（精品）国外商学院课件领导力

1 LeadershipTraitsandSkills OrganisationalLeadershipDrGarethEdwards 2 LearningOutcomes AdemonstrationofabreadthanddepthofknowledgeandapplicationofleadershiptheoryTheabilitytocriticallyevaluatedifferenttheoreticalapproachesandassesstheirutilityTheawarenessofthenatureandconsequencesoftherational emotionalandpoliticaldimensionsoforganisationalleadershipThedevelopmentofeffectiveleadershipskillsandtolearnfromexperienceandplanforfuturedevelopment 3 SessionAims TointroducekeyconceptsaroundleadershipandmanagementTocriticallyexaminetheTraitandSkillsapproachestothestudyofleadershipToexploretheirrelevanceandapplicability 4 WhatisLeadership Northouse 2006 p 3 LeadershipisaprocesswherebyanindividualinfluencesagroupofindividualstoachieveacommongoalLeadershipisaprocessLeadershipinvolvesinfluenceandpowerLeadershipoccursinagroupcontextLeadershipinvolvesgoalattainment 5 LeadershipDimensions TraitversusProcessLeadershipAssignedversusEmergentLeadershipGrint s 2005 typologyLeadershipaspersonLeadershipasprocessLeadershipasresultLeadershipasposition 6 Whatismanagement Constructofthe20thcenturyandindustrializedsociety inventedtoreducechaosandimproveefficiencyFayol 1916 onprimaryfunctionsofmanagement PlanningOrganizingStaffingControlling 7 TypicalActivityPatternsinManagerialWork Yukl 2006 PaceofworkishecticandunrelentingContentofworkisvariedandfragmentedManyactivitiesarereactiveInteractionsofteninvolvepeersandoutsidersManyinteractionsinvolveoralcommunicationDecisionprocessesaredisorderlyandpoliticalMostplanningisinformalandadaptive 8 Leadervs Manager 3differentviews Leadershipandmanagementarethesame leadershipisonefacetofmanagementLeadersandmanagersaremutuallyexclusive leadershavefollowers managershavesubordinatesLeadershipandmanagementaretwodifferentfunctionsorrolesthatthesamepersoncantakeonatdifferentpointsintime 9 Leadershipv Management Kotter 1990 10 Timeline LeadershipTheories TraitTheories Stogdill 1948and1974BehaviouralTheories Lewinetal 1939 BlakeandMouton 1964 McGregor 1960ContingencyTheories Fiedler 1967 VroomandYetton 1973 HouseandDessler 1974 HerseyandBlanchard 1984NewLeadershipTheories Burns 1978 CongerandKanungo 1998 House 1977 AvolioandBass 2000ImplicitLeadershipTheories Calder 1977 Kenneyetal 1994 PhillipsandLord 1981 Lordetal 1984 11 DancesofLeadership Fromthe Waltz Tothe Rave ArjaRopoandErikaSauer UniversityofTampere Finland 2008 12 Whatqualitiesdoleadersneed 13 Traits ThomasCarlyle 1840 and TheGreatManTheory Whydowewantorneedheroes ImpactofhistoryandmythDominanceorengineeringofheroes leaders Stogdill 1948and1974 theoryandresearchintotraitsLeadersareborn aimtofindthe ultimatelistoftraits ResearchcouldnotprovethattraitsarethemainexplanatoryfactorforleadershipandeffectiveleadershipLackofevidencehasledtoinclusionofbehaviouralandsituationalfactors 14 15 Traits OveryearssomestudieshaveshownthatcertaincharacteristicsmaycontributetoeffectiveleadershipIntelligenceSelf confidenceDeterminationIntegritySociability 16 Traits Practitionerstendtoutilisethetraitapproachesanditstools Myers BriggsTypeIndicator LeadershipTraitQuestionnaireetc forHiringandselectionSelf awarenessanddevelopmentPromotion 17 OverviewofStudiesofLeadershipTraits 18 Five FactorPersonalityModelandLeadership Neuroticism tendencytobedepressed anxious insecure vulnerableandhostileExtraversion tendencytobesociableandassertiveandtohavepositiveenergyOpenness tendencytobeinformed creative insightfulandcurious 19 Five FactorPersonalityModelandLeadership Agreeableness tendencytobeaccepting conforming trustingandnurturingConscientiousness tendencytobethorough organised controlled dependableanddecisiveJudgeetal 2002 foundextraversionandconscientiousnessbeingmostcloselyassociatedwithpositiveleadership 20 Skills Three SkillApproach Katz 1955 TechnicalSkillHumanSkillConceptualSkillDifferentfocusatdifferentmanageriallevels 21 Skills SkillsModel Mumfordetal 2000 22 EmotionalIntelligence Goleman FourEmotionalIntelligenceconstructs Self awareness theabilitytoreadone semotionsandrecognizetheirimpactwhileusinggutfeelingstoguidedecisionsSelf management involvescontrollingone semotionsandimpulsesandadaptingtochangingcircumstancesSocialawareness theabilitytosense understand andreacttoother semotionswhilecomprehendingsocialnetworksRelationshipmanagement theabilitytoinspire influence anddevelopotherswhilemanagingconflict 23 EmotionalCompetencies Goleman AsetofemotionalcompetenciesareassociatedwitheachconstructofEmotionalIntelligenceEmotionalcompetenciesarenotinnatetalents butratherlearnedcapabilitiesthatmustbeworkedonanddevelopedtoachieveoutstandingperformanceIndividualsarebornwithageneralemotionalintelligencethatthendeterminestheirpotentialforlearningemotionalcompetencies 24 Application TraitApproach HavingaleaderwithcertaintraitsiscrucialtohavingeffectiveleadershipUsedtocreateleadershipprofiles hiring selection promotion developmentSkillsApproach ProvidesstructureforunderstandingthenatureofeffectiveleadershipMapforeffectiveleadershipinorganisations needdifferentskillssetsatdifferentmanageriallevels 25 Strengths Traitapproach Intuitivelyappealing greatleadersarebornAbundanceofresearchgivesitcredibilityBenchmarkingtoolforsupervisoryandmanagerialroleSkillsapproach FirstapproachtofocusonprocessofleadershipIntuitivelyappealing everybodycanbealeaderDrawsacomplexandintricatepictureofleadership 26 Weaknesses Traitapproach FailuretofindadefinitivelistofleadershiptraitsNoaccountofdifferentsituationsSubjectivityandbiasinselectionofdominanttraitsTeachingnewtraitsisdifficultifnotimpossibleSkillsapproach Toobroadinfocus weakinpredictivevalueTraitmodelindisguiseDrawnfromsampleofmilitarype