Analisa Leadership Strategic PT TIJA, 2 (Tugas Paper Kelompok FEB-UGM): Marissa Haque Fawzi

Yulk, Gordon, dan Taber (2002) menyatakan kepemimpinan/leadership dapat diteliti dengan seksama melalui tiga kelompok besar kategori besar berdasarkan limitation of factor-based taxonomies. Yaitu: (1) Task Oriented Behaviors; (2) Relation Oriented Behaviors; dan (3) Change Oriented Behaviors. Melalui a Three Dimensional Model, sejak tahun 1950 ketiga orang scholars tersebut berhasil membantu para peneliti melakukan penelitiannya terkait dengan kepemimpinan/leadership research yang sebelumnya sangat sulit karena merupakan integrasi dari multi disiplin ilmu menjadi lebih menjadi keniscayaan. Mereka melakukan pengelompokan daat serta informasi yang didapatkan berdasarkan tiga categories dan sepuluh sub-categories, yaitu: (1) Task-Oriented Behaviors; (2) Relation-Oriented Behaviors; dan (3) Change-Oriented Behaviors. Dimana keterangan dari category terhadap masing-masing sub-category dari adalah sebagai berikut:

(1) Task Oriented Behaviors

Merancang Konsep/Job Organisasi (Internal);

1. Organized work activities to omprove efficiency;

2. Plan short term operations;

3. Assign work to groups or individuals;

4. Clarify what results are expected for a task;

5. Set specific goals and standards for task performance;

6. Explain rules, policies, and SOP;

7. Direct and coordinate work activities;

8. Monitor operations and performance;

9. Resolve immediate problems that would disrupt the works.

(2) Relation Oriented Behaviors

Mengimplementasikan Job Organisasi (Internal)

1. Provide support and incouragement to someone with a difficult task;

2. Express confidence that person or group can perform a difficult task;

3. Socialize with people to build relationships;

4. Recognize contributions and accomplishments;

5. Provide coaching and mentoring when appropriate;

6. Consult with people on decisions affecting them;

7. Allow people to determine the best way to do a task;

8. Keep people informed about action affecting them;

9. Help resove conflict in a constructive way

10. Use symbols, ceremonies, rituals, and stories to build team identity;

(3) Change Oriented Behaviors

Visi ke Depan (Eksternal)

1. Monitor the external environment to detect threats and opportunities;

2. Interpret event to explain the urgent need for change;

3. Study competitors and outsiders to get ideas for improvements;

4. Envision, exciting, new possibilities for the organization;

5. Encourage people to view problems or opportunities in a different way;

6. Develop innovative new strategies, link the core competence;

7. Encourage and facilitate innovation and entrepreneurship in the

organization;

8. Experiment with new approaches for achieving objectives/goals;

9. Make symbolic changes that are consistence a anew vision or strategy;

10. Encourage and facilitate efforts to implement major change.