LEADERSHIP

TRAITS, BEHAVIORS, AND RELATIONSHIPS

Group 3:
1. Muhammad Dzakyul Fikri 2010522018
2. Nabil Ikram Albari 2010522022
3. Anisa Yudia Ningsih 2010522002
4. Siti Nabila Rahandi 2010521032
5. Syafiqa Feliciani 2010521040
6. TasyaZulianaPutri 2010522011
7. Wahyu Utami 2010522009

Lecturer : Dr. Rahmi Fahmy, SE., MBA.

INTERNATIONAL MANAGEMENT

FACULTY OF ECONOMY ANDALAS UNIVERSITY

THE TRAIT APPROACH

Traits are the distinguishing personal characteristics of a leader, such as intelligence,

honesty, self-confidence, and appearance. Research early in the twentieth century examined
leaders who had achieved a level of greatness and hence became known as the Great Man
approach. Fundamental to this theory was the idea that some people are born with traits that
make them natural leaders. The Great Man approach sought to identify the traits leaders
possessed that distinguished them from people who were not leaders.
A few traits typically considered highly important for leadership are optimism, self-confidence,
honesty, integrity, and drive.
• Optimism refers to a tendency to see the positive side of things and expect that things
will turn out well.
• Self-confidence is general assurance in one’s judgments, decision-making, ideas, and
capabilities. Self-confidence doesn’t mean being arrogant and prideful but rather
knowing and trusting in oneself.
• Honesty refers to truthfulness and non-deception. It implies an openness that followers
welcome.
• Integrity means that a leader’s character is whole, integrated, and grounded in solid
ethical principles, and he or she acts in keeping with those principles.
• Drive refers to high motivation that creates a high effort level by a leader.

KNOW YOUR STRENGTHS

What Are Strengths?

Strength is a natural talent or ability that has been supported and reinforced with learned
knowledge and skills.
Matching Strengths with Roles
3 types of leadership roles:
1. Operational Roles
 An operational role is a vertically oriented leadership role that has direct control over
people and resources and the position power to accomplish results (ex: they set goals and
get things done by using their position power)
2. Collaborative roles
A horizontal leadership role where the leader often works behind the scene and use their
power to influence others. Here, the leader needs people with excellent skills.
3. Advisory roles
A leadership role that provides advice, guidance, and support to other people and
departments in the organization. (ex: in departments such as legal, finance, and human
resources. This leader has the responsibility to develop the ability of the organization for
doing their work rather than accomplish a specific goal)

BEHAVIOR APPROACHES

Autocratic vs democratic behaviors

Autocratic is a leader who tends to centralize the authority and use their power.
Democratic leader is a leader who delegates authority to others, encourages participation of
subordinates, and completes the tasks depending on the respect of subordinates.
Consideration and Initiating Structure
Consideration describes the extent where a leader is sensitive to subordinates, respect
their ideas, feeling, and establish mutual trust. Initiating structure describes where a leader has an
orientation to the work activities of subordinates for achieving goals.
Most leaders combine consideration and initiating structure for their organization. A
leader might demonstrate a high consideration and low initiating structure, or low consideration
and high initiating structure.
Ohio State Studies
Researchers conducted surveys to identify specific dimensions of leader behavior. The
analysis of ratings resulted in two wide-ranging categories of leader behavior later called
consideration and initiating structure.
 Consideration describes the extent to which a leader cares about subordinates, respects
their ideas and feelings, and establishes mutual trust. Initiating structure describes the extent to
which a leader is task-oriented and directs subordinates’ work activities toward goal achievement
University of Michigan Studies
The Michigan researchers established two types of leadership behavior, each type
consisting of two dimensions. First, employee-centered leaders display a focus on the human
needs of their subordinates.
In contrast to the employee-centered leader, the job-centered leader directs activities
toward scheduling, accomplishing tasks, and achieving efficiency. Goal emphasis and work
facilitation are dimensions of this leadership behavior.
The Leadership Grid
The Leadership Grid is a two-dimensional leadership model that describes major leadership
styles based on measuring both concern for people and concern for production
Theories of a “High-High” Leader
The findings of two underlying dimensions and the possibility of leaders rated high on
both dimensions raise three questions to think about. The first question is whether these two
dimensions are the most important behaviors of leadership. The second question is whether
people-orientation and task orientation exist together in the same leader, and how. The third
question concerns whether people can actually change themselves into leaders high on people- or
task-orientation.
Although “high-high” leadership is not the only effective style, researchers have looked to this
kind of leader as a candidate for success in a wide variety of situations.

INDIVIDUALIZED LEADERSHIP

An approach where the leader develops a unique relationship with each subordinate or group
member, which determines how the leader behaves toward the member and how the member
responds to the leader. To be specific, it’s about a series of two-person interactions (dyads) and
the concept of exchange (gives and receives).
Stages of individual leadership development:
1. Vertical dyad linkage model (VDL)
A model that argues for the importance of the dyad formed by a leader with each member of the
group. Followers have different descriptions (behaviors and traits) of the same leader and it will
create in-groups and out-groups in the organization. Purpose: Awareness of a relationship
between a leader and each individual.
2. Leader-member exchange (LMX)
The model explores how leader-member relationships develop over time and how the quality of
exchange relationships affects outcomes. Purpose: Find specific attributes of the exchange
relationship. “Higher-quality relationship will lead to higher performance and greater job
satisfaction for leaders, followers, work units, and the organization”.
3. Partnership building
The model focuses on whether leaders could develop positive relationships with a large number
of subordinates. If a leader differentiates between in-group and out-group relationships it leads to
resentment or hostility, but if the leader granted excessive benefits and advantages to members
others may rebel. So, to increase the positive relationship with all members, leaders should treat
them individually in a different positive way. Purpose: Find true performance and productivity.

ENTREPRENEURIAL TRAITS AND BEHAVIORS

The leader needs some traits and behaviors to build strong entrepreneurship such as:
1. Strong dive
2. Enthusiasm
3. Future vision
4. Persistent
5. Independent
6. Action-oriented
7. Drawn to new opportunities
8. Innovative and creative
9. Highly self-motivated
10. Willing to take a risk for improvement, etc.
Entrepreneurial leadership is a source of innovation and change for established companies.
 CASE ANALYSIS: CONSOLIDATED PRODUCT
Introduction
Consolidated Products is a medium-sized manufacturer of consumer products with non-
unionized production workers. Ben believes that it’s important to treat employees properly to
maintain loyalty to the company. If the leader treats the subordinate right, they will do a good job
without problem and there is no need for supervision. It’s important to keep the skilled worker at
crisis period. Other opinion Phil say that human relations training was a waste of time since if
they don’t want to do the work just get rid of them and find somebody else. Supervisors were
instructed to establish high performance standards for their departments and insist that people
achieve them. Workers don’t respect a supervisor who is weak and passive.

Compare the leadership traits and behaviors of Ben Samuels and Phil Jones

Leaders should be role models, especially in a company where lots of employees are
working. They are supposed to set directions for the ones under them. Therefore, having a good
leader will help a company develop to its full potential.
Ben Samuels was a leader in a plant manufacturing company, he held the plant manager
position for 10 years. Ben was well liked by his coworkers and they appreciated his kind act of
providing them with entertainment in the company. This includes the fitness center, company
picnics, and holiday parties. Ben’s best behavior was that he treated the employees properly,
which resulted in their having a sense of loyalty to the company. When Ben was in the manager
seat, the plant had the lowest turnover among other plants, though the plant got second worst
record for costs and production levels. One of his traits is that he believes if you treat an
employee right, they will respond positively in the form of work performance. Ben doesn’t give
layoffs because losing quality workers won’t benefit the company, instead if employees have
problems, he would try to help them. One example is that when someone is injured, he would put
them in another job that wouldn’t be a problem despite their injury.
Meanwhile, Phil Jones was the complete opposite of Ben. Phil took down the fitness
center, cancelled company picnics and parties to cut the costs of the company. Phil was very
strict with the human relations training, he believed that they were a waste of time. Unlike Ben,
Phil sets standards for the supervisors’ departments and insist that people should achieve them.
Supervisors with substandard performance will be let off with one warning but if they don’t
increase their performance, they’ll lose their job. Ben cherished every employee and helped them
to the best of his ability when they had problems. Meanwhile, Phil laid off workers as soon as
business was slow for one of the product lines. Even though Phil reduced the production costs
and increased the output, he sacrificed almost half of his supervisors and significantly increased
the turnover, not just from the people he fired but also from others that quit because of the way
they were treated. Phil made the company have trouble finding replacements and increased the
chances of unionizing.

Which leader do you think is more effective? Why? Which leader would you prefer to
work for?
We can see that Phil Jones is more effective in this case. He can decrease the cost and cut all the
costs that he thought was useless. But it just work for short-term because this is a consolidated
products, need more democratic approach. But Phil Jones trait is more autocratic that not really
fit with product they built, they will will lose all competence workers if we keep doing this kind
of leadership. Base on Tannenbaum and Schmidt study suggested that leaders might adjust their
behaviors to fit the circumstances. If we base on this theory, then how Ben Samuel act will be
more effective to lead a consolidation type company by paying attention to the long term of the
company's life and continuity.

If you were Phil Jones’s boss, what would you do now?

If I was Phil Jones’s boss, I would call him to my office, praise him because of the reduction of
production costs and production output increase, then talk and discuss about the fired workers,
supervisors and machine operators resignation that caused high turnover and difficulties in
finding the replacements. I would tell him that besides reaching company’s goals and targets and
care about company’s productivity, building and having good relationship with employees is also
important because it has impact to employees performance, as the Leader-Member Exchange
(LMX) says that high-quality relationships have a positive outcome for leaders, workers, and the
company. Last, I would encourage him to be a high-high leader, which is a leader that concern
about both people and tasks because this kind of leader is a candidate that success in variety of
situations according to the researches. With this kind of leader, Phil Jones could focus on
achieving company’s goals and productivity, yet still having good relationship with employees..
Conclusion

From the case, we know that Ben Samuels is a people-oriented leader, which his focus
and concern is the employees. He tried to build positive relationship with the employees, such as
avoid layoffs when production demand was slack and help workers that have problem, so it can
build employee’s loyalty to the company. But because he just focused on his employees, the
problem is the company’s costs and production levels are low. While Phil Jones is a task-
oriented leader, which his focus and concern is about the company’s productivity. Under him,
the company’s production costs were reduced by 20 percent and production output was up by 10
percent. But the problem is, the company had high turnover and it is difficult to find the
replacement for the employees that fired or resign. It is because he didn’t concern about the
employees. In the end, we can conclude that the best type of leader is the one who concern about
both people and task. The one who has good relationship with employees, always has trust and
has good discussion with employees and also doesn’t forget to reach company’s goal and target,
concern about company’s performance and productivity.