第十二章-领导和管理.ppt

第一节：Leadingandmanaging领导和管理,Effectivemanagersarenotnecessarilytrueleaders.Manyadministrators,supervisors,andeventopexecutivesexecutetheirresponsibilitieswithoutbeinggreatleaders.有效的管理者不一定是真正的领导者。许多执行重要职责的行政人员、主管、甚至高层管理者并不是杰出的领导者。,Whilemanymanagersfocusonsuperficialactivitiesandworryaboutshort-termprofitsandstockprices,toofewhaveemergedasleaderswhofosterinnovationandattainmentoflong-termgoals当许多管理者忙于日常琐事，为短期利润和股票价格担心时，极少数人致力于创新和长期目标的实现，他们就是真正的领导者。,第十二章：Leadership领导,领导是管理的重要职能之一，本章对领导作了一个初步的介绍，主要内容有：领导和管理；领导和追随者；权力和领导；理解领导风格的传统理论；当代领导视角和发展你的领导技能等。,Whereasmanymanagersareoverlyconcernedwithfittinginandnotrockingtheboat,thosewhoemergeasleadersaremoreconcernedwithmakingimportantdecisions当许多管理者过分的关心他们是否胜任和是否对工作有负作用时，而那些领导者更关心作出重要决策。,第二节：Leadingandfollowing领导和追随者（员工）,Organizationssucceedorfailnotonlybecauseofhowwelltheyareledbutbecauseofhowwellfollowingsfollow.Themosteffectivefollowersarecapableofindependentthinkingandatthesametimeareactivelycommittedtoorganizationalgoals组织所成败不仅仅在于领导，还在于员工。最有效的员工是有能力独立思考，同时积极的对组织的目标承担责任。,Theymasterskillsthatareusefultotheirorganizations,andtheyholdperformancestandardsthatarehigherthanrequired.他们（追随者）掌握了对组织有用的技能，他们的工作业绩高于所要求的业绩。,第三节：Powerandleadership权力和领导,Centraltoeffectiveleadershipispowertheabilitytoinfluenceotherpeople.有效领导的核心是权力影响其他人的能力。,Sourcesofpower权力的来源,Leadershavefiveimportantpotentialsourcesofpowerinorganizations.在组织里，领导的权力有五个重要的潜在来源。,1legitimatepower合法权,Theleaderwithlegitimatepowerhastheright,ortheauthority,totellotherswhattodo;employeesareobligatedtocomplywithlegitimateorders.领导的合法权是指告诉别人作什么的权力，员工有义务服从这种权力。,Forexample,asupervisortellsanemployeetoremoveasafetyhazard,andtheemployeeremovesthehazardbecausehehastoobeytheauthorityofhisboss.例如，一个主管告诉员工放弃一个胜算较大的冒险，员工停止了冒险，因为他不得不服从老板的权威。,2Rewardpower奖励权,Theleaderwhohasrewardpowerinfluencesothersbecauseshecontrolsvaluedrewards;peoplecomplywiththeleaderswishesinordertoreceivethoserewards.有奖励权的领导者能够影响其他人，因为他控制着价值的奖赏；为了得到那些奖赏，人们服从领导的意愿。,Forexample,amanagerworkshardtoachieveherperformancegoalstogetapositiveperformancereviewandabigpayraisefromherboss.Ontheotherhand,ifcompanypolicydictatesthateveryonereceivethesamesalaryincrease,aleadersrewardpowerdecreasesbecauseheorsheisunabletogivehigherraises.,例如，管理者努力工作达到她的绩效目标，从而她得到正面的绩效评价和从老板那里得到较大的加薪。另一方面，如果公司政策显示每个人得到相同的工资增加量，那么老板的奖励权就会减少，因为她或他不能得到更高的增加量。,3Coercivepower强制权,Theleaderwithcoercivepowerhascontroloverpunishments;peoplecomplytoavoidthosepunishments.具有强制权的领导有对处罚的控制，人们为了避免那些处罚而服从。,Ingeneral,lower-levelmanagershavelesslegitimate,coercive,andrewardpowerthandomiddle-andhigher-levelmanagers.通常，低层的管理者比中层和高层管理者有更少的合法权、强制权和奖励权。,4Referentpower模范权,Theleaderwithreferentpowerhaspersonalcharacteristicsthatappealtoother;peoplecomplybecauseofadmiration,adesireforapproval,personalliking,oradesiretobeliketheleader.具有模范权的领导具有吸引其他人的个性特征；人们因为钦佩、赞同、个人喜欢或期望象领导者一样而服从。,Forexample,young,ambitiousmanagersemulatetheworkhabitsandpersonalstyleofasuccessful,charismaticexecutive.例如，年轻的、有雄心的管理者积极的模仿成功的、有魅力的管理者的工作习惯和个人风格。,5Expertpower专长权,Theleaderwhohasexpertpowerhascertainexpertiseorknowledge;peoplecomplybecausetheybelievein,canlearnfrom,orcanotherwisegainfromthatexpertise.具有专长权的领导有某种专长或知识；人们因为相信他、能够从他那里学到东西或从他的专长里得到利益而服从。,第四节：Traditionalapproachestounderstandingleadership理解领导的传统理论,Threetraditionalapproachestostudyingleadershiparethetraitapproach,thebehavioralapproach,andthesituationalapproach.研究领导的三种传统理论是：特性理论、行为理论和情景理论。,1Leadertraits领导特性,TraitapproachAleadershipperspectivethatfocusesonindividualleadersandattemptstodeterminethepersonalcharacteristicsthatgreatleadersshare.特性理论：关注领导者个人并试图确定伟大领导者们所共有的特性。,1Drive进取,Drivereferstoasetofcharacteristicsthatreflectahighlevelofeffort.Driveincludeshighneedforachievement,constantstrivingforimprovement,ambition,energy,tenacity,andinitiative.进取指的是反映高水平努力的一系列个性特征。进取包括对成功的强烈欲望、持续的努力提高、抱负、精力、坚韧和主动性。,2Leadershipmotivation领导动机,Greatleadersnotonlyhavedrive;theywanttolead.Theyhaveahighneedforpower,preferringtobeinleadershipratherthanfollowerpositions.伟大的领导不仅有进取心；而且他们有领导的欲望。他们有强烈的权力欲望，喜欢领导别人而不是被领导。,3Integrity正直,Integrityisthecorrespondencebetweenactionsandwords.正直是指言行一致。,4self-confidence自信,Self-confidenceisimportantforanumberofreasons.Theleadershiproleischallenging,andsetbacksareinevitable.Self-confidenceallowsaleadertoovercomeobstacles,makedecisionsdespiteuncertainty,andinstillconfidenceinothers.有许多原因表明自信是重要的。领导者的角色是挑战性的，挫折是不可避免的，自信能让领导者克服障碍，在不确定的环境下决策，把自信逐渐的传给其他人。,Knowledgeofthebusiness业务知识,Effectiveleadershaveahighlevelofknowledgeabouttheirindustries,companies,andtechnicalmatters.Leadersmusthavetheintelligencetointerpretvastquantitiesofinformation.有效的领导者对他们的行业、公司和技术问题了解很多。领导者必须有才能去解释大量的信息。,Discussionquestions,Isthereadifferencebetweeneffectivemanagementandeffectiveleadership?Explainyourviews.有效管理和有效领导有区别吗？解释你的看法。,Doyouthinkmenandwomendifferintheirleadershipstyles?Ifso,how?男性和女性的领导风格不同吗？如果不同，说出有什么不同？,2Leaderbehaviors领导行为,BehavioralapproachAleadershipperspectivethatattemptstoidentifywhatgoodleadersdothatis,whatbehaviorstheyexhibit.行为理论：尝试去识别好的领导做什么，即他们展示了什么行为,Threegeneralcategoriesofleadershipbehaviorhavereceivedparticularattention:behaviorsrelatedtotaskperformance,groupmaintenance,andemployeeparticipationindecisionmaking.通常领导者的三种行为受到特别的关注：跟任务绩效相关的行为、群体维系和决策指定中的员工参与。,1Taskperformance任务绩效,TaskperformancebehaviorsActiontakentoensurethatworkgroupororganizationreachesitsgoals.任务绩效行为：确保工作小组或组织达到它们的目标的行为,Taskperformancebehaviorsaretheleaderseffortstoensurethattheworkunitororganizationreachesitsgoals.Itincludesafocusonworkspeed,qualityandaccuracy,quantityofoutput,andfollowingtherules.,任务绩效是指领导努力确保工作单位或组织达到它的目标。它包括关注工作速度、质量和精度、产品的数量和遵守规则。,2Groupmaintenance群体维系,GroupmaintenancebehaviorsActiontakentoensurethesatisfactionofgroupmembers,developandmaintainharmoniousworkrelationships,andpreservethesocialstabilityofthegroup.群体维系行为：确保群体成员满意，发展和维持融洽的工作关系，维护群体的社会稳定性。,Itincludesafocusonpeoplesfeelingsandcomfort,appreciationofthem,andstressreduction.它包括关注人的情感和安慰、赏识他们和减轻压力。,3Participationindecisionmaking决策参与,ParticipationindecisionmakingLeaderbehaviorsthatmanagersperformininvolvingtheiremployeesinmakingdecisions.决策参与：管理者所表现的一种领导行为，它涉及到员工在决策中的参与程度。,Theparticipation-in-decision-makingdimensionofleadershipbehaviorcanrangefromautocratictodemocratic.决策参与的领导行为包括从专制到民主,AutocraticleadershipAformofleadershipinwhichtheleadermakesdecisionsonhisorherownandthenannouncesthosedecisionstothegroup.专制领导：领导者自己做决策然后向群体宣布那些决策。,DemocraticleadershipAformofleadershipinwhichtheleadersolicitsinputfromsubordinates.民主领导：领导者从下属那里征求意见。,4Theeffectsofleaderbehavior领导者行为的影响,Howtheleaderbehavesinfluencespeoplesattitudesandperformance.Studiesoftheseeffectsfocusonautocraticversusdemocraticdecisionstylesoronperformance-versusmaintenance-orientedbehaviors.领导者的行为怎样影响人们的态度和绩效？对这些影响的研究主要关注两个方面：专制与民主的决策风格；绩效与维系行为,4.1decisionstyles决策风格,Theclassicstudycomparingautocraticanddemocraticstylesfoundthatademocraticapproachresultedinthemostpositiveattitudes,whereasanautocraticapproachresultedinsomewhathigherperformance.比较专制和民主风格的经典研究发现：民主导致最积极的态度，然而专制导致更高的绩效。,Whetheradecisionshouldbemadeautocraticallyordemocraticallydependsoncharacteristicsoftheleader,thefollowers,andthesituation.决策应该是专制还是民主依赖于领导者的特性、跟随者和处境,4.2performanceandmaintenancebehaviors绩效和维系行为,Theperformanceandmaintenancedimensionsofleadershipareindependentofeachother.Inotherwords,aleadercanbehaveinwaysthatemphasizeone,both,orneitherofthesedimensions.领导的绩效和维系方面是相互独立的。换句话，一个领导者可能强调一个方面、两个方面或一个都不。,Whenmaintenanceandperformanceleadershipbehaviorswereconsideredtogether,theresultsweremorecomplex.Butoneconclusionwasclear:Whenaleadermustbehighonperformance-orientedbehaviors,heorsheshouldalsobemaintenanceoriented.Otherwisetheleaderwillhaveemployeeswithhighratesofturnoverandgrievances.,当把维系和绩效的领导行为一起考虑时，结果更复杂，但一个结论是明显的：当领导者一定是高绩效行为者时，他或她也应该是维系行为者，否则领导者会使员工出现高的流动率和不满。,3Situationalapproachestoleadership领导的情景理论,SituationalapproachLeadershipperspectiveproposingthatuniversallyimportanttraitsandbehaviorsdonotexist,andthateffectiveleadershipbehaviorvariesfromsituationtosituation.情景理论：提出普遍上重要的特性和行为不存在，有效的领导行为随着情景的改变而改变,1theVroommodelofleadershipstyle弗鲁姆决策模型,VroommodelAsituationalmodelofleadershipthatfocusesonhowleadersgoaboutmakingdecisions.弗鲁姆模型：领导的情景模型之一，关注领导怎样决策。,TheVroommodelemphasizestheparticipativedimensionofleadership:howleadersgoaboutmakingdecisions.Themodelusesthebasicsituationalapproachofassessingthesituationbeforedeterminingthebestleadershipstyle.弗鲁姆模型强调领导的参与方面：领导怎样决策。模型使用基本的情景方法，在确定最好的领导风格之前对情景进行评价。,path-goaltheory途径-目标理论,Path-goaltheoryAtheorythatconcernshowleadersinfluencesubordinatesperceptionsoftheirworkgoalsandthepathstheyfollowtowardattainmentofthosegoals.途径-目标理论：关心领导怎样影响下属对他们工作目标的理解和取得那些目标的途径。,Thekeysituationalfactorsinpath-goaltheoryare(1)personalcharacteristicsoffollowersand(2)environmentalpressuresanddemandswithwhichfollowersmustcopetoattaintheirworkgoals.Thesefactorsdeterminewhichleadershipbehaviorsaremostappropriate.,在途径-目标理论中关键的情景因素是（1）跟随者的个人特性和（2）为了取得他们的工作目标，跟随者必须处理的环境压力和需求。,Thefourpertinentleadershipbehaviorsare(1)directiveleadership,aformoftaskperformance-orientedbehavior;(2)supportiveleadership,aformofgroupmaintenance-orientedbehavior;(3)participativeleadership,ordecisionstyle;and(4)achievement-orientedleadership,orbehaviorsgearedtowardmotivatingpeople,suchassettingchallenginggoalsandrewardinggoodperformance.,四个有关的领导行为是：（1）指示型领导，任务绩效行为的一种形式；（2）支持型领导，群体维系行为的一种形式；（3）参与型领导或决策风格；（4）成就导向型领导，即鼓励人们的行为，比如设置挑战性的目标和奖励好的绩效。,Thetheoryalsospecifieswhichfollowerandenvironmentalfeaturesareimportant.Therearethreekeyfollowercharacteristics:authoritarianism,locusofcontrol,ability这个理论也说明了哪个跟随者和环境特性是重要的。有三个关键的跟随者特性：拜劝主义、控制点、能力,Authoritarianismisthedegreetowhichindividualsrespect,admire,anddefertoauthority.拜权主义是指个人重视、钦佩和听从权力的程度,Locusofcontrolistheextenttowhichindividualsseetheenvironmentasresponsivetotheirownbehavior.Peoplewithaninternallocusofcontrolbelievethatwhathappenstothemistheirowndoing;peoplewithanexternallocusofcontrolbelievethatitisjustluckorfate.,控制点是个人认为环境对其行为反应的程度。内在控制点类型的人相信他们所遇到的一切是他们自己造成的；外在控制点类型的人相信这一切只是运气或命运。,Abilityispeoplesbeliefsabouttheirownabilitiestodotheirassignedjobs.能力是指人们对自己从是工作的能力的信心。,Path-goaltheoryoffersmanymorepropositions.Ingeneral,thetheorysuggeststhatthefunctionsoftheleaderareto(1)makethepathtoworkgoalseasiertotravelbyprovidingcoachinganddirection;(2)reducefrustratingbarrierstogoalattainment;and(3)increaseopportunitiesforpersonalsatisfactionbyincreasingpayoffstopeopleforachievingperformancegoals.,途径-目标理论提供了许多的建议。一般来说，该理论建议领导者的职能包括（1）教授和提供方向使通向工作目标的途径更容易。（2）减少阻碍目标实现的路障（3）通过提高实现绩效目标者的收益来增加个人满意的机会。,第五节：Contemporaryperspectivesonleadership当代领导视角,1charismaticleadership领袖魅力式领导,CharismaticleaderApersonwhoisdominant,self-confident,convincedofthemoralrighteousnessofhisorherbeliefs,andabletoarouseasenseofexcitementandadventureonfollowers.领袖魅力式领导：一个这样的人：专制的、自信的、确信他的信仰在道德上是正义的，能够引起跟随者的兴奋感和冒险,Thecharismaticleaderarticulatesideologicalgoalsandmakessacrifiesinpursuitofthosegoals.领袖魅力式领导在思想上使各种目标结合起来，并在追求那些目标中勇于献生。,Thecharismaticleaderalsoarouseofexcitementandadventure.Heorsheisaneloquentspeakerwhoexhibitssuperiorverbalskills,whichhelpscommunicatethevisionandmotivatefollowers.领袖魅力式领导也唤起跟随者的兴奋和冒险。他是个优秀的演说家。这有助于沟通远景和激励跟随者。,Leaderswhopossessthesecharacteristicsordothesethingsinspireintheirfollowerstrust,confidence,acceptance,obedience,emotionalinvolvement,affection,admiration,andhigherperformance.拥有这些领袖魅力或做这些事的领导者激发跟随者的信任、自信、接受、服从、情感投入、影响力、钦佩和高绩效。,2Transformationalleadership变革型领导,TransformationalleaderAleaderwhotransformsavisionintorealityandmotivatespeopletotranscendtheirpersonalinterestsforthegoodofthegroup.变革型领导：一个把远景变为现实并激励人们为了群体的利益而超越个人利益的人。,Transformationalleadersgetpeopletotranscendtheirpersonalinterestsforthesakeofthelargercommunity.Theygenerateexcitementandrevitalizeorganizations.变革性领导使人们为了更大的团体而超越个人的利益。他们建立起兴奋而富有活力的组织。,2.1generatingexcitement制造兴奋点,Transformationalleadersgenerateexcitementinthreeprimaryways.First,theyarecharismatic.Second,theygivetheirfollowersindividualizedattention.变革型领导以三个基本的方式制造兴奋点。第一，他们是领袖魅力式的。第二，他们给了跟随者个性化的关注。,Transformationalleadersdelegatechallengingworktodeservingpeople,keeplinesofcommunicationopen,andprovideone-on-onementoringtodeveloptheirpeople.Theydonottreateveryonealike,becausenoteveryonealike,变革型领导把挑战性的工作交给值得交给的人们，保持沟通渠道的畅通，为发展下属提供一对一的指导。他们并不同样的对待每个人，因为每个人并不相同。,Third,transformationalleadersareintellectuallystimulating.Theyarouseintheirfollowersanawarenessofproblemsandpotentialsolutions.Theyarticulatetheorganizationsopportunities,threats,strengths,andweaknesses.Theystirtheimaginationandgenerateinsights.,第三，变革型领导智力上激励跟随者。他们唤醒跟随者对问题和潜在的解决方案的认识。他们把组织的机会、威胁、优势和劣势结合起来。他们引发想象力、产生洞察力,2.2skillsandstrategies技能和战略,Atleastfourskillsorstrategiescontributetotransformationalleadership.First,transformationalleadershaveavision.对变革型领导来说至少有四个技能或战略。第一，变革型领导有远景。,Second,theycommunicatetheirvision;throughwords,manner,orsymbolism,theyrelateacompellingimageoftheultimategoal.第二，他们通过语言、行为或标志来传达他们的远景。他们描叙了最终目标的形象。,Third,transformationalleadersbuildtrustbybeingconsistent,dependable,andpersistent.第三，变革型领导通过一致、可靠和持续性来建立信任。,Finally,theyhaveapositiveself-regard.Theydonotfeelself-importantorcomplacent;rather,theyrecognizetheirpersonalstrengths,compensatefortheirweaknesses,nurtureandcontinuallydeveloptheirtalents,andknowhowtolearnfromfailure.Theystriveforsuccessratherthanmerelytryingtoavoidfailure.,最后，他们有积极的自我认识，他们并不会自认为重要或自满。而是他们认识到自己的能力，补偿着他们的不足，培养和持续