第17章领导.doc

第17章 领导1、 Who Are Leaders And What Is Leadership（谁是管理者，什么是管理）1、Leaders（领导者）Leader is someone who can influence others and who has managerial authority.（领导者是那些能够影响他人并拥有管理职权的人）2、Leadership（领导）Leadership is the process of influencing a group to achieve goals.（领导是一个影响群体实现目标的过程）2、 Early Leadership Theories（早期领导理论）1、Trait Theories （特质理论）（1）、Research focused on leader traits - characteristics that might be used to differentiate leaders from nonleaders. （研究关注于领导者的特质，即那些能够把领导者从非领导者中区分出来的个性特点）（2）、Later research on the leadership process identified seven traits associated with successful leadership:Drive（内在驱动力）, desire to lead（领导欲望）, honesty and integrity（诚实与正直）, self-confidence（自信）, intelligence（智慧）, job-relevant knowledge（工作相关知识）, and extraversion（外向性）领导者有七项特性不同于非领导者，即内在驱动力、领导愿望、正直与诚实、自信、智慧和工作相关知识。1 内在驱动力：包括工作努力，对成功的强烈渴望，进取心强，精力充沛，对自己所从事的活动坚持不懈，具有高度的主动精神。2 领导欲望：他们有强烈的权力欲望，喜欢领导别人，而不是被别人所领导。强烈的权力欲望驱使他们试图去影响别人，并在领导过程中获得满足和利益。3 诚实与正直：言行一致，诚实可信。据此与下属之间建立起相互信任的关系。4 自信：自信能让领导者克服困难，在不确定的情况下善于做出决策，并能逐渐将自信传给别人，让下属相信自己的目标和决策的正确性。5 智慧：领导者必须有足够的才智来搜集、整理和解释大量的信息；并能够确立目标、解决问题和做出正确决策。6 工作相关知识：一个有效的领导者对其公司、行业和技术问题有清楚的了解，广博的知识能使他们作出睿智的决策，并能认识到这些决策的意义。7 外向性：领导者精力充沛，他们好交际、坚定而自信，很少会沉默寡言或离群。完全以特质为基础的解释忽略了情境因素和领导者与下属的关系。具备恰当的特质，只能使个体更有可能成为有效的领导者，但他还需要采取适合情境的正确的行动。而且，在一种情境下正确的活动，在另一种情境下未必正确。于是研究工作转向了对领导者偏好的行为风格的研究。2、Behavioral Theories（行为理论）University of Iowa Studies （艾奥瓦大学的研究）Explored three leadership styles（归纳三种领导风格）:（1）Autocratic style（独裁型风格）: tend to centralize authority, dictate work methods, make unilateral decisions, limit employee participation（集中权力，告知下属工作方法，做出单边决策，限制员工参与）（2）Democratic style（民主型风格）: tend to involve employees in decision making, delegate authority, encourage participation in deciding work methods and goals, use feedback to coach employees（在决策时考虑员工的意见，授权，鼓励员工参与有关工作方式与工作目标的决策，运用反馈指导员工）（3）Laissez faire style（放任型风格）: give the group complete freedom to make decisions and complete the work in whatever way it saw fit （给群体充分的自由，让他们自己决策，并按照他们认为合适的方式完成工作）Research findings: mixed resultsNo specific style was consistently better for producing better performance（没有一种风格能够总是产生更好的工作业绩）Employees were more satisfied under a democratic leader than an autocratic leader.（相比专制型领导者，民主型领导者的下属有更高的满意度）Ohio State Studies（俄亥俄州立大学的研究）Identified two dimensions of leader behavior（确定了领导者行为的两种维度）（1）Initiating structure（定规维度）: the extent to which a leader defined and structured his or her role and the roles of group members in the search for goal attainment（为了实现目标，领导者界定自己和构造自己与下属角色的程度）（2）Consideration（关怀维度）: the extent to which a leader had job relationships characterized by mutual trust and respect for group members ideas and feelings.（管理者在工作中尊重下属的看法和情感并与下属建立相互信任的程度）Ohio State Studies（俄亥俄州立大学的研究）Research findings: mixed resultsHigh-high leaders achieved high group task performance and high satisfaction more frequently than one who rated low on either dimension or both（高-高型领导者通常比其他类型的领导者更能使下属达到高绩效和高满意度）Evidence indicated that situational factors appeared to strongly influence leadership effectiveness（证据显示情境因素会对领导效果产生很大的影响）University of Michigan Studies（密歇根大学的研究）1、Identified two dimensions of leadership behavior（确定领导行为的两个维度）（1）Employee oriented（员工导向）: emphasizing interpersonal relationships（重视人际关系）Production oriented（生产导向）: emphasizing task accomplishment（重视工作任务的完成情况）2、Research findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction（员工导向的领导者与高群体生产率和高工作满意度正相关）三、The Managerial Grid（管理方格）Managerial Grid1、Appraises leadership styles using two dimensions:（使用两个行为维度评估领导风格）Concern for people（关心人）Concern for production（关心生产）2、 Places managerial styles in five categories:1) Impoverished management（贫乏型管理）2）Task management（任务型管理）3）Middle-of-the-road management（中庸之道型管理） 4）Country club management（乡村俱乐部型管理） 5）Team management（团队型管理）四、领导权变理论没有一种普遍适用的“最好的”领导理论和方法，领导行为效果的好坏，除了领导者本人的素质和能力外，还取决于诸多客观因素，如被领导者的的特点、领导的环境等，它们是诸多因素相互作用、相互影响的过程Contemporary Views on Leadership（有关领导的最新观点）1、Transactional Leaders（交易型领导者）Leaders who guide or motivate followers to work toward established goals by exchanging rewards for their productivity（通过对工作成果进行奖励，指导并激励下属向既定目标的方向前进）2、Transformational Leaders（变革型领导者）Leaders who stimulates and inspires followers to achieve extraordinary outcomes（激励和鼓舞下属取得辉煌的成绩）3、Charismatic Leaders（领袖魅力型领导者）An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways（热情而自信的领导者，他的人格魅力和活动能力影响着人们以某种特定方式活动）Characteristics of charismatic leaders:1）Have a vision（有一个愿景目标）2) Are able to articulate the vision（能够清晰生动的描述这个目标）3）Are willing to take risks to achieve the vision（愿意为了实现目标而用于前进不惧失败）4）Are sensitive to the environment and follower needs（对环境限制及下属需要十分敏感）5）Exhibit behaviors that are out of the ordinary（行为表现常常超乎常规）4、Visionary Leaders（愿景规划型领导者）A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation（设计一个现实、可信、诱人的愿景目标，并向人们清晰明确的指出，这种目标建立在当前条件基础上，只要经过努力就会实现）Visionary leaders have the ability to:Explain the vision to others（向他人解释愿景）Express the vision not just verbally but through behavior（不但通过语言更要通过行动表达愿景）Extend or apply the vision to different leadership contexts（在不同领导情境中