Meeting: WORKSHEET III Credits: 2

3 LEADERSHIP COURSE code:

Date and time: Time: 10 '
.........................
materials: Model development and Leadership Theory.
Achievement Indicators: to describe, elaborate and synthesize models and theories of leadership

Question:
Diskripsikan least 2 expert opinion on the reference models and their leadership?
Conclude the definition of leadership models by Brother based on the definitions described above
(no.1)!
Diskripsikan minimum of two expert opinions on the definition of leadership theory and its
reference?
Conclude the definition of leadership theory by you based on the definitions described above
(no.3)!
Answer:
1. a. Model of the Leadership Style
In general, leadership studies in the early stages try to examine the individual character that is inherent
in the leaders, such as: intelligence, honesty, maturity, assertiveness, speaking skills, social skills,
socioeconomic status, etc. (Bass 1960 , Stogdill 1974).
Stogdill (1974) states that there are six categories of personal factors that differentiate between leaders
and followers, namely capacity, achievement, responsibility, participation, status and situation. However,
many studies show that the factors that differentiate between leaders and followers in one study are not
consistent and are not supported by the results of other studies.
Besides that personal character is not a dominant factor in determining the success of the managerial
performance of leaders. Until the 1950s, more than 100 studies had been conducted to identify the
character or personal traits needed by good leaders, and from these studies it was stated that the
relationship between characteristics, character with leadership effectiveness, although positive but very
low significance (Stogdill 1970).
The available evidence suggests that if leadership is based on the factors of the situation, then the
influence of the characters possessed by leaders has a less significant influence. The failure of leadership
studies in this early period that did not succeed in convincing the existence of a clear relationship between
the personal character of the leader and leadership led researchers to look for other factors (other than
character factors), such as the situation factor that was expected to clearly explain the differences.
characteristics between leaders and followers.
b. Effective Leader Model
This leadership study model provides information about the types of behavior of effective leaders. The
behavior of leaders can be categorized into two dimensions, namely institutional structure and
consideration.
The dimensions of the institutional structure describe the extent to which leaders define and organize
group interactions in order to achieve organizational goals and the extent to which leaders organize their
group activities, this dimension is associated with the efforts of leaders to achieve organizational goals.
The consideration dimension describes the extent to which the level of work relationship between leader
and subordinate, and to what extent the leader pays attention to social and emotional needs for
subordinates, for example the need for recognition, job satisfaction and rewards that affect their
performance in the organization. This dimension of consideration is also associated with a leadership
approach that prioritizes two-way communication, participation and human relations.
 Meeting: WORKSHEET III Credits: 2
3 LEADERSHIP COURSE code:
Halpin (1966) states that effective leader behavior tends to show high performance on the two
aspects above. He argues that effective leaders are leaders who organize their organizational institutions in
a very structured manner and have very good relationships and friendships. In summary, this effective
leadership model supports the notion that effective leaders are leaders who can handle both
organizational and human aspects as well as in their organizations.

2. My conclusions from the two expert opinions above (Stogdill 1970) and Halpin (1966)
is the leadership model based on the factors of the situation, then the influence of the character
possessed by leaders has a less significant influence. And that effective leaders are leaders who organize
their organizational institutions in a highly structured manner and have very good relationships and
friendships with their subordinates.

3.a. Character theory, which focuses on the characteristics of the leader. These theorists try to find the
characteristics of individual characteristics of successful leaders and leaders who fail. According to Edwin
Ghiselli, there are certain characteristics that have an influence on leadership, namely:
- Ability as director and supervisor
- Need for achievement in groups / organizations
- Intelligence includes policy, creative thinking, and thinking power
- Assertiveness or ability to make decisions and solve problems competently and appropriately
Confidence
- Initiative or able to act without dependency.
b. Behavioral theory, which focuses on the leader's behavior about what is done and how to do it, such as
how the leader carries out the task ?, how do leaders delegate the three ?, how leaders communicate and
motivate their subordinates, and so on. are, Theory X and Y of Douglas Mc. Gregor, who argues that,
leadership strategy is influenced by the assumptions of a leader about human nature. This is a collection of
two opposing assumptions, such as:
ke IndonesiaThe assumptions of theory X:
The average human being is lazy or does not like work, if you can avoid it
In accordance with human nature, people must be forced, supervised, directed or threatened with
punishment so that they carry out their duties in order to achieve the goals of the organization
The average human being wants to avoid responsibility, his ambition is relatively small and wants security /
guarantee of life above all else.
The assumptions of theory Y:
The use of physical and mental effort at work is human nature such as playing or resting
Supervision and threat of punishment are not the only way to direct efforts to achieve organizational goals.
People will exercise self-control and self-direction to achieve agreed goals
Interest in goals is a function of appreciation related to their achievements
The average human being in a condition that is worthy of learning is not only to accept but also to seek
responsibility
There is a great ability to do imagination, creativity in solving organizational problems that are widely
spread to all employees
The average human intellectual potential is only partially used in the conditions of modern industrial life.
4. That can be concluded from the Theory of Nature that has been put forward by Edwin Ghiselli and the
Behavioral Theory by Douglas Mc.Gregor, is to find the characteristics of individual characteristics of the
leader through the behavior chosen by the leader to get to know his subordinates.
 Meeting: WORKSHEET III Credits: 2
3 LEADERSHIP COURSE code:

Name: Lasma Enita Siahaan value:

NIM: 4182121010
Prodi/Faculty: Physics Education/Mathematics and Natural Science Initials Lecturer:
Class: Bilingual Physics

Meeting: WORKSHEET IV Credits: 2

4 LEADERSHIP COURSE code:
Date and time: Time: 10 '
.........................
materials: Leadership problem identification and formulation of solutions
Achievement Indicators: to describe, elaborate and synthesize a leadership problem and formulate
solutions

Question:
1.Describe at least 2 educational leadership problem!
2.Give the formulation of solutions to the problem no.1!
3.Describe at least 2 non educational leadership problem!
4.Give no.3 the formulation of solutions to the problem!
Answer:

1. A. How can a leader in educational leadership improve the quality of education?

Indeed, there are many factors that influence the quality of education, but the most essential of these
determinants are the education leaders themselves. Because education leaders are planners / conceptors,
managers / implementers, and supervisors.
As a conceptor / planner / administrator, the leader must understand very well that educational planning
has a very strategic position in the overall education process. Planning is essentially a forward-oriented
activity. So that in providing quality education, education planning must be formulated as a whole, starting
from the national (macro), department / regional (meso) level, to the level of the institution / school
(micro).
At the micro level, education planning is applied in the context of the preparation of school planning
(Mulyono: 2008).
B. What will a leader do in educational leadership so that the body coordinated complies with the rules?
As a manager / implementer / manager, the education leader operationally implements curriculum
 Meeting: WORKSHEET III Credits: 2
3 LEADERSHIP COURSE code:
management, students, workforce, finance, facilities and infrastructure, school relations with the
community, and administration. All operational activities are carried out through a set of work procedures
which include; planning, organizing, mobilizing and supervising. Based on the challenges faced by
educational institutions at the primary micro level, education leaders carry out new approaches in order to
improve school capacity (Yukl: 2009). Thus, education leaders who have good managerial skills include
conceptual skills, human skills and technical skills. According to Tracey (without years) in Akhmad Sudrajat
(2009), conceptual skills are the ability of a leader in seeing the organization as a whole as a whole, human
skills namely the ability of leaders to work effectively as group members and to create cooperative efforts
within the group they lead, while technical skills are specific skills about processes, procedures, or
techniques, or are specific skills in analyzing specific matters and the use of specific knowledge facilities,
equipment and techniques.

2. In the preparation of micro-level planning is carried out with contextual considerations, as revealed
Djam'an Satori (2000) in Akdon (2007) includes:
1. Stakeholder analysis is carried out by taking into account the aspirations of teachers and principals
as internal stakeholders, as well as the aspirations of students and parents, the community, the world of
work, and the government as external stakeholders.
2. Formulation of the vision, mission and objectives of school development reflects the aspirations of
stakeholders, where the vision, mission, and objectives show the direction and orientation of the school
development as desired by stakeholders.
3. The formulation of the principal output fields (expansion and even distribution of quality, relevance
and effectiveness and efficiency of management) needs to be articulated as formulas that are specific to
the school institution.
4. Position analysis includes the study of the internal and external environment of the school.
5. A systematic and critical study of the internal and external environment of the institution will generate
a number of strategic issues as sources for the development of priority goals and programs.
6. The formulation of school development objectives describes the values of change or the conditions
desired by the institution.
7. Planners need to clearly formulate strategies for school planning and development goals, and involve all
supporting components (in this case internal stakeholders and external stakeholders) so that all
stakeholders' needs are accommodated in order to achieve the goals to be achieved.
8. School institution development programs are derived from action strategies to achieve development
goals.
9. The implementation or implementation of a program is a critical phase, so that the role of all
supporting components of the program implementer is needed comprehensively and optimally.
10. Control and feedback are intended to improve the effectiveness of achieving objectives and assessing
aspects of efficiency.

3. A. How does a leader in non-education leadership improve the quality of his employees?
In improving the quality of work and the quality of its employees a non-educational leader must be able
to coordinate the way it works first so that the person he leads can also take lessons from what he does.
B. What will a leader in non-education leadership do so that employees comply?
If a leader is able to coordinate his activities and work, also handle each task according to his field.
Thus, of course the people under him or the employees he is leading will follow the good things he does,
so as to create a more conducive and planned work space.
 Meeting: WORKSHEET III Credits: 2
3 LEADERSHIP COURSE code:

4. The way is:

1. Ability to arrange work planning for various levels of planning (ie strategic planning, operational
planning, annual planning, up to budget planning).
2. Ability to develop office coordination according to needs (i.e. policies, structures, personnel job
descriptions)
3. Ability to lead an agency in order to optimally utilize place resources (both human resources, financial
resources, and infrastructure facilities).
4. Ability to manage change and company development towards effective work organizations.
5. Ability to create a conducive and innovative job culture and climate for employees and workers.
6. Ability to manage employees and staff in order to utilize human resources in order to improve quality
optimally.
7. Ability to manage office facilities and infrastructure in order to improve work quality optimally.
8. Ability to manage office relations with the community in order to find support for ideas, input sources,
and task financing.
9. Ability to manage workforce in order to receive new employees, placement, and development of
optimal workforce capacity.
10. Ability to manage the development of work programs and activities optimally in accordance with the
direction and objectives to be achieved, and the ability to monitor and evaluate all program activities
carried out to improve and improve quality.

Name: Lasma Enita Siahaan value:

NIM: 4182121010
Prodi/Faculty : Physics Education/Matemathics and Natural Science
Initials Lecturer:
 Meeting: WORK SHEET V
5 LEADERSHIP
Date and time:
September 28th 2018
Material: leadership styles
Performance Indicators: Can describe, elaborate, synthesize and choose the right leadership style

Question:
Describe leadership styles according to 2 or more experts!
Conclude leadership styles based on problem # 1!
In your opinion, what is the best leadership style applied in the School.

Answer:

A. Individualist according to Rooke , is self-aware, creative, and primarily focused on their own
actions and development as opposed to overall organizational performance. This action logic is
exceptionally driven by the desire to exceed personal goals and constantly improve their skills Here
are some things an individualist might saya
a. "A good leader should always trust their own intuition over established organizational
processes."
b. "It's important to be able to relate to others so I can easily communicate complex ideas to
them.
c. "I'm more comfortable with progress than sustained success."

B. Alchemist according to Tolbert describe this charismatic action logic as the most highly
evolved and effective at managing organizational change. What distinguishes alchemists
from other action logics is their unique ability to see the big picture in everything, but also
fully understand the need to take details seriously. Under an alchemist leader, no department
or employee is overlooked. Here are some things an alchemist might say:

a. "A good leader helps their employees reach their highest potential, and possesses the
necessary empathy and moral awareness to get there."

b. "It's important to make a profound and positive impact on whatever I'm working on."
 Meeting: WORK SHEET V
5 LEADERSHIP
c. "I have a unique ability to balance short-term needs and long-term goals."

2.Someone with individualist style will be self-aware, creative, and primarily focused on their
own actions and development as opposed to overall organizational performance. Meanwhile,
someone with alchemist style will work with action logic as the most highly evolved and effective
at managing organizational change. What distinguishes alchemists from other action logics is their
unique ability to see the big picture in everything, but also fully understand the need to take details
seriously

3. however the style chosen by a leader in his leadership is good, while he uses his leadership
style according to what should be done. and it seems that every school has a different character, both
in terms of curriculum, regulations and procedures for teaching at the school. So depending on how
we will take the leadership style that we think is right. And do not forget to pay attention to what
style is suitable for the environment we are living.

Name: Lasma Enita

NIM: 4182121007

Study Program / Faculty: : Physics Education / Mathematics and Natural

Sciences
Class: Bilingual Physics

Meeting: WORK SHEET VI SKS: 2

6 LEADERSHIP COLLEGE Code: 1UNM48301
Date and time: Time: 08.00- 09:40
September 28th 2018
 Meeting: WORK SHEET VI SKS: 2
6 LEADERSHIP COLLEGE Code: 1UNM48301
Material: Manager and leader duties
Performance Indicators: Can describe, elaborate and accommodate the manager's duties and functions of
an organization.

Question:
1. Describe the manager's duties and functions according to 2 experts or more?
2. Conclude the manager's duties and answers based on answers to questions no. 1?

Answer:

A. Harold Koontz and Cyril O’Donnell

In 1976, Harold Koontz and Cyril O’Donnell published an essay Management: A Systems and
Contingency Analysis of Managerial Functions. They felt the previous studies have been effective
in describing the functions, but believed the division should be more detailed. Koontz and
O’Donnell believed there to be five key functions of management:

Planning

Organizing

Staffing

Directing/Leading

Controlling
These five functions of management have become perhaps the most cited and they are explained
further in the following section. Overall, the quick outlook would hopefully have highlighted the
alignment of the functions of management in different management theories.

B. George R. Terry
 Meeting: WORK SHEET VI SKS: 2
6 LEADERSHIP COLLEGE Code: 1UNM48301
Many theorists have looked at the functions and crafter their own ideas, deviating only slightly
from Fayol’s core functions. George R. Terry wrote a book Principles of Management in 1968 and
outlined his view on the principles. Terry believed there to be four core functions, each function
posing and responding to a specific question the management must solve. The question, the
fundamental function and the resulting action are outlined in the below graph:
 Meeting: WORK SHEET VI SKS: 2
6 LEADERSHIP COLLEGE Code: 1UNM48301

ControllingReports, The Function The Result

comparisons, costs
and
budgetsActuatingLea
dership,
communication,
development, and
incentivesOrganizing
Work division, work
assignment, and
authority
utilizationObjectives,
policies, procedures
and methodsThe
Question

Are the actions being

performed according to
plan?

Why and how should

group members
perform their tasks?

Where should actions

take place and who
should do what work?
 Meeting: WORK SHEET VI SKS: 2
6 LEADERSHIP COLLEGE Code: 1UNM48301

ControllingReports, The Function The Result

comparisons, costs
and
budgetsActuatingLea
dership,
communication,
development, and
incentivesOrganizing
Work division, work
assignment, and
authority
utilizationObjectives,
policies, procedures
and methodsThe
Question

Are the actions being

performed according to
plan?

Why and how should

group members
perform their tasks?

Where should actions

take place and who
should do what work?
 Meeting: WORK SHEET VI SKS: 2
6 LEADERSHIP COLLEGE Code: 1UNM48301

ControllingReports, The Function The Result

comparisons, costs
and
budgetsActuatingLea
dership,
communication,
development, and
incentivesOrganizing
Work division, work
assignment, and
authority
utilizationObjectives,
policies, procedures
and methodsThe
Question

Are the actions being

performed according to
plan?

Why and how should

group members
perform their tasks?

Where should actions

take place and who
should do what work?
 Meeting: WORK SHEET VI SKS: 2
6 LEADERSHIP COLLEGE Code: 1UNM48301

ControllingReports, The Function The Result

comparisons, costs
and
budgetsActuatingLea
dership,
communication,
development, and
incentivesOrganizing
Work division, work
assignment, and
authority
utilizationObjectives,
policies, procedures
and methodsThe
Question

Are the actions being

performed according to
plan?

Why and how should

group members
perform their tasks?

Where should actions

take place and who
should do what work?
 Meeting: WORK SHEET VI SKS: 2
6 LEADERSHIP COLLEGE Code: 1UNM48301

2. Planning, Organizing, Staffing, Directing/Leading, and Controlling.These five functions of

management have become perhaps the most cited and they are explained further in the following
section. Overall, the quick outlook would hopefully have highlighted the alignment of the functions
of management in different management theories. And in the second opinion there one plus that is
actuating this is to leadership communication.

Name: Lasma Enita Siahaan Value:

NIM: 4182121010
Study Program / Faculty: : Physics Education / Mathematics and Natural Lecturers:
Sciences
Class: bilingual physics 2018

Meeting : WORK SHEET VII SKS: 2

7 LEADERSHIP COLLEGE Code: 1UNM48301

Date and time: Time: 08.00- 09:40

September 28th 2018
Material: Operational Leadership.
Performance Indicators: Can describe, elaborate, arrange procedures and
simulate operational leadership.
 Meeting : WORK SHEET VII SKS: 2
7 LEADERSHIP COLLEGE Code: 1UNM48301

Question:
Describe minimum operational leadership according to 2 experts?
Conclude operational leadership based on answers to questions no. 1!
Write a scenario of operational leadership practices to be simulated!
Answer:
A. Said Dana Brownlee, founder of Professionalism Matters. "Are they growing, becoming better
leaders themselves, motivated, etc.?"According to Brownlee, if you have engaged in the following
behaviours, it's possible you're showing signs of being a weak leader:
No one on your team has criticized one of your ideas in the past month.

You spend more time planning your own career progression than planning that of your team
members.

You haven't had at least three completely non-work related conversations with a team member
weekly.

Different team members would provide different answers if asked your top three priorities for
the year.

Team members are afraid to fail.

Business News Daily asked CEOs, managers and leadership experts for their best advice on
becoming a better leader. Here's what they had to say.

B.. Terry "Starbucker" St. Marie, That is

1. Connect and communicate

Leading a group of people requires a mutual sense of trust and understanding between the leader
and the team members. As a first step toward that goal, leaders should learn to connect, a leadership
writer and consultant, said that being what he calls a "more human" leader requires positivity,
purpose, empathy, compassion, humility and love. These key traits will put you on the road to
genuine connections with the members of your team.

2. Know your team

Once you've mastered the art of communicating and connecting with your team members, you can
really get to know them — who they are, what they're interested in and what their talents are.
 Meeting : WORK SHEET VII SKS: 2
7 LEADERSHIP COLLEGE Code: 1UNM48301

3. Encourage creativity

If you want your staff to do their best work, you need to give them the freedom to brainstorm and
explore, Negrash said. Be open to your team's ideas and suggestions, and be ready to consider them
and possibly develop them further.

4. Focus on the positives

As much as leaders wish that their team's day-to-day operations could run smoothly all the time,
they're bound to run into the occasional obstacle.

5. Show, don't tell

An effective leader knows how to show others what is required, rather than simply telling them.

6. be direct

Tasso Du Val, CEO and founder of Toptal freelance talent network, said direct, honest feedback —
even if it's criticism — is the best way to guide your team in the right direction. You also need to
know exactly where your business is headed, so you can give them the right advice.

7. Ask for feedback

Your team members aren't the only ones who can benefit from honest feedback. A true self-
assessment of your own leadership can be difficult, so mentors, fellow professionals and even your
own staff are invaluable in evaluating your effectiveness.

8. Understand your own motivation

If a person in a leadership position views his or her role as "just a job," it's going to show.

conclution from that 2 opinions is Are they growing, becoming better leaders themselves,
motivated, etc.?"According to Brownlee, if you have engaged in the following behaviours, it's
possible you're showing signs of being a weak leader: No one on your team has criticized one of
 Meeting : WORK SHEET VII SKS: 2
7 LEADERSHIP COLLEGE Code: 1UNM48301

your ideas in the past month. You spend more time planning your own career progression than
planning that of your team members.

Leadership training through simulation gaming could be a suitable way of developing leadership skills
because potential candidates become leaders by practice in performing deliberate acts of leadership. The
context of experience is a very important factor for the development of leadership skills. According to
Hunsaker (2007), there are Several ways that simulations can facilitate the development effective
leadership behaviour. One way is to involve participants Learning from peer feedback during the decision
making process as they perform the functions of decision makers and leaders. A simulation to train
leadership is an intensive and interactive platform. The informational content and roles assumed by
participants are designed to reflect what people encounter in a particular, real World environment
Leadership! Competence Develops when an individual is Forced to address the challenge of
innovating, inspiring and adapting, all of which could be learned during simulation gaming. Simulation
gaming could be a fruitful tool for leadership training because these complex environments present
real, authentic problems and solving problems in the simulations demands a concerted and involved
application of leadership.
Meeting : WORK SHEET VII SKS: 2
7 LEADERSHIP COLLEGE Code: 1UNM48301
 Meeting : WORK SHEET VII SKS: 2
7 LEADERSHIP COLLEGE Code: 1UNM48301

Name: Lasma Enita Siahaan Value:

NIM: 4182121010
Study Program / Faculty: : Physics Education / Mathematics and Natural Lecturers:
Sciences
Class: Bilingual Physics