Integrasi Model Kepemimpinan, Taktik Pengaruh, Dan Penerapan Kekuasaan Memiliki Peran Penting Dalam Menentukan Hasil Organisasional


  • Febri Adi Prasetya



Integration of Leadership Models, Influence Tactics, Application of Power, Organizational Results, Organizational Performance


This research discusses the role of integration of leadership models, influence tactics, and the application of power in an organizational context. Effective leadership requires not only strong leadership skills, but also the ability to combine intelligent influence tactics and the appropriate application of power. The integration of these three elements is considered crucial in forming optimal organizational results. This research uses a literature analysis approach and empirical study to explore the relationship between integrated leadership models, influence tactics, the application of power, and their impact on organizational performance. The findings of this study highlight the importance of aligning leadership strategies with effective influence tactics and the judicious exercise of power to achieve desired organizational goals. Practical implications and recommendations for organizational leaders and managers are also discussed.


Ambrose, M. L., dan Schminke, M. 2003. Organizational Structure As A Moderator Of The Relationship Between Procedural Justice, Interactional Justice, Perceived Organizational Support, And Supervisory Trust. Journal of Applied Psychology. 88: 295—305.

Ballinger, G. A., Lehman D. W., dan Schoorman, F. D. 2010. Leader–Member Exchange And Turnover Before And After Succession Events. Organizational Behavior and Human Decision Processes. 113: 25—36.

Bies, R. J. & Moag, J. S. 1986. Interactional Justice: Communication Criteria of Fairness, in R. J. Lewicki, B. H. Sheppard, & M. H. Bazerman (Eds.), Research on Negotiation in Organizations, (Volume 1: 43—55), Greenwich, CT: JAI Press.

Burns, J.M. 1978. Leadership. New York: Harper & Row.

Burton, James P. Sablynski, Chris J. dan Sekiguchi, Tomoki. 2008. Linking Justice, Performance, and Citizenship via Leader-Member Exchange. Journal of Business and Psychology. 23: 51—61.

Colquitt, J. A. 2001. On the dimensionality of organizational justice: A Cconstruct Validation of a Measure. Journal of Applied Psychology. 86: 386—400.

Cropanzano, R., Prehar, C. A., dan Chen, P. Y. 2002. Using Social Exchange Theory To Distinguish Procedural From Interactional Justice. Group and Organization Management. 27: 324—351.

Dansereau, F. Jr., Graen, G., dan Haga. 1975. A Vertical Dyad Linkage Approach to Leadership within Formal Organizations—a Longitudinal Investigation of the Role Making Process, Organizational Behavior and Human Performance. 13: 46—78.