Administrative Leadership

For decades, leadership is a fundamental role in every organization. It provides direction, motivation and inspiration to all members of the team to achieve organization’s goal. As defined by Stoner, Freeman and Gilbert (1995), “Leadership is the process of directing and influencing the task related activities of group members”. Furthermore, other people are involved in an unequal distribution of power between group members and the leader.
Based on my experience, I have been met three types of leaders in my organization. The first time was when I came to workplace as an internship employee. As a fresh graduate, I did not have any experience in the workforce, but I had enthusiastic and commitment to achieve the organization goal. In my division,
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I met a common type of leader at Indonesian government sector which was an administrative leadership style. This style is a part of complexity leadership model. According to Uhl-Bien, Marion & McKelvey (2007), “Administrative leadership refers to the actions of individuals and groups in formal managerial roles who plan and coordinate activities to accomplish organizationally-prescribed outcomes in an efficient and effective manner (e.g., the bureaucratic function)”. In my office, the leader strictly obeys the institutional rules and policies. He implemented top-down function based on authority and positions, to make sure that all team members also strictly adhere to the organizational values and procedures. In this style, leadership varies based on the traditional hierarchical system. This means that positions in the institution are organized in a hierarchy where subordinate are amenable to the level above …show more content…
This leadership style is more emphasized the team 's decisions and allows them to take the lead in determining the objectives and methods of those which would be achieved. As a member of the team, I could feel that the leaders left the employees without a clear direction, supervision and coordination. Furthermore, they forced the employees to create a plan, then implementing and evaluating it without a clear standard. In this model the employees were required to have sophisticated ability, skill and experience since the leaders did not make the rule of job description and rarely made a relationship with the employees. In some cases the Laissez Faire leadership style could cause frustration admit the employees as the lack of guidance from leaders. In addition, this style also has advantages for instance; the employees could develop their ability, creativity and responsibility to solve the problem that might occur. Another example, a problem could be solved faster since the employees have authority to prioritize the

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