组织行为学精要第十版chapter11 leadership

11-1,EssentialsofOrganizationalBehavior,10/eStephenP.Robbins&TimothyA.Judge,Chapter11Leadership,11-2,Afterstudyingthischapter,youshouldbeableto:,Definetheleadershipandcontrastleadershipandmanagement.Summarizetheconclusionsoftraitandbehavioraltheories.Assesscontingencytheoriesofleadershipbytheirlevelofsupport.Compareandcontrastcharismaticleadership,transformationalleadership,andauthenticleadership.Identifywhenleadershipmaynotbenecessary.Assesswhethercharismaticandtransformationalleadershipgeneralizeacrosscultures.,11-3,Leadershipvs.Management,Leadership,AboutcopingwithchangeEstablishdirectionwithavision.Alignresourcesandinspireworkerstocompletethevision.,Management,AboutcopingwithcomplexityBringsaboutorderandconsistencyDrawsupplans,structures,andmonitorsresults.,Leadershipistheabilitytoinfluenceagrouptowardtheachievementofavisionorasetofgoals.,11-4,TraditionalTheoriesofLeadership:TraitTheories,Differentiateleadersfromnon-leadersbyfocusingonpersonalqualitiesandcharacteristicsExtraversionhasstrongestrelationtoleadershipConscientiousnessandOpennesstoExperiencealsostronglyrelatedtoleadershipAgreeablenessandEmotionalStabilityarenotcorrelatedwithleadership,11-5,TraditionalTheoriesofLeadership:BehavioralTheories,BehaviorscanbetaughttraitscannotLeadersaretrainednotborn,11-6,BehavioralTheories:OhioStateStudies,Attemptstoorganizework,workrelationships,andgoals,Concernforfollowerscomfort,well-being,status,andsatisfaction,Developedtwocategoriesofleadershipbehavior:,11-7,BehavioralTheories:UniversityofMichiganStudies,Emphasizethetechnicalortaskaspectsofthejob:peoplearemeanstoanend,Emphasizeinterpersonalrelationsandacceptindividualdifferences,Developedtwodimensionsofleadershipbehavior:,11-8,BlakeandMoutonsLeadershipGrid,TrytoemphasizeBOTH,CombinationofOhioStateandUniversityofMichiganstudies:,11-9,ContingencyTheories,Attemptstomatchleadershipstylewithworkconditions:FiedlerModelLeader-MemberExchange(LMX)Theory,11-10,FiedlerLeadershipModel,Least-PreferredCo-worker(LPC)determinesleadershipstyle(fixedtrait)RelationshiporientedTaskorientedMatchleadersstylewithdegreeofsituationalcontrol:Leader-memberrelationsTaskstructurePositionpower,11-11,FiedlerModel:MatchingLeaderstoSituations,Eitherchangeleadersorthesituationtoimproveeffectiveness,11-12,Leader-MemberExchange(LMX)Theory,LeaderstreatfollowersdifferentlyIn-groupmembers:ClosetoleaderinattitudeorpersonalityHavemoreoftheleadersattentionGetspecialprivilegesHavehigherperformanceratingsLowerturnoverGreatersatisfaction,11-13,Leader-MemberExchange(LMX)Model,Whiletheleaderdoesthechoosing,itisthefollowerscharacteristicsthatdrivethedecision,11-14,ContemporaryApproachestoLeadership,LeadersascommunicatorsFramingthemeaningofeventsLeadersinspirefollowersthroughwords,ideas,andbehaviors:CharismaticLeadershipTransformationalLeadershipAuthenticLeadership,11-15,CharismaticLeadership,Attributionsofheroicleadershipabilitieswhenfollowersobservecertainbehaviors:VisionPersonalRisk-takingSensitivitytowardFollowersExtraordinaryBehaviors,11-16,CharismaticLeaders:BornorMade?,Charismacanbecreatedby:DevelopinganauraofcharismaBeoptimisticBepassionatelyenthusiasticCommutewithbody,notjustwordsDrawingothersininspireothersTappingintoemotionsbringoutthepotentialinothers,11-17,HowCharismaticLeadersInfluenceFollowers,ArticulateanappealingvisionCommunicatesanewsetofvaluesModelbehaviorsforthosevaluesExpressdramaticbehavior,11-18,CharismaandSituationalDependency,CharismastronglycorrelatedtohighperformanceandsatisfactionBestusedwhen:EnvironmentisuncertainorstressfulIdeologyisinvolvedMostcloselyassociatedwithupperlevelexecutives,11-19,ThePotentialDarkSideofCharismaticLeadership,UseorganizationalresourcesforpersonalbenefitRemakecompaniesintheirownimageAllowself-interestandpersonalgoalstooverrideorganizationsgoals,11-20,TransformationalLeadership,Transactionalleaders-motivatetheirfollowersinthedirectionofestablishedgoalsbyclarifyingroleandtaskrequirementsTransformationalleaders-inspirefollowerstotranscendtheirownself-interestsforthegoodoftheorganization,11-21,FullRangeofLeadershipModel,11-22,WhyTransformationalLeadershipWorks,CreativityFollowersareencouragedtobemoreinnovativeandcreativeGoalsFollowerspursuemoreambitiousgoalsandhavemorepersonalcommitmenttothemVisionEngenderscommitmentfromfollowersandgreatersenseoftrust,11-23,TransformationalVs.CharismaticLeadership,Bothpositivelyrelatedtomotivation,satisfaction,performance,effectiveness,andprofitabilityTransformationalleadershipMAYbeabroaderconceptthancharismaThetwoformsmaybethesame,11-24,AuthenticLeadership:EthicsastheBasisforLeadership?,Authenticleadersknowwhotheyare,whattheybelieveinandvalue,andactonthosevaluesandbeliefsopenlyandcandidlyCreatetrustEncourageopencommunicationSocializedCharismaticLeadership,11-25,ChallengestotheLeadershipConstruct,AttributionTheoryofLeadershipPerformanceoutcomesareattributedtoleadersactionsAppearancehasmoretodowithleadershipthanoutcomesSubstitutesandNeutralizersOrganizationalvariablescanneutralizetheleadersinfluenceoractassubstitutesforleadershipLeaderbecomesirrelevant,11-26,ExamplesofEnvironmentalVariables,CharacteristicsoftheEmployees:greaterexperience,training,professionalorientation,orindifferencetowardorganizationalrewardsCharacteristicsoftheJob:inherentlyunambiguousandroutineorthatareintrinsicallysatisfyingCharacteristicsoftheOrganization:withexplicit,formalizedgoals,rigidrulesandprocedures,andcohesiveworkgroups,11-27,FindingandCreatingEffectiveLeaders,Selection:PersonalitytestsforleadershiptraitsInterviewstomatchrelevantsituation-specificexperiencetojobsituationTraining:TrainthosewillingtochangetheirbehaviorTeachgeneralmanagementskillsTeachcharismaticandtransformationalleadershipskillsgreatestorganizationaloutcomesresult,11-28,GlobalImplications,GLOBELeadershipProjectResults:BrazilLeadersareparticipativeandhumaneFranceBureaucratic,task-oriented,andautocraticEgyptParticipativebutstatus-awareChinaInitiatingstructureandconsiderationimportant:statusdifferencesbutparticipationvaluedCharismaandtransformationalleadershipimportantinall,11-29,ImplicationsforManagers,LeadersinfluencegroupperformanceLeadershipsuccessdependssomewhatonhaving“therightstuff”LeadershipdependsonthesituationTransformat