管理学（双语）chap10Leadership.ppt

Chapter 10,LEADERSHIP,10-1,1. Leaders and Leadership P488 2. Early Leadership Theories P488 3. Contingency Theories of Leadership P493,Outline,10-2,Teaching Objectives,1. Who are leaders and what is leadership. 2. Discuss what research has shown about leadership traits. 3. Contrast the findings of the four behavioral leadership theories. 4. Explain how Fiedlers theory of leadership is a contingency model. 5. Discuss how situational leadership theory explains leadership. 6. Discuss how path-goal theory explains leadership.,10-3,Focal and Difficult Points,1. Behavioral leadership theories 2. Fiedlers theory of leadership 3. Situational leadership theory 4. Path-goal theory,10-4,3 -,5,Lead-in Case,莉兹的眼光 莉兹克罗伯恩（Liz Claiborne）在服装界工作多年，并很早就在服装行业享有顶尖女性服饰设计师的名誉。 20世纪70年代，随着职业女性人数的日渐增多，莉兹一眼就看出了宽松的休闲服与牛仔味道的服装，它们和会议室中打领带的职业服饰有非常大的差距。 莉兹相信女性想要的就是可以体现自己风格，而又不失其品质和价值感的合宜服饰。这其中存在一个很大的市场。 这个市场的服饰是属于有些休闲可是又不失其功能和协调性的单件式服饰市场，它可以让职业妇女自行搭配穿着。,10-5,3 -,6,Liz Claiborne公司的创办与成长, 1976年1月，莉兹和她的先生亚瑟奥特伯格)拿出自己5万美元的存款，并向朋友借了20万美元，开创了Liz Claiborne公司。 第一年，公司的业绩就高达2亿美元。服装界的人士都称莉兹是“梦想家”和“最伟大的探险家”。 11年后，Liz Claiborne公司就成为财富杂志的前五百家大公司中年资最浅的公司和两家由女性开创的公司之一。 Liz Claiborne逐渐成长为全世界最大的女性服饰公司，可是它却没有任何一台制造设备，也没有任何业务主力为它推动业务。克罗伯恩把制造的部分外包给独立的海外厂商。,10-6,3 -,7,莉兹的魅力, 莉兹每天会花一些时间和各小组的设计师聚在一起，以培养他们的设计技能。莉兹将职责分派到各个小组，如果成功了就有报酬。就这样，莉兹和员工之间建立了积极的合作关系。 另一方面，莉兹和她的员工认真倾听顾客的意见，再设计服饰来配合她们的生活风格，营造出一个女性顾客非常想要的全服饰系列。 Liz Claiborne公司提升了顾客的价值。,10-7,3 -,8,莉兹公司的特点, 公司内部有150位专家，他们的职责是拜访各服饰店，和顾客聊天，并为业务人员举办座谈会。 零售商都说，莉兹公司对顾客的回应服务比其他服饰厂商要好得多。这一点对全球化市场来说尤其重要，因为世界各地的女性顾客都有不同的偏好。 Liz Claiborne公司在20世纪80年代正式登陆欧洲大陆市场。 在莉兹将其领导地位转交到该公司的最初合伙人杰洛姆钱曾(Jerome Chazen)手上时，她就已经把自己的事业建造成一个总值200亿以上的服饰王国了。 莉兹在公司里扮演着什么角色？,10-8,3 -,9,案例分析,由案例中的 Liz Claiborne 公司的创始人莉兹克罗伯恩，使人们不得不联想到领导的作用，企业中领导者们的领导风格及其各种活动，使得企业得以顺利发展和壮大。Liz Claiborne 公司之所以成为世界最畅销的女性服饰公司，与莉兹的领导风格与行为是密不可分的。任何一个组织成败的关键在于领导（Leadership）。组织成员的激励、人际关系与群体行为、经营管理和劳动报酬等都无不与其领导的行为及其效用有关。领导属于组织，又服务于组织，组织可授予领导明确的权力，领导便是对权力的运用。有了领导，组织才能生存、发展和运行，缺乏领导的组织不成其为组织，缺乏有效领导的组织是无力的、难以发展的组织。只有具备杰出领导能力的领导者，才能使组织具有强大的凝聚力与战斗力，才能率领被领导者实现组织的目标。,10-9,1. Leaders and Leadership,Leader Someone who can influence others and who has managerial authority Leadership What leaders do; the process of influencing a group to achieve goals Ideally, all managers should be leaders Although groups may have informal leaders who emerge, those are not the leaders were studying 只拥有职位权力的人扮演一般管理者的角色，领导作用有限。在组织中没有正式职位但却对群体有影响力的人通常为非正式领导者；兼有职位权力与很强个人影响力的人才是真正意义上的领导者。 Leadership research has tried to answer: What is an effective leader?,10-10,领导理论要点,10-11,Trait Theories(领导特质理论） 出发点：领导者个人的品质 目标：寻找最佳的领导者素质结构 Behavioral Theories（领导行为理论） 出发点：领导者的行为领导风格 目标：寻找最佳的领导行为方式 Contingency Theories（权变的领导理论） 出发点：领导环境因素的影响 目标：在什么情况下适合采用什么领导方式， 才能取得最佳的领导效果,2. Early Leadership Theories,2.1 Trait Theories(1920s-30s) 基本观点：最古老的领导理论观点。关注领导者个人，并试图确定能够造就伟大管理者的共同特性。这实质上是对管理者素质进行的早期研究。 Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful. Later research on the leadership process identified seven traits associated with successful leadership: Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.,10-12,2. Early Leadership Theories (cont.),10-13,2.2 Behavioral Theories Leadership theories that identified behaviors that differentiated effective leaders from ineffective leaders. 基本观点：行为理论主要研究领导者应该做什么和怎样做才能使工作更有效。集中在两个方面：一是领导者关注的重点是什么，是工作的完成（任务），还是群体成员（人）？二是领导者的决策方式，即下属的参与程度。,2. Early Leadership Theories (cont.),2.2 Behavioral Theories University of Iowa Studies (Kurt Lewin) Identified three leadership styles: Autocratic style: centralized authority, low participation Democratic style: involvement, high participation, feedback Laissez faire style: hands-off management, gave the group complete freedom,10-14,2. Early Leadership Theories (cont.),10-15,2.2 Behavioral Theories University of Iowa Studies (Kurt Lewin) - Autocratic style 特点: 个人独断专行，组织决策完全由领导者做出 领导者预先安排一切工作内容、程序和方法， 下级只能服从 除工作命令外，从不把更多消息告诉下级， 下级没有任何参加决策的机会 主要靠行政命令、纪律约束等来维护领导者权威 领导者与下级保持相当的心理距离。,2. Early Leadership Theories (cont.),2.2 Behavioral Theories University of Iowa Studies (Kurt Lewin) - Democratic style 特点 领导者在决策前同下属磋商 分配工作时，尽量照顾到组织每个成员的能力、 兴趣和爱好 下属有相当大的自由度 主要运用个人的权力和威信使人服从 领导者积极参加团体活动，与下属无心理距离。,10-16,2. Early Leadership Theories (cont.),2.2 Behavioral Theories University of Iowa Studies (Kurt Lewin) - 勒温根据实验得出的结论是： 放任式的领导方式工作效率最低，往往完不成工作目标； 专制式领导方式能达到既定的任务目标，但成员缺乏责任感； democratic style was most effective 民主式领导方式效率最高, 不但能完成工作目标，而且成员之 间关系融洽，工作积极主动，富有创造性。 - Later research findings: mixed results No specific style was consistently better for producing better performance Employees were more satisfied under a democratic leader than an autocratic leader.,10-17,2.2 Behavioral Theories (cont.) Ohio State Studies Identified two dimensions of leader behavior Initiating structure: the role of the leader in defining his or her role and the roles of group members Consideration: the leaders mutual trust and respect for group members ideas and feelings. Research findings: mixed results High-high leaders generally, but not always, achieved high group task performance and satisfaction. Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.,10-18,2. Early Leadership Theories (cont.),2. Early Leadership Theories (cont.),2.2 Behavioral Theories (cont.) University of Michigan Studies Identified two dimensions of leader behavior Employee oriented: emphasizing personal relationships Production oriented: emphasizing task accomplishment Research findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.,10-19,2.2 Behavioral Theories (cont.) Managerial Grid - Appraises leadership styles using two dimensions: Concern for people Concern for production - Places managerial styles in five categories: Impoverished management (1,1) Task management (9,1) Middle-of-the-road management (5,5) Country club management (1,9) Team management (9,9) - Concluded that managers should use (9,9) style,10-20,2. Early Leadership Theories (cont.),2. Early Leadership Theories (cont.),10-21,案例分析,A：任厂长 某汽车公司装配厂的任厂长，从一上任开始，就不同意公司裁员的做法，他给厂里每个人机会以充分证明自己的价值。在他任期内，全厂5000名职工中只有极少数人被解雇。他首先为职工们建造了供职工们使用的餐厅和卫生间。午餐时，他还亲自上餐厅，跟职工们打成一片。他倾听他们的抱怨，征求他们的意见和合理化建议，鼓励班组定期开会来解决共同的问题。通过“一日厂长制”等活动，创造一切可能的机会让职工们参与全厂的长远规划。任厂长不仅坚持每日2小时在现场走动办公，而且还为管理人员和一线工人安排了不断解决问题的对话。通过对话，他希望管理人员知道他们为一线工人提供的服务是怎样的“不到位”，从而激发职工对企业的忠诚。 他对下属关怀备至，下属人员遇到什么难处都愿意和他说，只要厂里该办的，他总是很痛快地给予解决。职工私下说他特别会笼络人。 当然，任厂长也承认装配厂生产率暂时不如其他同类企业，但他坚信只要他的职工们有高昂的士气，定会取得好的绩效。,10-22,B：严厂长 某钢厂严厂长 认为对下属人员采取敬而远之的态度对一个厂长来说是最好的领导方式，所谓的“亲密无间”只会松懈纪律。他一天到晚绷着脸，下属人员从未见他和他们谈过任何工作以外的事情，更不用说和下属人员开玩笑了。他到哪个部门谈工作，一进门大家的神情都变得严肃起来，犹如“一鸟入林，百鸟压音”，大家都不愿和他接近。严厂长把全厂的工作任务始终放在首位，在他看来，作为一个好的领导者，无暇去握紧每一个职工的手，告诉他们正在从事一项伟大的工作。所以他总是强调对生产过程、产量控制的重要性，坚持下级必须很好地理解生产任务目标，并且保质保量地完成。他经常直接找下属布置工作，中层管理人员常常抱怨其越级指挥，使他们无所适从。严厂长手下 的几员“大将”被“架空”已成家常便饭。职工们有困难想找厂里帮助时，严厂长一般不予过问，职工们说他“缺少人情味”。 久而久之，严厂长感到在管理中最大的问题就是下级不愿意承担责任，他们对工作并非很努力地去做，全厂的工作也只是推推动动，维持现有局面而已。,10-23,3 -,24,10-24,C：赵厂长 赵大伟是一位经验丰富的企业家，当某市齿轮厂严重亏损、频临倒闭时，他开始出任该厂的厂长。他 的管理哲学是：“管理既是无情的，又是有情的。对工人既要把螺丝拧得紧紧的，又要给予其温暖。”赵厂长对下属完全信赖，倾听下情并酌情采用。通过职工参与制，让下属参与生产与决策并给予物质奖励。所形成的全厂长远规划，请职工们“评头论足”，厂里上下级信息沟通快。鼓励下级自己作出相应决定。他认为：生产率的提高，不在于什么奥秘，而在于职工及其领导人之间的那种充满人情味的关系。同时他为员工作出了表率，赵厂长深有感触地说：“走得正，行得端，领导才有威信，说话才有影响，群众才能信服，才能对我行使权力颁发通行证”。 他到该厂上任后不久采取了一系列措施。诸如树立效益、以人为本的观念；推行融效率与人于一体的目标管理法，通过每个管理人员和职工为各自的部门和个人设置目标并负责完成，想方设法提高工厂的生产率；遵循系统管理和专业化分工的原则，综合考虑管理幅度和层次的合理划分以及职权划分，建立了责权明确、分工合理的组织结构体系；突出了产品质量和降低成本两个重点。 在赵厂长上任后的一年里，齿轮厂的生产绩效有了显著提高。,【案例分析】 A厂长：1.9 乡村俱乐部型 B厂长：9.1 任务型 C厂长：9.9 团队型,10-25,3 -,26,Behavioral Theories of Leadership,10-26,3 -,27,Behavioral Theories of Leadership (cont.),10-27,3. Contingency Theories of Leadership,3.1 Basic Assumptions - leader effectiveness depends on the situation - defining leadership style and situation, and answering the if-then contingencies 基本观点： 情景理论认为，不存在一种普遍适用、 唯 一正确的领导方式， 只有结合具体情景，因时、 因地、因事、因人制宜的领导方式， 才是有效的领导方式。 其基本观点可用下式反映： 有效领导 = F(领导者，被领导者，环境) 即有效地领导是领导自身、被领导者与领导过程所处 的环境的函数。,10-28,3. Contingency Theories of Leadership (cont.),3.2 Fiedler Model Proposes that effective group performance depends upon the proper match between the leaders style of interacting with followers and the degree to which the situation allows the leader to control and influence. Assumptions: A certain leadership style should be most effective in different types of situations. Leaders do not readily change leadership styles.,10-29,3. Contingency Theories of Leadership (cont.),3.2 Fiedler Model (cont.) Leadership style: Least-preferred co-worker (LPC) questionnaire Determines leadership style by measuring responses to 18 pairs of contrasting adjectives. High score: a relationship-oriented leadership style Low score: a task-oriented leadership style Situational factors in matching leader to the situation: Leader-member relations Task structure Position power,10-30,3. Contingency Theories of Leadership (cont.),3.2 Fiedler Model (cont.) 菲德勒的LPC问卷 快乐 8 7 6 5 4 3 2 1 不快乐 友善 8 7 6 5 4 3 2 1 不友善 拒绝 1 2 3 4 5 6 7 8 接纳 有益 8 7 6 5 4 3 2 1 无益 不热情 1 2 3 4 5 6 7 8 热情 紧张 1 2 3 4 5 6 7 8 轻松 疏远 1 2 3 4 5 6 7 8 亲密 冷漠 1 2 3 4 5 6 7 8 热心 合作 8 7 6 5 4 3 2 1 不合作 助人 8 7 6 5 4 3 2 I 敌意 无聊 1 2 3 4 5 6 7 8 有趣 好争 1 2 3 4 5 6 7 8 融洽 自信 8 7 6 5 4 3 2 1 犹豫 高效 8 7 6 5 4 3 2 1 低效 郁闷 1 2 3 4 5 6 7 8 开朗 开放 8 7 6 5 4 3 2 1 防备,10-31,3. Contingency Theories of Leadership (cont.),3.2 Fiedler Model (cont.),10-32,3. Contingency Theories of Leadership (cont.),3.2 Fiedler Model (cont.) results indicated that: task-oriented leaders performed better in situations that are very favorable to them and in situations that are very unfavorable relationship-oriented leaders performed better in situations that are moderately favorable implications for improving leadership place leaders in situations suited to their style change the situation to fit the leader considerable empirical support for the model unrealistic to assume that leader cannot alter her/his style,10-33,3. Contingency Theories of Leadership (cont.),10-34,3.3 Hersey and Blanchards Situational Leadership Theory (SLT) Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers readiness. Readiness: the extent to which followers have the ability and willingness to accomplish a specific task. - “成熟度”：指个人对自己的直接行为负责任的意愿和 能力，包括工作成熟度和心理成熟度 - 工作成熟度：指一个人的知识和技能 - 心理成熟度：指一个人做事的意愿和动机,3. Contingency Theories of Leadership (cont.),3.3 Hersey and Blanchards Situational Leadership Theory (SLT) (cont.) Creates four specific leadership styles incorporating Fiedlers two leadership dimensions: Telling: high task-low relationship leadership Selling: high task-high relationship leadership Participating: low task-high relationship leadership Delegating: low task-low relationship leadership,10-35,3. Contingency Theories of Leadership (cont.),3.3 Hersey and Blanchards Situational Leadership Theory (SLT) (cont.) four leadership styles Telling - leader defines roles and tells people how to do their jobs people are both unable and unwilling to do the job (R1) Selling - leader is both directive and supportive people are unable but willing to do necessary tasks (R2) Participating - leader and follower make decisions people are able but unwilling to do the job (R3) Delegating - leader provides little direction or support people are both able and willing to do the job (R4),10-36,3. Contingency Theories of Leadership (cont.),10-37,3.3 Hersey and Blanchards Situational Leadership Theory (SLT) (cont.),3 -,38,3. Contingency Theories of Leadership (cont.),3.4 Path-Goal Model States that the leaders job is to assist his or her followers in attaining their goals and to provide direction or support to ensure their goals are compatible with organizational goals. Leaders assume different leadership styles at different times depending on the situation (Leaders are flexible): Directive leader Supportive leader Participative leader Achievement oriented leader,10-38,3 -,39,3. Contingency Theories of Leadership (cont.),3.4 Path-Goal Model Two situational or contingency variab