管理与组织PPT17.ppt

DefineleaderandleadershipCompareandcontrastearlytheoriesofleadershipDescribethethreemajorcontingencytheoriesofleadershipDescribecontemporaryviewsofleadershipDiscusscontemporaryissuesaffectingleadership Chapter17 Leadership WhoAreLeadersandWhatIsLeadership Leader Someonewhocaninfluenceothersandwhohasmanagerialauthority Leadership Whatleadersdo theprocessofinfluencingagrouptoachievegoals Ideally allmanagersshouldbeleaders EarlyLeadershipTheories TraitTheories 1920s 1930s Researchfocusedonidentifyingpersonalcharacteristicsthatdifferentiatedleadersfromnon leaderswasunsuccessful Laterresearchontheleadershipprocessidentifiedseventraitsassociatedwithsuccessfulleadership Drive thedesiretolead honestyandintegrity self confidence intelligence job relevantknowledge andextraversion Exhibit17 1 SevenTraitsAssociatedwithLeadership EarlyLeadershipTheories cont BehavioralTheoriesUniversityofIowaStudies KurtLewin Identifiedthreeleadershipstyles Autocraticstyle centralizedauthority lowparticipationDemocraticstyle involvement highparticipation feedbackLaissezfairestyle hands offmanagementResearchfindings mixedresultsNospecificstylewasconsistentlybetterforproducingbetterperformance Employeesweremoresatisfiedunderademocraticleaderthanunderanautocraticleader BehavioralTheories cont OhioStateStudiesIdentifiedtwodimensionsofleaderbehavior Initiatingstructure theroleoftheleaderindefininghisorherroleandtherolesofgroupmembers Consideration theleader smutualtrustandrespectforgroupmembers ideasandfeelings MixedResultsofOhioStateStudies Highconsideration highstructureleadersgenerally butnotalways achievedhighscoresongrouptaskperformanceandsatisfaction Evidenceindicatedthatsituationalfactorsappearedtostronglyinfluenceleadershipeffectiveness UniversityofMichiganStudies Identifiedtwodimensionsofleaderbehavior Employeeoriented emphasizingpersonalrelationshipsProductionoriented emphasizingtaskaccomplishmentResearchfindings Leaderswhoareemployeeorientedarestronglyassociatedwithhighgroupproductivityandhighjobsatisfaction TheManagerialGrid Appraisesleadershipstylesusingtwodimensions ConcernforpeopleConcernforproductionPlacesmanagerialstylesinfivecategories ImpoverishedmanagementTaskmanagementMiddle of the roadmanagementCountryclubmanagementTeammanagement Exhibit17 2 BehavioralTheoriesofLeadership Exhibit17 2 BehavioralTheoriesofLeadership cont ContingencyTheoriesofLeadership TheFiedlerModelProposesthateffectivegroupperformancedependsuponthepropermatchbetweentheleader sstyleofinteractingwithfollowersandthedegreetowhichthesituationallowstheleadertocontrolandinfluence TheFiedlerModel cont Assumptions Acertainleadershipstyleshouldbemosteffectiveindifferenttypesofsituations Leadersdonotreadilychangeleadershipstyles Matchingtheleadertothesituationorchangingthesituationtomakeitfavorabletotheleaderisrequired TheFiedlerModel cont Least preferredco worker LPC questionnaireDeterminesleadershipstylebymeasuringresponsesto18pairsofcontrastingadjectivesHighscore arelationship orientedleadershipstyleLowscore atask orientedleadershipstyleSituationalfactorsinmatchingleadertothesituation Leader memberrelationsTaskstructurePositionpower Exhibit17 3 TheFiedlerModel ContingencyTheoriesofLeadership HerseyandBlanchard sSituationalLeadershipTheory SLT Arguesthatsuccessfulleadershipisachievedbyselectingtherightleadershipstylewhichiscontingentonthelevelofthefollowers readinessAcceptance leadershipeffectivenessdependsonwhetherfollowersacceptorrejectaleaderReadiness theextenttowhichfollowershavetheabilityandwillingnesstoaccomplishaspecifictaskLeadersmustrelinquishcontroloverandcontactwithfollowersastheybecomemorecompetent SituationalLeadershipTheory SLT CreatesfourspecificleadershipstylesincorporatingFiedler stwoleadershipdimensions Telling hightask lowrelationshipleadershipSelling hightask highrelationshipleadershipParticipating lowtask highrelationshipleadershipDelegating lowtask lowrelationshipleadership SituationalLeadershipTheory SLT Fourstagesoffollowerreadiness R1 followersareunableandunwillingR2 followersareunablebutwillingR3 followersareablebutunwillingR4 followersareableandwilling ContingencyTheoriesofLeadership Path GoalModelStatesthattheleader sjobistoassisthisorherfollowersinattainingtheirgoalsandtoprovidedirectionorsupporttoensurethattheirgoalsarecompatiblewiththoseoftheorganizationDependingonthesituation leadersassumedifferentleadershipstylesatdifferenttimes DirectiveleaderSupportiveleaderParticipativeleaderAchievementorientedleader Exhibit17 4 Path GoalModel ContemporaryViewsofLeadership TransactionalLeadershipLeaderswhoguideormotivatetheirfollowersinthedirectionofestablishedgoalsbyclarifyingroleandtaskrequirements TransformationalLeadershipLeaderswhoinspirefollowerstotranscendtheirownself interestsforthegoodoftheorganizationbyclarifyingroleandtaskrequirements ContemporaryViewsofLeadership CharismaticLeadershipAnenthusiastic self confidentleaderwhosepersonalityandactionsinfluencepeopletobehaveincertainways Characteristicsofcharismaticleaders HaveavisionAreabletoarticulatethevisionArewillingtotakeriskstoachievethevisionAresensitivetotheenvironmentandfollowerneedsExhibitbehaviorsthatareoutoftheordinary ContemporaryViewsofLeadership VisionaryLeadershipAleaderwhocreatesandarticulatesarealistic credible andattractivevisionofthefuturethatimprovesuponthepresentsituation Visionaryleadershavetheabilityto ExplainthevisiontoothersExpressthevisionnotjustverballybutthroughbehaviorExtendorapplythevisiontodifferentleadershipcontexts ContemporaryViewsofLeadership TeamLeadershipCharacteristics HavingpatiencetoshareinformationBeingabletotrustothersandtogiveupauthorityUnderstandingwhentointerveneTeamLeader sJobManagingtheteam sexternalboundaryFacilitatingtheteamprocessIncludescoaching facilitating handlingdisciplinaryproblems reviewingteamandindividualperformance training andcommunication Exhibit17 5 TeamLeadershipRoles ManagingPower LegitimatepowerThepoweraleaderhasasaresultofhisorherposition CoercivepowerThepoweraleaderhastopunishorcontrol RewardpowerThepowertogivepositivebenefitsorrewards ExpertpowerTheinfluencealeadercanexertasaresultofhisorherexpertise skills orknowledge ReferentpowerThepowerofaleaderthatarisesbecauseofaperson sdesirableresourcesoradmiredpersonaltraits DevelopingTrust Credibility ofaLeader Theassessmentofaleader shonesty competence andabilitytoinspirebyhisorherfollowersTrustThebeliefoffollowers andothers intheintegrity character andabilityofaleaderDimensionsoftrust integrity competence consistency loyalty andopennessIsrelatedtoincreasesinjobperformance organizationalcitizenshipbehaviors jobsatisfaction andorganizationcommitment Exhibit17 6 BuildingTrust EmpoweringEmployees EmpowermentIncreasingthedecision makingdiscretionofworkerssuchthatteamscanmakekeyoperatingdecisionsindevelopingbudgets schedulingworkloads controllinginventories andsolvingqualityproblems WhyEmpoweremployees QuickerresponsestoproblemsandfasterdecisionsAddressestheproblemofincreasedspansofcontrolinrelievingmanagerssotheycanaddressotherproblems Cross CulturalLeadership UniversalElementsofEffectiveLeadershipVisionForesightProvidingencouragementTrustworthinessDynamismPositivenessProactiveness Exhibit17 7 Cross CulturalLeadership GenderDifferencesandLeadership ResearchFindingsMalesandfemalesusedifferentstyles Womentendtoadoptamoredemocraticorparticipativestyleunlessinamale dominatedjob Womentendtousetransformationalleadership Mentendtousetransactionalleadership LeaderTraining Trainingism