压力管理心理学第十讲 领导.ppt

2007PrenticeHallInc.Allrightsreserved.,Leadership,ChapterNINE,2007PrenticeHallInc.Allrightsreserved.,安息于此地的人，在自己的事业中起用过许多比他更优秀的人。-美国钢铁大王卡内基为自己写的墓志铭,Lead,follow,orgetoutoftheway!-Anonymous,2007PrenticeHallInc.Allrightsreserved.,HOMEWORK,DividePoliticsClass2into4groups.Eachgroupisrequiredtoexpoundoneofcontingencytheory,includingHerseyandBlanchardsSituationalTheory,Leader-MemberExchangeTheory,Path-GoalTheoryandLeader-ParticipationModel.Atthemeantime,eachgrouppreparefor8-minute-presentation,withatleast2-3PPTslipsfornextweekclass.Pleasedescribethefunctionofeachgroupmember.,2007PrenticeHallInc.Allrightsreserved.,Leadersandleadership,Leadershipisaninfluenceprocess;therefore,leadersarepeoplewho,bytheiractions,encourageagroupofpeopletomovetowardacommonorsharedgoal.Aleaderisanindividual;leadershipisthefunctionthattheindividualperforms.Individualswithinanorganizationwhohaveauthorityareoftenreferredtoasleaders,regardlessofhowtheyactintheirjobs.,2007PrenticeHallInc.Allrightsreserved.,WhatIsLeadership?,LeadershipTheabilitytoinfluenceagrouptowardtheachievementofgoals.,ManagementUseofauthorityinherentindesignatedformalranktoobtaincompliancefromorganizationalmembers.,2007PrenticeHallInc.Allrightsreserved.,managementandleadership,HarvardsJohnKottercomparesmanagementandleadership.Management,hesays,isaboutdealingwithcomplexity:drawingupformalplans,designingorganizationalstructures,andmonitoringoutcomes.Leadership,incontrast,isaboutcopingwithchange.Leadersestablishdirectionbydevelopingavision;thentheycommunicatethisvisiontopeopleandinspirethemtoovercomeobstacles.Whilebothmanagementandleadershippromoteorganizationaleffectiveness,mostcompaniesareover-managedandunder-led.,2007PrenticeHallInc.Allrightsreserved.,领导者与管理者的区别,2007PrenticeHallInc.Allrightsreserved.,2007PrenticeHallInc.Allrightsreserved.,TransitioninLeadershipTheories,LeadershipTheories,TraitTheories,BehavioralTheories,ContingencyTheoriesFiedlerModelHerseyandBlanchardsSituationalTheoryLeader-MemberExchangeTheoryPath-GoalTheoryLeader-ParticipationModel,2007PrenticeHallInc.Allrightsreserved.,TraitTheories,LeadershipTraits:ExtraversionConscientiousnessOpennessEmotionalIntelligence(qualified),TraitsTheoriesofLeadershipTheoriesthatconsiderpersonality,social,physical,orintellectualtraitstodifferentiateleadersfromnonleaders.,2007PrenticeHallInc.Allrightsreserved.,TraitTheories,Limitations:Nouniversaltraitsfoundthatpredictleadershipinallsituations.Unclearevidenceofthecauseandeffectofrelationshipofleadershipandtraits.Betterpredictoroftheappearanceofleadershipthandistinguishingeffectiveandineffectiveleaders.,TraitApproach,Traits(examples)ExtraversionConscientiousnessOpennessAssumption:LeadersarebornGoal:SelectleadersProblemsTraitsdonotgeneralizeacrosssituationsBetteratpredictingleaderemergencethanleadereffectiveness,2007PrenticeHallInc.Allrightsreserved.,BehavioralTheories,Behavioraltheory:Leadershipbehaviorscanbetaught.Vs.Traittheory:Leadersareborn,notmade.,BehavioralTheoriesofLeadershipTheoriesproposingthatspecificbehaviorsdifferentiateleadersfromnonleaders.,BehavioralApproach,OhioStateStudies/U.ofMichiganInitiatingStructure/ProductionOrientationConsideration/EmployeeOrientationAssumption:LeaderscanbetrainedGoal:DevelopleadersProblem:Effectivebehaviorsdonotgeneralizeacrosssituations,2007PrenticeHallInc.Allrightsreserved.,OhioStateStudies,InitiatingStructureTheextenttowhichaleaderislikelytodefineandstructurehisorherroleandthoseofsub-ordinatesinthesearchforgoalattainment.,ConsiderationTheextenttowhichaleaderislikelytohavejobrelationshipscharacterizedbymutualtrust,respectforsubordinatesideas,andregardfortheirfeelings.,2007PrenticeHallInc.Allrightsreserved.,研究表明：“高高”领导常常比其它3种类型的领导者（结构低、关怀低。或两者均低）更能使下属取得高工作绩效和高满意度。但是，当工人从事常规任务时，高结构特点的领导行为会导致高抱怨率、高缺勤率和高离职率，员工的工作满意度水平也很低。行为论不足之处：它没有考虑成功与失败的情景因素,2007PrenticeHallInc.Allrightsreserved.,UniversityofMichiganStudies,Employee-OrientedLeaderEmphasizinginterpersonalrelations;takingapersonalinterestintheneedsofemployeesandacceptingindividualdifferencesamongmembers.,Production-OrientedLeaderOnewhoemphasizestechnicalortaskaspectsofthejob.,2007PrenticeHallInc.Allrightsreserved.,TheManagerialGrid(BlakeandMouton),EXHIBIT121,2007PrenticeHallInc.Allrightsreserved.,CONTINGENCYTHEORIES,权变理论的理论假设：第一，领导者的有效性依赖于情景因素；第二，这些情景条件可以被分离出来。AllConsidertheSituationFiedlersContingencyModelHerseyandBlanchardsSituationalTheoryLeader-MemberExchangeTheoryPath-GoalTheoryLeader-ParticipationModelAssumptionsunderlyingthedifferentmodels:Fiedler:LeadersstyleisfixedOthers:Leadersstylecanandshouldbechanged,FiedlerModel,Leader:StyleisFixed(Taskorientedvs.Relationshiporiented)ConsidersSituationalFavorablenessforLeaderLeader-memberrelationsTaskstructurePositionpower,KeyAssumptionLeadermustfitsituation;optionstoaccomplishthis:SelectleadertofitsituationChangesituationtofitleader,2007PrenticeHallInc.Allrightsreserved.,FiedlersModel:TheLeader,LeastPreferredCo-Worker(LPC)QuestionnaireThewayinwhichaleaderwillevaluateaco-workerthatisnotlikedwillindicatewhethertheleaderistask-orrelationship-oriented.,Assumption:LeadersStyleisFixedincludespowertohire,fire,discipline,promote,andgivesalaryincreases.,TaskStructureThedegreetowhichthejobassignmentsareprocedurized.,FindingsoftheFiedlerModel,Good,Poor,Performance,Relationship-Oriented,Task-Oriented,Favorable,Moderate,Unfavorable,2007PrenticeHallInc.Allrightsreserved.,研究发现：当形势一般时（即处于4、5区）高PLC（关系导向型）的领导者在促进团队绩效方面更有效率。这时，团队成员对领导者基本满意，领导者具有一定的权力，其监督性的工作不明显。具有较高人际关系处理技巧的领导者在这种形势下通过与下属的讨论，发挥所需的领导职能，能清楚的阐明任务。当形势处于非常不利或非常有利时（即处于1，2，3，7，8区），低PLC（任务导向型）的领导者能更有效地确保团队绩效,2007PrenticeHallInc.Allrightsreserved.,如何改善领导者的绩效,替换领导者以适应情景改变情景以适应领导者（1）调整领导者与成员的关系领导者可以花更多的时间与下属在一起，可以邀请一些人员参与他的工作团队；可以主动监督让人心烦的下属；可以让一定的下属离开或加入团队；可以通过给予下属额外的报酬以提高士气。（2）调整任务结构如果领导者想创造结构性低的任务，他可以请求老板让团队处理信的、不一般的问题，要求团队的支持以解决这些新问题；如果领导者想创造出结构性高的任务，他可以请求老板给予团队更加结构化，更加标准的任务安排，把这些工作进一步细分为更小、更常规的工作，让团队成员去完成。（3）调整职权如果领导者希望提高职权，他可以利用所有权利向下属表明谁才是老板；如果领导者希望减少职权，则可以向下属授权。,2007PrenticeHallInc.Allrightsreserved.,FindingsfromFiedlerModel,EXHIBIT122,ContingencyApproach:Herseythemore“ready”thefollowers(themorewillingandable)thelesstheneedforleadersupportandsupervision.,LOWAmountofFollowerReadinessHIGH,AmountofLeaderSupport&SupervisionRequired,HIGH,LOW,2007PrenticeHallInc.Allrightsreserved.,LeadershipStylesandFollowerReadiness(HerseyandBlanchard),Willing,Unwilling,Able,Unable,Directive,HighTaskandRelationshipOrientations,SupportiveParticipative,Monitoring,FollowerReadiness,LeadershipStyles,2007PrenticeHallInc.Allrightsreserved.,LeaderMemberExchangeTheory,Leader-MemberExchange(LMX)TheoryLeadersselectcertainfollowerstobe“in”(favorites)Basedoncompetenceand/orcompatibility&similaritytoleader“Exchanges”withthese“In”followerswillbehigherqualitythanwiththosewhoare“Out”RESULT:“In”subordinateswillhavehigherperformanceratings,lessturnover,andgreaterjobsatisfaction,2007PrenticeHallInc.Allrightsreserved.,Leader-MemberExchangeTheory,EXHIBIT123,2007PrenticeHallInc.Allrightsreserved.,Path-GoalTheory,PremiseLeadermusthelpfollowersattaininggoalsandreduceroadblockstosuccessLeadersmustchangebehaviorstofitthesituation(environmentalcontingencies&subordinatecontingencies),2007PrenticeHallInc.Allrightsreserved.,ThePath-GoalTheory,EXHIBIT124,2007PrenticeHallInc.Allrightsreserved.,Leader-ParticipationModel,Premise:RulebaseddecisiontreetoguideleadersaboutwhenandwhennottoincludesubordinateparticipationindecisionmakingConsiders12contingencyvariablestoconsiderwhetherornottoincludesubordinatesindecisionmaking,2007PrenticeHallInc.Allrightsreserved.,ContingencyVariablesintheRevisedLeader-ParticipationModel,EXHIBIT125,ImportanceofthedecisionImportanceofobtainingfollowercommitmenttothedecisionWhethertheleaderhassufficientinformationtomakeagooddecisionHowwellstructuredtheproblemisWhetheranautocraticdecisionwouldreceivefollowercommitmentWhetherfollowers“buyinto”theorganizationsgoalsWhetherthereislikelytobeconflictamongfollowersoversolutionalternativesWhetherfollowershavethenecessaryinformationtomakeagooddecisionTimeconstraintsontheleaderthatmaylimitfollowerinvolvementWhethercoststobringgeographicallydispersedmemberstogetherisjustifiedImportancetotheleaderofminimizingthetimeittakestomakethedecisionImportanceofusingparticipationasatoolfordevelopingfollowerdecisionskills,2007PrenticeHallInc.Allrightsreserved.,Whichleadershiptheory(ies