Hersey-Blanchard情境理论and.ppt

chapter10 leadership 17 1 learningobjectives youshouldlearnto 1 definetheleaderandexplainthedifferencebetweentheleaderandmanager2 summarizethetraittheoriesofleader3 describebehavioraltheoriesofleadership4 explainthefiedlercontingencymodel5 contrastthehersey blanchard情境理论andleaderparticipationmodelsofleadership6 summarizethepath goal路径 目标model prenticehall 2002 17 2 learningobjectives cont youshouldlearnto 7 contrasttransactional事务领导者andtransformationalleaders变革领导者8 describethemaincharacteristicsofleaders领袖魅力 visionary愿景规划 andteamleaders9 explainthevarioussourcesofpoweraleadermightpossess10 describehowleaderscancreateacultureoftrust11 explaingenderandculturaldifferencesinleadership 17 3 leadership 1 definetheleaderandexplainthedifferencebetweentheleaderandmanagerleader someonewhocaninfluenceotherstoperformbeyondtheactionsdictatedbyformalauthority leadermayeitherbeappointedoremergefromwithinagroup manager someonewhoareappointedandhavelegitimatepowerthatallowsthemtorewardandpunish andtheirabilitytoinfluenceisfoundedupontheformalauthorityinherentintheirpositions leadership processofinfluencingagrouptowardtheachievementofgoals 17 4 earlyleadershiptheories 2 summarizethetraittheoriesofleaderleadertraits特质 characteristicsthatmightbeusedtodifferentiateleadersfromnonleaders mightbeusedasabasisforselectingthe right peopletoassumeformalleadershippositions 6traitsoftheleadersdifferedfromnonleaders drive exerting 发挥 highenergylevels thedesiretolead wantingtoinfluenceothersandwillingnesstotakeresponsibility honestyandintegrity beingtruthfulandnondeceitfulandbeingconsistentinone sactions 17 5 earlyleadershiptheories self control anabsenceofself doubt intelligence abilitytogather synthesize andinterpretlargeamountsofinformation job relevantknowledge knowledgeaboutthecompanyandindustrytoassistinmakingwell informeddecision provedtobeimpossibletoidentifyasetoftraitsthatwouldalwaysdifferentiateleadersfromnonleadersexplanationsbasedsolelyontraitsignoredtheinteractionsofleaders theirgroups andsituationalfactors 17 6 earlyleadershiptheories 3 behavioraltheoriesknowtheeffectiveleaderswouldbeprovidedonthebasisoftrainingleaders 1 universityofiowastudies kurtlewin艾奥瓦大学的研究 科特勒温exploredthreeleadershipstylesautocratic独裁型风格 leaderdictatedworkmethodsdemocratic involvedemployeesindecisionmakingusedfeedbacktocoachemployeeslaissez faire放任型风格 gavethegroupcompletefreedomsatisfactionhigherwithdemocraticleader 17 7 earlyleadershiptheories cont behavioraltheories cont 2 ohiostatestudiesbusinessresearchinstitute俄亥俄州立大学商业研究院的研究 identifiedtwodimensionsofleadershipinitiatingstructure着手组织维度 extenttowhichaleaderwaslikelytodefineandstructureher hisroleandtherolesofgroupmemberstoseekgoalattainmentconsideration关怀员工维度 extenttowhichaleaderhadjobrelationshipscharacterizedbymutualtrustandrespectforgroupmembers ideasandfeelingsfindings high highleaders高 高型领导者achievedhighgrouptaskperformanceandsatisfactionhowever high highwasnotalwayseffective 17 8 earlyleadershiptheories cont 3 universityofmichigansurveyresearchcentrestudies密歇根大学调查研究中心的研究 identifiedtwodimensionsofleadershipemployeeoriented emphasizedinterpersonalrelationshipsacceptsindividualdifferencesamongsubordinatesfinding associatedwithhighproductivityandhighjobsatisfaction与高生产率正相关productionoriented emphasizedthetechnicalortaskaspectsofthejobconcernedwithaccomplishingthegroup stasksfinding associatedwithlowproductivityandlowjobsatisfaction 17 9 earlyleadershiptheories cont 4 managerialgrid管理方格 p295 cfpeconcernforproduction cfpr 17 10 earlyleadershiptheories cont two dimensionalgridthatprovidesaframeworkforconceptualizingleadershipstylebyrobertblackandjanemoutondimensionsareconcernforpeopleandconcernforproductionfivemanagementstylesdescribedimpoverished贫乏型 1 1 minimumefforttoreachgoalsandsustainorganizationmembershiptask 9 1 arrangeoperationstobeefficientwithminimumhumaninvolvementmiddle of the road中庸之道型 5 5 adequateperformancebybalancingworkandhumanconcerns 17 11 earlyleadershiptheories cont countryclub 1 9 attentiontohumanneedsandcreationofcomfortableworkenvironmentteam 9 9 committedpeoplemotivatedbyacommonpurpose trust andmutualrespectconcludedthatmanagersshoulduse 9 9 stylelittleempiricalevidencetosupportthisconclusionnorationale基本原理forwhatmadeamanageraneffectiveleader 17 12 contingencytheoriesofleadership basicassumptionsleadereffectivenessdependsonthesituationmustisolatesituationalconditions情境条件orcontingencies 17 13 4 explainthefiedlercontingencymodelfiedlermodel费德勒模型effectivegroupperformancedependsonmatchingtheleader sstyleandthedegreetowhichthesituationpermitstheleadertocontrolandinfluenceleast preferredcoworker lpc 最难共事者问卷 measurestheleader sstyleofinteractingwithsubordinateshighlpc leastpreferredcoworkerdescribedinrelativelyfavorableterms相对积极的词汇来描述leaderisrelationshiporientedlowlpc leastpreferredcoworkerdescribedinrelativelyunfavorabletermsleaderistaskoriented contingencytheories cont 17 14 contingencytheories cont modelassumesthatleader sstylewasalwaysthesameandcouldnotchangeindifferentsituationsthreecontingencyfactorsthatidentifyeightpossibleleadershipsituationsthatvaryinfavorabilityleader memberrelations degreeofconfidence trust andrespectmembershadforleadertaskstructure degreetowhichjobassignmentswereformalizedandprocedurized规范化和程序化positionpower degreeofinfluencealeaderhadoverpower basedactivities运用权力活动施加影响 17 15 findingsofthefiedlermodel 17 16 contingencytheories cont resultsindicatedthat task orientedleadersperformedbetterinsituationsthatareveryfavorabletothemandinsituationsthatareveryunfavorablerelationship orientedleadersperformedbetterinsituationsthataremoderatelyfavorableimplicationsforimprovingleadershipplaceleadersinsituationssuitedtotheirstylechangethesituationtofittheleaderconsiderableempiricalsupportforthemodelunrealistictoassumethatleadercannotalterher hisstyle 17 17 contingencytheories cont 5 contrastthehersey blanchardsituationalleadershiptheory赫塞 布兰查德情境理论andleaderparticipationmodelsofleadershipbyvictorvroomandphillipyetton herseyandblanchard ssituationalleadershiptheoryappropriateleadershipstyleiscontingentonthefollowers readiness成熟度readiness extenttowhichpeoplehavetheabilityandwillingnesstoaccomplishaspecifictaskreflectstherealitythatitisfollowerswhoacceptorrejecttheleaderbasedontwoleadershipdimensionstaskbehaviorsrelationshipbehaviors 17 18 contingencytheories cont situationalleadershiptheory cont fourleadershipstylesdefinedbythetwodimensionstelling告知 leaderdefinesrolesandtellspeoplehowtodotheirjobspeopleareneithercompetentnorconfidentselling推销 leaderisbothdirectiveandsupportivepeopleareunablebutwillingtodonecessarytasksparticipating leaderandfollowermakedecisionspeopleareablebutunwillingtodothejobdelegating授权 leaderprovideslittledirectionorsupportpeopleareableandwillingtodothejobtestsofthetheoryhaveyieldeddisappointingresults 17 19 herseyandblanchard ssituationalleadershipmodel 17 20 contingencytheories cont leader participationmodelvictorvroom维克多 弗罗姆andassociates relateleadershipbehaviorandparticipationtodecisionmakingprovidesasequentialsetofrulestofollowindeterminingtheformandamountofparticipationindecisionmakingruleselectiondeterminedbythesituationprovidesanexcellentguidetohelpmanagerschooseanappropriateleadershipstyletofitthesituation 17 21 leaderparticipationmodel cont 5leadershipstyles p300 decide裁决 leadermakesdecisionalone eitherannouncingortellingtogroupconsultindividually个别磋商 leadermakesdecisionafterobtainingfeedbackfromgroupmembersindividuallyconsultgroup群体磋商 leadermakesdecisionafterobtainingfeedbackfromgroupmembersinmeetingfacilitate推动和促进 leader actingasfacilitator助推器 definesproblemandboundaries范围fordecision makingafterpresentingittogroupdelegate授权 leaderpermitsgrouptomakedecisionwithinprescribedlimits规定的限制 contingencytheories cont 17 22 time drivenmodel 17 23 contingencytheories cont 6 summarizethepath goal路径 目标modelpath goalmodelroberthouse罗伯特 豪斯 leader sjobistoassistfollowersinattainingtheirgoalsthatarecompatiblewiththeoverallobjectivesofthegroupororganizationleaderbehavioris acceptable可接受的tothedegreethatgroupviewsleaderbehaviorasasourceofimmediateorfuturesatisfactionmotivational激励作用totheextentthatit makessatisfactionofsubordinates needscontingentoneffectiveperformanceprovidesthecoaching guidance support andrewardsnecessaryforeffectiveperformance 17 24 contingencytheories cont identifiesfourleadershipbehaviorsdirective指示型领导者 describestasks setsschedules andoffersguidanceontaskperformancesupportive showsconcernforsubordinatesparticipative reliesonsubordinates suggestionswhenmakingadecisionachievementoriented setschallenginggoalsassumesthataleadercandisplayanyorallofthebehaviorsdependingonthesituation 17 25 contingencytheories cont twoclassesofcontingencyvariables两大类权变变量environment outsidethecontroldeterminethetypeofleaderbehaviorrequiredpersonal apartofcharacteristicsofthefollowerdeterminehowtheenvironmentandleaderbehaviorareinterpreted解释leaderbehaviorwillbeineffectivewhen itisredundant重复withsourcesofenvironmentalstructure环境内容与领导者行为彼此重复itisincongruent不一致withfollowercharacteristicsmostevidencesupportsthelogicunderlying逻辑基础themodel 17 26 path goaltheory environmentalcontingencyfactors taskstructureformalauthoritysystemworkgroup leaderbehavior directivesupportiveparticipativeachievementoriented outcomes performancesatisfaction subordinatecontingencyfactors locusofcontro控制点experienceperceivedability 17 27 cutting edgeapproachestoleadership 7 contrasttransactional事务领导者andtransformationalleaders变革领导者transformational transactionalleadershiptransactional事务型 leaderswhoguideormotivatetheirfollowersinthedirectionofestablishedgoalsbyclarifyingroleandtaskrequirementstransformational变革型 inspirefollowerstotranscend超越theirownself interestsforthegoodoftheorganizationcapableofhavingprofoundeffect深远影响onfollowerspayattentiontoconcernsoffollowerschangefollowers awarenessofissuesexciteandinspirefollowerstoputforthextraeffortbuiltontopoftransactionalleadershipgoodevidenceofsuperiority优于oftransactionalleadership 17 28 cutting edgeapproaches cont 8 describethemaincharacteristicsofcharismatic领袖魅力 visionary愿景规划 andteamleaderscharismatic visionaryleadership领袖魅力型charismatic enthusiastic self confidentleaderwhosepersonalityandactionsinfluencepeoplecanarticulate描述avisionforwhichs heiswillingtotakeriskssensitivetoenvironmentalconstraintsandfollowerneedsexhibitbehaviorsthatareoutoftheordinary超乎常规charismaticleadershipcorrelatedwithhighjobperformanceandsatisfactionamongfollowersindividualscanbetrainedtoexhibitcharismaticbehaviors 17 29 cutting edgeapproaches cont charismatic visionaryleadership cont visionary愿景规划 abilitytocreateandarticulatearealistic credible andattractivevisionthatimprovesthepresentsituation能够设计一个现实的 可信的 诱人的前景目标presentsaclearandcompellingimagerythatinspiresenthusiasmtopursuetheorganization sgoalspeoplemustbelievethatthevisionisattainablevisionaryleaderhastheabilityto explainthevisiontoothersexpressthevisionverballyandbehaviorallyapplythevisiontodifferentleadershipcontexts情境 17 30 cutting edgeapproaches cont teamleadershiproleofteamleaderdifferentfromthetraditionalleadershiprolerequiresskillssuchas patiencetoshareinformationabilitytotrustothersandgiveupauthorityunderstandingwhentointervenethefollowersteamleader sjobfocuseson managingtheteam sexternalboundaryfacilitatingtheteamprocess 17 31 cutting edgeapproaches cont teamleadership cont teamleadersserveas liaisonswithexternalconstituencies对外联络官 clarifyothers expectationsoftheteam gatherinformationfromtheoutside andsecure保护neededresourcestroubleshooters askpenetrating敏锐的questions helpteamtalkthroughproblems员工针对困难进行交流 andgatherneededresourcesconflictmanagers identifysourceofconflict whoisinvolved andfindresolutionoptionscoaches clarifyroleexpectations teach offersupport andwhateverelseisnecessarytokeepperformancelevelshigh 17 32 specificteamleadershiproles teamleadershiproles 17 33 contemporaryissuesinleadership 9 explainthevarioussourcesofpoweraleadermightpossessleadersandpowerfivesourcesofpowerlegitimate法定权力 authorityassociatedwithapositioncoercive强制权力 abilitytopunishorcontrolfollowersreactoutoffearreward abilitytogivepositivebenefitsprovideanythingthatanotherpersonvaluesexpert influencebasedonspecialskillsorknowledgereferent参照权力 arisesbecauseofaperson sdesirableresourcesorpersonaltraitsleadstoadmirationanddesiretobelikethatperson来自对另一个人的敬重 以及希望自己成为那样的人 17 34 contemporaryissuesinleadership cont 10 describehowleaderscancreateacultureoftrustcreatingacultureoftrustcredibility信誉 honesty competence andabilitytoinspirehonestyisthenumberonecharacteristicofadmiredleaderstrust beliefintheintegrity为人 character人格 andabilityoftheleaderconfidentthatrightsandinterestswillnotbeabusedimportantforempoweringsubordinatesmusttrustemployeestousetheirnewauthoritytrendtowardexpandingnonauthorityrelationshipswithinandbetweenorganizationswidenstheneedfortrust 17 35 buildingtrust trust 17 36 contemporaryissuesinleadership cont leadingthroughempowermentmanagersincreasinglyleadingbyempowermentneedforquickdecisionsbypeoplewhoaremostknowledgeableabouttheissueslargerspansofcontrolresultingfromdownsizingmeantthatsubordinateshadtobeempoweredtodealwithworkload11 explaingenderandculturaldifferencesinleadershipgenderandleadershipgenderprovidesbehavioraltendenciesinleadershipwomenadoptmoredemocraticstyle sharepowerandinformation andattempttoenhancefollowers self worthmenmoredirective command in controlstyle 17 37 contemporaryissuesinleadership cont genderandleade