Leadership领导力

.,LEADERSHIP,Chapter11,.,LeadershipMatters.,Intellectuallyhistorically,psychologically,sociologicallyPoliticallysocietally,culturally,globally,communally,improvedsatisfactionandperformance,.,PathGoalTheory(House1971),ThemosteffectiveleadershipstyledependsonthesituationandthecharacteristicsofthesubordinatesRequiresleaderflexibilityDirectivestyleworksbestwithunskilledworkersSupportiveleadershipworksbestwithhighlyskilledworkersTheoryisdifficulttotestandoperationalize,.,SituationalTheory-HerseyandBlanchard(1978),HerseyandBlanchardsextensionoftheLeadershipGridfocusingonthecharacteristicsoffollowersastheimportantelementofthesituation,andconsequently,ofdeterminingeffectiveleaderbehavior.HerseyandBlanchardsuggestthatgroupsbenefitfromleadershipthatmesheswiththedevelopmentalstageofthegroup.,Effectivenessdependsontheleaderstaskandrelationshipbehaviors.TheLeadershipGrid:Blake&Moutonassumethatpeoplevaryintheirconcernforothersandintheirconcernforresultsandthatindividualswhoarehighonbothdimensions(9,9)arethebestleaders.,.,HerseyandBlanchardsSituationalTheoryofLeadership,FollowerCharacteristics,AppropriateLeaderStyle,LowreadinesslevelModeratereadinesslevelHighreadinesslevelVeryhighreadinesslevel,Telling(hightask-lowrelationship),Selling(hightask-highrelationship),Participating(lowtask-highrel.),Delegating(lowtask-lowrelationship),.,LeaderMemberExchangeTheory(LMX)(Graen&Schlieman1978),Leadermemberexchangetheory(LMX)focusesonhowtheleaderfollowerrelationshipaffectstheleadershipprocessSubordinatesareoftwotypes:ingroupandoutgroupIngroupemployeesareviewedbytheleaderascompetent,trustworthy,andhighlymotivatedOutgroupemployeesareviewedasincompetent,untrustworthy,andpoorlymotivated,.,LeaderMemberExchangeTheory(LMX)(Graen&Schlieman1978),Twoleadershipstyles:supervision(basedonformalauthority)andleadership(basedonpersuasion)Leadersusesupervisionwithoutgroupemployees,andleadershipwithingroupmembersLeadersandingroupmembersestablishpersonalrelationshipsleadingtomutualsupportandunderstandingHighLMXrelationshipgroupstendstooutperformlowLMXrelationshipgroups,.,Transactionalvs.TransformationalLeaders,TransactionalleadersfocusonthesocialinteractionsbetweenleadersandfollowersItisbasedonfollowersperceptionsofandexpectationsabouttheleadersabilitiesThebehavioroftransactionalleadersdependsonwhattheirfollowersthinkofthem,.,TransformationalLeaders,Transformationalleadersarenotconstrainedbytheirfollowersperceptionsbutarefreetoacttotransform(change)theirfollowersviewsTheychallengeandinspirewithasenseofpurposeandexcitementTheycreateavisionandcommunicateitwhileacceptingfeedbackandsuggestions,.,TransformationalLeadership,CommunicatingtheVision,ModelingtheVision,CreatingaStrategicVision,BuildingCommitment,ElementsofTransformationalLeadership,.,Whoisthis?,.,Whoisthis?,.,TransformationalLeaders,DonotacceptthestatusquoCreateagraphicandcompellingvisionofthefutureActasrolemodelsAreoftenreferredtoas“tough”EnergiseandinspireothersAresaidtobe“charismatic”Areveryinstrumentalintimesofturbulence/crisesProvidesenseofindividualconsiderationProvidestimulation(intellectualandemotional)(JamesMacGregorBurns,1978),.,Whatdoyouthinkarethekeyqualitiesofeffectiveleaders?,1._2._3._4._5._,.,LeadershipStyles,AuthoritarianleadershipresultswhenleadersmakeallthedecisionsandtellfollowerswhattodoAuthoritarianleadershipworksbestwhensituationsrequirerapidandefficientjobperformanceGroupperformancesufferswhenleaderisunderstressDemocraticleadershipresultswhenleadersandfollowersdiscussproblemsandmakedecisionsjointly,.,PersonalityVariable,MotivationalStructureorLeadershipStyle,“Inoversimplifiedterms,theleadermanagesthegroupineitheroftwoways.Hecan:Tellpeoplewhattodoandhowtodoit.Orsharehisleadershipresponsibilitieswithhisgroupmembersandinvolvethemintheplanningandexecutionofthetask.”,Fielder,HarvardBusinessReview,p.116,.,AuthenticLeadership,Owningonesownpersonalexperiences(values,thoughts,emotionsandbeliefs)andactinginaccordancewithonestrueself”Leader-followerrelationshipscharacterisedby:transparency,openness&trustguidancetowardsworthyobjectivesemphasisonfollowerdevelopment(WilliamGardineretal,2005),.,MoralLeadership,“Asaconcept,leadershipshouldmeanasetofvaluesdedicatedtopromotinghumandevelopmentforthecommongoodofpeopleinademocraticenvironment,bothatthenationalandinternationallevels”(AdelSafty,2003)“Themodernleaderiswillingtotakeresponsibilitywithoutwaitingforarequestorbureaucraticpermission”(RonaldHeifertz,2003),.,Sexdifferencesinleadershipeffectiveness:WomentendtoadoptparticipativeandtransformationalstylesofleadershipMenaremorelikelytoenactautocratic,laissez-faire,andtransactionalstyles.,Leadership&GenderDifferences,.,LeadershipandEmotions,“Anemotionallyintelligentleadercanmonitorhisorhermoodsthroughself-awareness,changethemforthebetterthroughself-management,understandtheirimpactthroughempathy,andactinwaysthatboostothersmoodsthroughrelationshipmanagement”(Goleman,Boyatzis&McKee,2001),.,DistributedLeadership,“Inthetwenty-firstcenturyorganization,weneedtoestablishcommunitieswhereeveryonesharestheexperienceofservingasaleader,notsequentially,butconcurrentlyandcollectively.TheseIcallleaderfulorganizations.”(JosephRaelin,2003,p.xi)“Themodelmakesthecasefortheendofleadershipaswecommonlyknowitthatis,rank-basedmanagementandintroducesamethodfordevelopinganorganisationintoatruesocietyofpeers.Icallthismodelthepeer-basedorganization”.(JeffreyNielsen,2004,p.x),.,Level5LeadershipHierarchy,Level5:ExecutivebuildsenduringgreatnessthroughaparadoxicalblendofpersonalhumilityandprofessionalwillLevel4:EffectiveLeadercatalysescommitmenttovigorouspursuitofaclearandcompellingvision,stimulatinghigherperformancestandardsLevel3:CompetentManagerorganisespeopleandresourcestowardtheeffectiveandefficientpursuit