Leadership领导力PPT演示课件

LEADERSHIP,Chapter11,1,LeadershipMatters.,Intellectuallyhistorically,psychologically,sociologicallyPoliticallysocietally,culturally,globally,communally,improvedsatisfactionandperformance,18,PathGoalTheory(House1971),ThemosteffectiveleadershipstyledependsonthesituationandthecharacteristicsofthesubordinatesRequiresleaderflexibilityDirectivestyleworksbestwithunskilledworkersSupportiveleadershipworksbestwithhighlyskilledworkersTheoryisdifficulttotestandoperationalize,19,SituationalTheory-HerseyandBlanchard(1978),HerseyandBlanchardsextensionoftheLeadershipGridfocusingonthecharacteristicsoffollowersastheimportantelementofthesituation,andconsequently,ofdeterminingeffectiveleaderbehavior.HerseyandBlanchardsuggestthatgroupsbenefitfromleadershipthatmesheswiththedevelopmentalstageofthegroup.,Effectivenessdependsontheleaderstaskandrelationshipbehaviors.TheLeadershipGrid:Blake&Moutonassumethatpeoplevaryintheirconcernforothersandintheirconcernforresultsandthatindividualswhoarehighonbothdimensions(9,9)arethebestleaders.,20,HerseyandBlanchardsSituationalTheoryofLeadership,FollowerCharacteristics,AppropriateLeaderStyle,LowreadinesslevelModeratereadinesslevelHighreadinesslevelVeryhighreadinesslevel,Telling(hightask-lowrelationship),Selling(hightask-highrelationship),Participating(lowtask-highrel.),Delegating(lowtask-lowrelationship),21,LeaderMemberExchangeTheory(LMX)(Graen&Schlieman1978),Leadermemberexchangetheory(LMX)focusesonhowtheleaderfollowerrelationshipaffectstheleadershipprocessSubordinatesareoftwotypes:ingroupandoutgroupIngroupemployeesareviewedbytheleaderascompetent,trustworthy,andhighlymotivatedOutgroupemployeesareviewedasincompetent,untrustworthy,andpoorlymotivated,22,LeaderMemberExchangeTheory(LMX)(Graen&Schlieman1978),Twoleadershipstyles:supervision(basedonformalauthority)andleadership(basedonpersuasion)Leadersusesupervisionwithoutgroupemployees,andleadershipwithingroupmembersLeadersandingroupmembersestablishpersonalrelationshipsleadingtomutualsupportandunderstandingHighLMXrelationshipgroupstendstooutperformlowLMXrelationshipgroups,23,Transactionalvs.TransformationalLeaders,TransactionalleadersfocusonthesocialinteractionsbetweenleadersandfollowersItisbasedonfollowersperceptionsofandexpectationsabouttheleadersabilitiesThebehavioroftransactionalleadersdependsonwhattheirfollowersthinkofthem,24,TransformationalLeaders,Transformationalleadersarenotconstrainedbytheirfollowersperceptionsbutarefreetoacttotransform(change)theirfollowersviewsTheychallengeandinspirewithasenseofpurposeandexcitementTheycreateavisionandcommunicateitwhileacceptingfeedbackandsuggestions,25,TransformationalLeadership,CommunicatingtheVision,ModelingtheVision,CreatingaStrategicVision,BuildingCommitment,ElementsofTransformationalLeadership,26,Whoisthis?,27,Whoisthis?,28,TransformationalLeaders,DonotacceptthestatusquoCreateagraphicandcompellingvisionofthefutureActasrolemodelsAreoftenreferredtoas“tough”EnergiseandinspireothersAresaidtobe“charismatic”Areveryinstrumentalintimesofturbulence/crisesProvidesenseofindividualconsiderationProvidestimulation(intellectualandemotional)(JamesMacGregorBurns,1978),29,Whatdoyouthinkarethekeyqualitiesofeffectiveleaders?,1._2._3._4._5._,30,LeadershipStyles,AuthoritarianleadershipresultswhenleadersmakeallthedecisionsandtellfollowerswhattodoAuthoritarianleadershipworksbestwhensituationsrequirerapidandefficientjobperformanceGroupperformancesufferswhenleaderisunderstressDemocraticleadershipresultswhenleadersandfollowersdiscussproblemsandmakedecisionsjointly,31,PersonalityVariable,MotivationalStructureorLeadershipStyle,“Inoversimplifiedterms,theleadermanagesthegroupineitheroftwoways.Hecan:Tellpeoplewhattodoandhowtodoit.Orsharehisleadershipresponsibilitieswithhisgroupmembersandinvolvethemintheplanningandexecutionofthetask.”,Fielder,HarvardBusinessReview,p.116,32,AuthenticLeadership,Owningonesownpersonalexperiences(values,thoughts,emotionsandbeliefs)andactinginaccordancewithonestrueself”Leader-followerrelationshipscharacterisedby:transparency,openness&trustguidancetowardsworthyobjectivesemphasisonfollowerdevelopment(WilliamGardineretal,2005),33,MoralLeadership,“Asaconcept,leadershipshouldmeanasetofvaluesdedicatedtopromotinghumandevelopmentforthecommongoodofpeopleinademocraticenvironment,bothatthenationalandinternationallevels”(AdelSafty,2003)“Themodernleaderiswillingtotakeresponsibilitywithoutwaitingforarequestorbureaucraticpermission”(RonaldHeifertz,2003),34,Sexdifferencesinleadershipeffectiveness:WomentendtoadoptparticipativeandtransformationalstylesofleadershipMenaremorelikelytoenactautocratic,laissez-faire,andtransactionalstyles.,Leadership&GenderDifferences,35,LeadershipandEmotions,“Anemotionallyintelligentleadercanmonitorhisorhermoodsthroughself-awareness,changethemforthebetterthroughself-management,understandtheirimpactthroughempathy,andactinwaysthatboostothersmoodsthroughrelationshipmanagement”(Goleman,Boyatzis&McKee,2001),36,DistributedLeadership,“Inthetwenty-firstcenturyorganization,weneedtoestablishcommunitieswhereeveryonesharestheexperienceofservingasaleader,notsequentially,butconcurrentlyandcollectively.TheseIcallleaderfulorganizations.”(JosephRaelin,2003,p.xi)“Themodelmakesthecasefortheendofleadershipaswecommonlyknowitthatis,rank-basedmanagementandintroducesamethodfordevelopinganorganisationintoatruesocietyofpeers.Icallthismodelthepeer-basedorganization”.(JeffreyNielsen,2004,p.x),37,Level5LeadershipHierarchy,Level5:Exec