beliefs and perceptions in
understanding a job or task. For example, one employee can complete his task within an hour,
while another employee does not want to finish his work quickly and stalls time to three
hours. This will naturally lead to conflict and jealousy.
f.
Unclear division of tasks
Usually this unclear division of tasks is related to non-routine work, which is not written in
one's duties and responsibilities. Such tasks can lead to conflict.
B.
How to Manage Organizational Conflict
Conflicts in an organization will definitely arise especially if the organization has
multicultural employees. So that every company must develop its ability to work in different
cultures and unite these differences into a strong unity to reduce various conflicts that may
arise during work. Therefore, the role and wisdom of organizational leaders are needed to
manage conflicts between employees who work in a multicultural environment.
Conflict is a state of incompatibility between two or more people/two or more groups.
Conflict arises when there are differences in understanding, conflict can also lead to opposing
attitudes between two parties, where each party views the other as an opponent or obstacle,
which is believed to hinder efforts to achieve goals and hinder the fulfillment of the needs of
a person or group. Apart from the many causes of conflict, differences in background
between the two parties, differences in interests between individuals in groups/societies that
give rise to conflict, are all interrelated in a complex social reality. Conflict should not be
avoided, considered a frightening specter in organizational life, but should be considered as a
dynamic in every organizational activity, without conflict the organization will die, and with
conflict the organization will continue to live and develop. Conflict always colors life, from
very small conflicts to fairly large conflicts. Some conflicts can be fully resolved, some
partially resolved, some remain unresolved. Conflict management is the process of
identifying and dealing with conflict appropriately, wisely, fairly and effectively by using
three different conflict management methods:
1.
conflict stimulation.
2.
conflict mitigation/suppression.
3.
conflict resolution.
Conflict management requires skills such as effective communication, problem-solving
skills, operational skills, mature personality, and emotional intelligence. Well-managed
conflict will increase productivity.
According to Huse and Bowditch (1873), there are 5 things to minimize conflict in
organizations, namely:
1.
Provide appropriate information to address the problem to both parties involved in the
conflict. Representatives of the parties involved can meet to talk openly and make a mutual
agreement.
2.
Separately call the two parties involved to get to the root of the problem.
3.
Allow both parties to relate and interact with each other more closely. It is also a good idea to
call outside parties to the conflict for advice and input on conflict resolution.
4.
Finding common enemy problems in order to bring intergroup relations closer and reduce
tensions
5.
If possible, create a common goal of the two conflicting parties.
A leader, must be able to be an example for all employees who are led. The leader's
attitude towards decision making must be taken into account so that it benefits all parties and
does not harm one party. Especially when dealing with conflicts, a fair leader gives a fair
decision feeling safe and comfortable to everyone who works under them. If conflicts arise in
the company, the following steps can be taken:
1.
Be fair
As a leader in an organization, you must be fair and impartial. Even though someone
involved in this conflict has a close relationship or family, for example. His ability to be fair
will be in the spotlight, without him realizing this is a gamble on his credibility. If he fails to
be fair, you can imagine how the organization he leads will run in the future.
2.
Wise Mediator
As a mediator, the leader must use a persuasive approach. He or she must be able to mediate.
The role of the mediator is to listen to the issues that arise on both sides, not to get caught up
in emotions or feelings, but to reduce the dispute. Then process the data and make objective
conclusions. Objectively, this means that the leader should be able to approach the issues that
arise based on facts rather than opinions that could be detrimental to both sides.
3.
Making Shared Decisions
After mediation and factual conclusions, it's time to sit down with the employees involved in
the conflict. Bringing everyone together in one room should prevent communication
breakdowns and also find the right solution together. This way, it is expected that the
employees involved in the conflict can keep their word when deciding on a solution.
4.
Evaluation
To prevent similar conflicts from arising, it is necessary to conduct a thorough evaluation,
both in terms of the individuals involved in the conflict and the factors that cause it. Thus, the
organization or company can develop well and the conflict can be avoided stable, and
employees will feel safe and comfortable when working under a fair and wise leader.
C.
Factors Affecting the Process:
Conflict Management
Each organizational leader has his own style and way of managing conflicts that occur in
the organization he leads. This way or style of conflict resolution is influenced by a number
of factors, namely:
1.
Power held
A leader who has power in an organization can easily use his power to manage and resolve
conflicts that arise. However, if the party involved in the conflict feels that they have more
power than their opponent, chances are, they will not give in to the conflict interaction.
2.
Personality
A person's personality greatly influences his or her attitude and style in managing conflict. A
leader with a strong personality, firm, impartial and authoritative, will be respected by the
parties involved in the conflict. Conversely, timid and passive leaders tend to avoid conflict.
3.
Communication skills
Conflict is an interactive process between conflicting parties. If the communication process
works well, then messages from both sides can be understood and received convincingly and
without interruption. The ability to communicate effectively, understand the message
correctly and respond in the desired way, which in turn handles conflict well.
4.
Experience:
The process of managing conflict is also influenced by experience in managing previous
conflicts. Evaluating the symptoms of conflict and its triggering factors, results in a more
effective way of managing conflict.
5.
Organizational Culture
The culture of an organization, which has been entrenched over the years, determines the
management of conflicts that arise in the organization. An organization that always promotes
compromise and kinship, for example, will handle conflict differently from another
organization that promotes competition and ambition.
6.
Organization Rules
Established companies or organizations have standardized rules and procedures regarding
conflicts that occur. This makes it easier for leaders to manage conflicts, while also providing
boundaries for members of the organization involved in the conflict.
7.
Assumptions and Perceptions
A person's assumptions about conflict affect their behavioral patterns in dealing with and
managing conflict. When people have a certain view of conflict, they think about how to cope
with conflict, and a person's perception of the cause of conflict affects their conflict
management style. People who view the cause of conflict as life-defining or self-esteem, seek
to compete and overcome conflict. In contrast, when people do not perceive the cause of
conflict as important to their lives and self-esteem, they will choose avoidance behavior in
the face of conflict.
D.
An Alternative View of Conflict:
To deal with conflict, leaders must be able to limit the negative aspects of conflict. There
are several things that need to be understood in dealing with conflict, such as:
1.
Conflict is a tool of cohesion
It is necessary for the organization to form cohesiveness to face its enemies and have a
mindset not to embarrass other organizations but to compete for achievement.
2.
As a creativity-boosting tool
The leader's role is to provide a forum for discussion between different members of the
organization. The results of the discussion form new ideas as a form of creativity.
3.
As a valve relief device
A leader should give employees/members the opportunity to express their grievances so that
they can feel satisfied.
4.
As a balance tool
Organizations need to keep limited conflict alive, but they still need to maintain a system of
balance so as not to function monotonously.
If conflict is not handled well, it will escalate to a destructive climax. Some things that
can be done to prevent conflict escalation are:
1.
not bring up personal issues;
2.
not bring up the past;
3.
does not change the problem;
4.
not be anarchic and take physical action
Alternative solutions in conflict resolution consist of several things, namely:
1.
Collaboration (Win-win solution)
With collaboration, each party will benefit and can achieve problem solving by consensus.
2.
Compromise
Compromise is reached when the number of issues is limited and one party's position in the
conflict is as strong as the other party's position.
3.
Accommodation
If one party is the wrong party and the other party is the right party, then the wrong party
should try to adjust to the other party.
4.
Competition
Competition occurs in situations where one party is strong and right and the other party is
weak and wrong.
5.
Dodge
Conflict can be avoided if the problem that is the source of the conflict is trivial. In the sense
that the issue is not directly related to improving organizational performance or achieving
goals.
Conflict resolution techniques include:
1.
Identify the source of the conflict;
2.
equality between related organizational objects in resolving conflicts;
3.
win-win solution;
4.
each party fulfills its duties and obligations; and
5.
Each party agrees on the output including the outcome of the organization's activities.
Different alternative solutions are also needed to resolve the conflict. The parties must
choose the most appropriate solution to resolve the conflict. The basis for selecting the
optimal solution depends on two important points, namely:
1.
with whom we are in conflict; and
2.
issues discussed in the conflict.
Basic Skills of Leaders in Managing:
Conflict
1.
Recognize differences between individuals
A leader must be able to understand the character of each of his subordinates. Subordinates,
as members of the organization, are individuals who are inseparable from their respective
strengths and weaknesses. One's shortcomings should be covered by the strengths of other
members of the organization. That is actually the essence of teamwork in the organization.
Instead of exaggerating one's shortcomings and comparing with the advantages of others.
This will certainly lead to jealousy, and in the long run will lead to conflict.
2.
Ensure suitable work for each subordinate.
A leader must be able to determine whether job A is suitable for B and not suitable for C.
3.
Has good thinking skills
When someone is appointed as a leader in an organization, this ability to think well will be a
very important prerequisite. With this ability, it is expected that every problem in the
organization will be resolved properly, including in managing conflicts.
4.
Have good communication technique skills
Managing conflict is essentially an attempt to persuade the parties involved in the conflict to
make an agreement. This effort requires good communication skills. Consistent and not
wishy-washy, in the sense that his words and words are the same when he is dealing with
both parties.
5.
Have the ability to negotiate techniques
Negotiation is a discussion conducted with the aim of reaching an agreement. Leaders must
be good negotiators. Interaction with others is a potential negotiation. Negotiation skills are
needed in leading an organization, including in managing conflict. To master difficult
negotiations requires creativity and an open mind. Similarly, recognizing that people often
value different outcomes in different ways can help us plan negotiations and improve the
quality and potential effectiveness of negotiated agreements. People want to confirm their
beliefs. It is through this to understand the other person's perspective and being an active
listener will help you gain that understanding. Above all, clear, concise and respectful
communication is the key to negotiation.
6.
Has the ability to influence people
The ability to influence others is a fundamental skill that a leader must possess. Leadership is
essentially the art of getting others to do what they want. Ideas are effectively communicated
to others by involving them in acting on the leader's wishes. Leaders are able to inspire
subordinates, and are able to direct them to do their bidding.
Practice Questions:
1.
Why conflict occurs in an organization, explain.
2.
Mention the Sources of conflict in organizations.
3.
List the factors that influence the conflict management process.
4.
Explain how to properly resolve conflicts.
5.
Discuss with your peers how conflict can have a positive impact on an organization.
ORGANIZATIONAL DYNAMICS AND LEADERSHIP
Learning Objectives:
After studying this chapter the reader is expected to be able to:
1.
Describe the processes of organizational dynamics and leadership.
2.
Identify different types of leadership based on organizational dynamics.
A.
Processes of Change in an Organization:
Change is a necessity. An organization is no exception. An organization will always
experience changes, both changes in management, changes in organizational structure,
changes in employees, changes in business lines and changes in other matters. Organizational
change is closely related to competition. This is reflected in the forms of organizational
change that can be found, which are classified into internal and external changes. Internal
changes include vision, mission, strategy, organizational structure, systems, ways of working,
and others. While external changes can be in the form of changes in target market,
brand/image, geographical conditions etc.
Organizational change is inevitable, sustainable and necessary for survival and
development. It is concerned with shaping attitudes about organizational identity, image and
culture. The role of change agent in the whole change process should be played by the leaders
in the organization:
1.
initiate.
2.
facilitate the change process.
3.
creating a vision.
Organizational change is a program or process in organizations. There will be no
complete discussion about the organization when there is no topic of discussion related to
these changes. One of the goals of organizational change is to create an organizational system
that is internally and externally viable and able to grow.38
The biggest challenge in organizational change is to minimize friction and resistance to
change by ensuring that all employees understand the reasons for change to improve business
performance, and can support the change process, so that the objectives of the change can be
achieved properly.
1.
Organizational Trend and Change:
a.
Face to face becomes virtual
b.
Physical addresses now include virtual addresses (websites)
c.
External communication from face to face to market place (no need to know the buyer)
d.
Limited information becomes overloading of information (affects the transmission model
with more noise)
e.
Speed of information becomes realtime (affects transactional model with faster response)
2.
Types of Organizational Change:
Before making organizational changes, a leader must prepare a careful plan. The plan
must be prepared in detail including the stages, as well as the types of changes. Leaders must
understand the type of organizational change before thinking about steps to make changes.
The goal is to harmonize the types and steps that the company will take to make a change.
a.
Employee changes
Employee changes are inevitable. In a dynamic organization, new employees will be
needed to occupy new positions, replacing employees due to promotions or demotions, as
well as transferring employees to newly opened branches, and so on. The readiness of the
organization's leadership to manage human resources, including the training needed by
employees, determines the success and performance of the organization as a result of these
employee changes.
b.
Changes in organizational structure
Organizational structure changes on a large scale are changes from the highest, middle to
low leaders. This will affect all employees and stakeholders. Even this change is quite a
challenge for the company. Therefore, it is better for management to create or add new
policies to harmonize all employees.
c.
Unplanned change
Unplanned changes occur due to emergencies in a company or organization, for example
during a crisis due to a pandemic as has happened in recent years. The impact caused by this
crisis forces the organization to make changes. Changes are made in terms of strategy,
operations and employees.
d.
Transformational change
This type of transformational change is a change that affects the overall structure and
operations over a period of time. Organizations that implement such changes must have a
reliable team or change agent who is able to design innovative programs and minimize
adaptation time. These change agents must meet certain criteria for this change to be
successful, namely:39
1)
Has Durability
Have strong stamina and perseverance in facing any obstacles and barriers that may arise in
the change process. Able to bounce back to build a joint commitment for the achievement of
goals.
2)
Expert in managing time
The planning process takes into account all the possibilities and uncertainties that occur in the
process of change, including time lags in operations, time for production increases, and the
influence of all the resources of the organization.
3)
Having Empathy
Can understand the needs and concerns of the team involved in the change. Prioritize
togetherness to anticipate any unexpected possibilities in achieving targets.
4)
Anticipating rejection
Understand that rejection is a natural response to change. And be able to deal with the
rejection and not try to avoid it. Being able to realize the existence of covert rejection means
that there are underlying problems that must be anticipated.
3.
Drivers of Organizational Change
Factors that encourage organizational change can be divided into 2, namely:
a.
Internal Factors
Internal factors are driving factors that arise from within the organization, among others:
•
Changes in organizational goals
Organizational goals can change, one of which occurs because there is a change in
organizational management. New management that replaces old management will make
significant changes, both policies, rules and organizational strategies.
•
Organizational growth
Even when an organization is doing well, it cannot remain static. After all, for business
people, there will always be a strong urge to always do something better for their
organization. Company growth, good or bad, is usually the most basic and biggest driver of
organizational change.
b.
External Factors
•
Labor Demographics
Workforce demographics are issues that affect organizational change. For example, the
generation that dominates the workforce is changing over time. Their needs also change
based on economic, social and political conditions. Supporting employee needs can be a
factor in planning employee retention strategies and systemic changes must be made.
•
Technology
The rapid technological changes in recent years have forced organizations to change their
operational patterns and systems. There are new technological innovations all the time. Now
almost everyone realizes that their work must be assisted by technology. Finally,
organizations have to involve technology in their operations.
•
Globalization
Global changes affect an organization's operations. Market demands can change at any time,
and if an organization does not pay special attention to global changes, it will quickly fall
behind its competitors. Ready or not, organizations must prepare new strategies and goals.
4.
Stages in Conducting Organizational Change:
Change is important even when it is difficult. In the business area, successful change
must be preceded by appropriate, systematic and effective steps and planning, as follows:
a.
Setting Change Objectives
The first thing to do in planning a change in the organization is to create the objectives to be
achieved by the change. Goals can be set or developed by conducting a thorough and
objective analysis and evaluation of the organization's performance. Regular and intense
discussions with all levels of the organization to evaluate the strengths, weaknesses, threats,
and opportunities of the organization in the short and long term. If necessary, use the services
of consultants who are experts in their fields.
b.
Putting together a team
After setting the objectives, the next step is to organize the team that will be appointed as
change agents. Change agents must be competent and have the right skills, qualifications,
reputation, connections and strengths. This step creates a sense of leadership in change and
influencing stakeholders. After that, all teams must understand the need for change, have a
mission and purpose, have a clear understanding of roles and responsibilities, know the risk
factors and challenges related to the change.
c.
Creating a vision and strategy
Equally important in the change phase is the creation of a vision and strategy that must be
realistic and effective for the change to be successful across teams. Responsibilities include
aligning company values with the change, using data to support the change and ensuring the
vision and strategy are understood by all.
d.
Communication of the change plan
Management must communicate the vision and strategy to all members. Give everyone the
opportunity to voice their opinions or concerns when facing change, for example a change in
working methods from superiors to subordinates. This allows them to support and accept
systemic changes in the company.
e.
Getting rid of the problem
When implementing organization-wide changes, problems may arise. Problems can be caused
by employees who resist change, managers who break the system, company regulations, and
others. So it is necessary to form a team to help management identify and eliminate the above
problems. In the process of organizational change, the team empowers employees through
training, mentoring, and coaching programs so that they can handle change in the best
possible way. Ensure that the new vision of change is consistent with the company's
processes, structure, regulations, and employee compensation.
f.
Celebrate short-term success
A change in an organization is a process that sometimes takes a long time. To maintain
employee motivation, it is necessary to celebrate short-term successes, even if the results are
not very significant. Celebrating this success does not have to be a ceremonial or other big
celebration, but simply by giving awards to members of the change team who have produced
good results.
g.
Consistent to maintain change
Change is a necessity, but to make changes that can have a good impact on the organization,
is not an easy thing. Sometimes change agents feel frustrated, having worked hard for a long
time, but the results have not been as expected. For this reason, enthusiasm and consistency
are needed to maintain change. Communication and discussion to conduct regular evaluations
is one way to maintain change until one day the change will bring results in accordance with
the goals set.
B.
Leadership in Organizations:
Leadership in organizations has a central and very important role in managing the
operational running of the organization, including moving, directing and influencing
subordinates. Especially in the current era of globalization, where organizations are very
complex and full of uncertainty, which requires leaders to have the ability and skills to lead
the organization to be able to achieve its goals according to its vision and mission.
A leader is a positive and confident individual with a high vision, mission and ethics, the
ability to communicate ideas and the ability to encourage and relate to others. Leadership is a
critical success factor in an organization. Since leadership is the key point for significant
change in an organization, leadership becomes a working personality, and leadership is the
art of creating organizational fit and stability.
Leadership in organizations is important because it affects the continuity and process of
achieving organizational goals. Any organization must need a leader. You can imagine if
there is no leader in an organization, chaos will arise because the position of the members of
the organization is equal. Each member of the organization has its own thoughts and its own
way of doing a job. The absence of a leader means that no one controls and gives orders that
can be obeyed by all members of the organization. Therefore, the existence of a leader is
absolutely necessary in an organization.
Leaders and leadership in the current and future era must realize that their role will
change significantly, becoming more sensitive to changes within and outside the
organization. For this reason, finding and placing an individual or party as a leader is not an
easy matter. It requires a deep understanding of what leadership is, including an
understanding of the concepts and theories of leadership in organizations.
Five (5) character traits of leaders:
1.
Achievement
A leader must focus on achieving the goals set by the organization. This achievement must be
communicated frequently to his subordinates so that they are always aware and have a sense
of responsibility to support the achievement.
2.
Ambition
The next characteristic of a leader is a strong ambition to achieve the best results, for oneself,
for the team and for the organization. Great ambition from a leader is one of the determining
factors for the success of an organization. Avoid choosing a leader with the character of 'the
important thing is that the task has been carried out'
3.
Energy
However, the best achievements and big ambitions require an energetic leader. Has a high
level of mobility both physically and mentally. High mobility physically, for example being
able to move quickly from one location to the next, leading a meeting to another, attending
one activity to another. Mental mobility, on the other hand, is defined as the ability to think
from one problem to another, solving one problem to another.
4.
Tenacity
In leading an organization, there will be many obstacles and problems encountered. The plan
has been carefully prepared, a solid team has been formed, but it turns out that the
achievement is not as expected. A leader must be able to evaluate the failure, and if necessary
repeat the process from the beginning. Persistence to complete and get the best achievement
is the basic character that a leader must have.
5.
Initiative
Another factor that determines the success of a leader is initiative. Leaders don't sit and wait
for things to happen, they are committed to making things happen. He has to take the
initiative, to do something.
1.
The Meaning of Leaders and Leadership:
The concept of leader refers to the understanding of someone who has and uses his ability
with attitudes and behaviors that guide and motivate individuals and groups to achieve
organizational goals through unity of understanding and cooperation.40
There are various definitions and notions of leadership.
Some of them are as follows:
a.
Ordway Tead (1929)
Leadership is the behavioral style and characteristics of a person in combining one or more
other people in their interests, to encourage them to do work.
b.
F. A. Nigro (1965)
Leadership is a specific way or strategy of influencing the activities of others.
c.
George Terry (1986)
Leadership is the activity of influencing people or other parties to be willing to do actions
voluntarily for a purpose.
d.
Sullivan & Decker (1989)
Leadership is a person's skill in influencing others to carry out orders to the maximum of their
ability.
e.
Kartini Kartono (1994)
Leadership is a characteristic when faced with certain situations, so the leader appears as a
characteristic that functions in a situation, according to organizational goals.
f.
Swansburg (1995)
Leadership is the process of influencing the activities of a group.
From several definitions of leadership, it can be concluded that leadership is one of the
management functions, in addition to planning, organizing and controlling. Leadership has
specific objectives, namely maximizing productivity, stimulating creative problem solving
and increasing employee morale and satisfaction. Leadership is also defined as the process of
influencing others so that they are willing to exert all their power and effort to achieve goals.
Leadership determines organizational performance.
Leadership involves many parties in carrying out activities, therefore leadership also
requires the presence and support of others. A leader must have a strong purpose, not just
give influence without any expected results. In this case, the concept of influencing also
applies.
The process of leadership is not about personality, title or even characteristics, so anyone
has the opportunity to be a leader as long as they can perform their duties effectively.
Leadership is the relationship of every individual in an organization or group. Leadership is
not born from position or rank, because status can destroy leadership itself or vice versa.
Every individual in a group or organization has the potential and ability to lead and
demonstrate leadership behavior. Once an individual becomes a leader, it does not mean that
he or she will be a leader in the future. This also applies to other types of leadership that show
changes with temporary, not lasting, time. Leadership can be evaluated on the leader's ability
to plan and achieve specific goals and on the coherence of the group or organization being
led. A good type of leadership should be able to build cohesive team members.
2.
Basic Theories of Leadership”
Leaders have full responsibility for the success of the tasks and work of their team. A
leader is a person who has leadership qualities, the ability to influence the opinion of a person
or group of people without asking why. A leader is someone who actively plans, coordinates,
experiments and directs work to achieve common goals. Some basic theories about leadership
are as follows:
a.
Great Man Theory
This theory was developed in the mid-19th century. While no one can prove by any scientific
approach that a person is a great leader, has innate talent or destiny, The Great Human
Theory claims that leadership traits are innate. This means that great leaders are born and not
molded (by education). According to this theory, a person is destined to be a leader. In this
theory, great leaders are not those who are created to lead, but rather those who are born to be
leaders. In addition, he believes that great leaders emerge in certain situations. The best
leaders are people who are already endowed with extraordinary potential, such as
intelligence, heroic behavior, and a mentality that is so strong that it exceeds others. Even so,
in running a company, no matter how great a leader is, it is impossible to work alone. He still
needs a compact work team, so that every plan can be realized effectively and efficiently.
This theory was introduced by Thomas Charlyle, a writer and teacher. The Great Man Theory
was inspired by research on influential heroes. In his book "On Heroes, Hero-Worship, and
the Heroic in History," he compares a number of leaders who are considered heroes42.
b.
Style and Behavior Theory
Behavior theory offers a new perspective that focuses on leader behavior rather than mental,
physical, or social characteristics. With the development of psychometrics, especially factor
analysis, researchers were able to measure the causal relationship of certain leader behaviors.
Since then, educated people have the opportunity to rise to the highest ranks of leadership,
which is certainly a gift. In other words, according to this theory, leaders are made not born.
With the help of style and behavior theory, it becomes clear that the success of a leader
depends on their attitudes, behaviors, and characteristics. If a leader is able to perform their
duties, they will definitely succeed in implementing leadership in the organization.
c.
Transformational Theory
Transformational theory is very suitable for the current situation. There are two important
things in this theory, namely relational and factors that affect change. In an organization, all
parties are involved to motivate, encourage, and influence each other to achieve common
goals.
d.
Transactional Theory
Widely discussed in the 1970s and 1980s, Transactional Theory deals with the exchange of
leader and follower positions. Sometimes followers turn into leaders because of agreements
they have made before.
e.
Theory of Nature
In this theory, experts agree that a leader has a special mental, physical, and personality that
is not owned by ordinary people so that this Trait Theory ignores genetic factors because of
the belief that leaders emerge from hard training.
This theory is reinforced by philosopher Max Weber who explained that charisma is
important in leadership because it is the revolutionary power of man to invite others to serve
and follow his direction.
f.
Situational Theory
Through Situational Theories, it is proven that there is no perfect leadership style because
everything depends on the situation at hand. Therefore, this theory emphasizes that good
leadership is influenced by many things, such as the situation and the quality of followers so
that adaptability is very important for a leader. A situation that arises can bring out good
leadership traits.
Leaders build teams. By choosing one of the many theories above, leadership in
organizations can be built properly and effectively. After all, leaders who are constantly
learning will have a positive impact on all the people they lead.
The Importance of Trust in Leaders.
a.
Trust is a tool of influence that can increase capability, integrity and provide additional
benefits in uncertain conditions.
b.
Communication has a very important role in building trust.
c.
Employees' trust in their leaders will energize them.
d.
Trust-building activities can be done by establishing positive conversations and asking for
feedback from subordinates.
Three aspects of leadership communication:
a.
Core Aspect Approach.
b.
Leader Aspect Approach.
c.
Enterprise Aspect Approach.
Barriers to Effective Leadership Communication:
a.
Lack of planning and goal setting before communicating with others prevents leaders from
communicating effectively with their teams.
b.
Even if the leader has well-prepared planning and communication objectives, if those
objectives are not firmly embedded in the minds of the people they lead, it will blind the
communication process, which will not be effective.
c.
Choosing inappropriate communication tools and techniques for a leader to communicate
with his team can be an obstacle and reduce the accuracy of understanding the
communication carried out.
d.
Choosing the wrong language as a communication tool is also one of the biggest obstacles to
ineffective communication.
e.
Lack of trust and respect for each other will create ineffective communication.
f.
Making false assumptions about listeners while ignoring their feelings and sensitivities can
lead to communication breakdowns.
g.
Using gestures that do not match the words during the communication process can make a
leader's message not well received.
h.
Ignoring feedback will also be a barrier to communication.
i.
Lack of confidence, values, courage, and knowledge can make the communication effect not
maximized.
j.
Lack of leadership qualities will make communication ineffective.
Leadership styles that influence organizational communication:
a.
Style to fit the situation.
b.
Goal-Oriented Leadership Style.
c.
Directive Leadership Style.
d.
Employee-Oriented or People-Centered.
e.
Leadership styles by intellectual level.
f.
Behavioral Leadership Style.
g.
Action-Based Leadership Style.
Communication Character of Effective Leadership:
a.
A leader must have strong confidence when communicating with others. Lack of trust in
communication can make team members feel uncomfortable and unmotivated to complete
their work. A leader's confidence greatly helps the team to work together to achieve
organizational goals.
b.
A true leader must be able to communicate the rules clearly to his team and must be able to
set an example in adhering to those rules (being a role model).
c.
A leader should be energetic and self-motivated when communicating. If the leader is
hesitantly negative and unable to transform his enthusiasm to his team members, he will find
it difficult to be an influential leader.
d.
A leader must be trustworthy when they communicate. There should be values and
consistency of attitude when he interacts with his team members. A leader's volatile attitude
and behavior are not good leadership qualities.
e.
A leader should be accessible to team members who are unsure of the information they are
receiving. Leaders should be willing to make time for their team and for other channels.
f.
A leader must also be an effective listener.
g.
The leader's communication should be clear, concise and concise, respectful of others'
thoughts, he should understand the cultural context, knowledge, education, moral values,
different demographic backgrounds and his own communication tendencies.
h.
Leaders must be able to build a transparent communication system, there should be no room
for gossip.
i.
A leader must be focused and stable when communicating with his team, because in difficult
situations, team members tend to rely heavily on their leader's communication to find
stability and solutions.
j.
A leader must have a clear thought process. He must be clear in choosing communication
techniques, channels and approaches according to the intellectual level and understanding of
his audience. He should be able to communicate complex matters in simpler language to
make his team understand his work better.
k.
A leader should always concentrate on communicating with his team, not just sharing
information.
l.
A leader should not be afraid of making mistakes. Even if he makes an unintentional mistake,
he must admit it openly to gain the trust and respect of his team members.
m.
A leader must be confident when giving a message to his team. The message must be clear,
precise, and written correctly. The wrong message can create conflict and disagreement.
n.
A leader must communicate with an open mind and be receptive to suggestions in order to
learn and improve their leadership style.
o.
A leader must be able to manage his ego.
p.
A leader must know what he is saying to his team and must deliver the message without
ambiguity. The leader should have full knowledge of the subject at hand to avoid confusion.
q.
A leader may not have enough time to communicate with all group members individually, but
needs to develop the ability to interact with each individual, even when they are in a group.
r.
A leader should be skilled in story telling and anecdotes when communicating as it helps in
enhancing understanding and driving the behavior of his team members.
s.
A leader needs to repeat the message continuously until all his team members understand.
Repetition of the message can help increase productivity as each person is able to understand
the ideas and concepts of the message.
Practice Questions:
1.
Why should an organization change, explain!
2.
Describe the types of change in organizations!
3.
What must be done for organizational change to achieve maximum results?
4.
Explain the meaning of The Great Man Theory!
5.
Discuss with your peers what the ideal type of leader is.
