领导者与管理者的区别.ppt

172,0.LearningObjectives,Youshouldlearnto:Explainthedifferencebetweenmanagersandleaders(管理者与领导者的区别)Describethetrait(个性特征)andbehavioraltheoriesofleadershipExplaintheFiedlercontingencymodel(菲德勒权变模型)ContrasttheHersey-Blanchard(何塞-布兰查)andleaderparticipation(参与)modelsofleadershipSummarizethepath-goal(路径-目标)model,173,0.LearningObjectives(cont.),Youshouldlearnto:Explainthevarioussources(多种来源)ofpoweraleadermightpossessDescribehowleaderscancreate(创造)acultureoftrust(信任)Explaingender(性别)andcultural(文化)differencesinleadership,174,一.Leadership领导,1.Leader(领导者)someonewhocaninfluenceothers(影响别人)andwhohasmanagerialauthorityallmanagersshouldideally(最好)beleadersnotallleadershavetheabilitytobeaneffectivemanager2.Leadership(领导)processofinfluencingagrouptowardtheachievementofgoalsaheavilyresearchedtopic(一个热门的研究题目),175,二.EarlyLeadershipTheories早期理论,1.TraitTheories(特质理论)leadertraits(领导者个性特征)-characteristicsthatmightbeusedtodifferentiateleadersfromnonleadersmightbeusedasabasisforselectingthe“right(合适)”peopletoassume(任命)formalleadershippositionsprovedtobeimpossibletoidentifyasetoftraitsthatwouldalwaysdifferentiate(区分)leadersfromnonleadersexplanationsbasedsolely(仅仅)ontraitsignoredtheinteractions(相互作用)ofleaders,theirgroups,andsituationalfactorsEx.17-1SevenTraitsassociatedwithleadership,176,二.EarlyLeadershipTheories(续1),2.BehavioralTheories(领导行为理论)knowingwhateffectiveleadersdowouldprovidethebasisfortrainingleaders(知道有效领导者做什么，用于领导的训练)(1)UniversityofIowaStudies(依阿华大学的研究)-KurtLewin(勒文)exploredthreeleadershipstyles(领导模式)Autocratic(独裁式)-leaderdictated(指定)workmethodsDemocratic(民主式)-involved(参与)employeesindecisionmakingusedfeedbacktocoachemployeeslaissez-faire(放任式)-gavethegroupcompletefreedomresultsweremixedwith(不确定)respectto(就)performance-satisfactionhigherwithdemocraticleader,177,二.EarlyLeadershipTheories(续2),2.BehavioralTheories(cont.)(2)OhioStateStudies(俄核俄州大学)-identifiedtwodimensionsofleadership(两个影响领导的维度)，组合出四种领导方式initiatingstructure(以工作为重)-extenttowhichaleaderwaslikelytodefineandstructureher/hisroleandtherolesofgroupmemberstoseekgoalattainmentConsideration(以人为重)-extenttowhichaleaderhadjobrelationshipscharacterizedbymutualtrustandrespectforgroupmembersideasandfeelingsfindings-high-highleadersachievedhighgrouptaskperformanceandsatisfactionhowever,high-highwasnotalwayseffective(不是始终有效的领导方式),178,二.EarlyLeadershipTheories(续3.),2.BehavioralTheories(cont.)(3)UniversityofMichigan(密歇根大学)Studies-identifiedtwodimensionsofleadership：两种领导方式employeeoriented(员工导向)-emphasizedinterpersonalrelationshipsacceptsindividualdifferencesamongsubordinatesassociatedwithhighgroupproductivity，高生产效率productionoriented(生产导向)-emphasizedthetechnicalortaskaspectsofthejobconcernedwithaccomplishingthegroupstasksassociatedwithlowgroupproductivityandlowjobsatisfaction，低生产率和低员工满意,179,二.EarlyLeadershipTheories(续4.),2.BehavioralTheories(cont.)(4)ManagerialGrid(管理方格理论)-two-dimensionalgrid(两维方格)thatprovidesaframeworkforconceptualizingleadershipstyledimensionsareconcernforpeopleandconcernforproduction(关心工作)fivemanagementstyles(五种管理方式)describedimpoverished(1,1)，贫乏型-minimumefforttoreachgoalsandsustainorganizationmembershiptask(9,1)，任务型-arrangeoperationstobeefficientwithminimumhumaninvolvementmiddle-of-the-road(5,5)，中间型-adequateperformancebybalancingworkandhumanconcerns,1710,二.EarlyLeadershipTheories(续5.),2.BehavioralTheories(cont.)(2)ManagerialGrid(管理方格，cont.)fivemanagementstylesdescribed(cont.)countryclub(1,9)，俱乐部型-attentiontohumanneedsandcreationofcomfortableworkenvironmentteam(9,9)，团队型-committedpeoplemotivatedbyacommonpurpose,trust,andmutualrespectconcludedthatmanagersshoulduse(9,9)stylelittleempiricalevidencetosupportthisconclusion(几乎没有经验证据支持这个结论)norationaleforwhatmadeamanageraneffectiveleader,1711,ContingencyTheoriesOfLeadership领导权变理论,*.BasicAssumptionsleadereffectivenessdependsonthesituation(领导的有效性与情景有关)mustisolatesituationalconditionsorcontingencies(必须分离出情景条件或者说情景变量),1712,1.FiedlerModel(菲德勒模型)effectivegroupperformancedependsonmatchingtheleadersstyle(领导方式)andthedegreetowhichthesituationpermits(让)theleadertocontrolandinfluence(控制和影响)Least-PreferredCoworker(LPC，最喜欢的员工)-measurestheleadersstyleofinteractingwithsubordinates来刻画领导模式highLPC-leastpreferredcoworkerdescribedinrelativelyfavorabletermsleaderisrelationshiporientedlowLPC-leastpreferredcoworkerdescribedinrelativelyunfavorabletermsleaderistaskoriented,三.ContingencyTheories(续1),1713,三.ContingencyTheories(续2),1.FiedlerModel(菲德勒模型，cont.)modelassumesthatleadersstylewasalwaysthesameandcouldnotchangeindifferentsituationsthreecontingencyfactors(三个权变因素)thatidentifyeightpossibleleadershipsituationsthatvaryinfavorability(有利性)。三个因素如下：leader-memberrelations(领导与成员关系)-degreeofconfidence,trust,andrespectmembershadforleadertaskstructure(任务结构)-degreetowhichjobassignmentswereformalizedandprocedurizedpositionpower(职务权力)-degreeofinfluencealeaderhadoverpower-basedactivities,1714,*FindingsOfTheFiedlerModel,1715,三.ContingencyTheories(续3),1.FiedlerModel(菲德勒模型，cont.)resultsindicatedthat:task-orientedleadersperformedbetterinsituationsthatareveryfavorabletothemandinsituationsthatareveryunfavorablerelationship-oriented(关系导向)leadersperformedbetterinsituationsthataremoderatelyfavorableimplicationsforimprovingleadershipplaceleadersinsituationssuitedtotheirstylechangethesituationtofittheleaderconsiderableempiricalsupport(经验支持这个理论模型)forthemodelUnrealistic(不现实)toassumethatleadercannotalter(改变)theirstyle,1716,三.ContingencyTheories(续4),2.HerseyandBlanchardsSituationalLeadershipTheory(何塞-布兰查情景领导理论)appropriateleadershipstyleiscontingentonthefollowersreadiness(成熟性)readiness-extenttowhichpeoplehavetheabilityandwillingness(能力和意愿)toaccomplishaspecifictaskreflectstherealitythatitisfollowerswhoacceptorrejecttheleaderbasedontwoleadershipdimensions(两大领导维度)taskbehaviors：任务行为者relationshipbehaviors：关系行为者,1717,三.ContingencyTheories(续5),2.SituationalLeadershipTheory(续)fourleadershipstylesdefinedbythetwodimensions(识别出四种领导风格或方式)Telling，命令型-leaderdefinesrolesandtellspeoplehowtodotheirjobs，-peopleareneithercompetentnorconfidentSelling，推销型-leaderisbothdirectiveandsupportivepeopleareunablebutwillingtodonecessarytasksParticipating，参与型-leaderandfollowermakedecisionspeopleareablebutunwillingtodothejobDelegating，授权型-leaderprovideslittledirectionorsupport.-peopleareableandwillingtodothejobtestsofthetheoryhaveyieldeddisappointingresults(实证研究结论，令人失望),1718,HerseyandBlanchardsSituationalLeadershipModel,1719,三.ContingencyTheories(续5),3.Leader-Participation(领导-参与)Model3.1理论起源和基本观点：VictorVroom(佛如姆)andassociates(同事)-relateleadershipbehaviorandparticipationtodecisionmaking(考察了领导行为与决策的关系)providesasequentialsetofrulestofollowindeterminingtheformandamountofparticipationindecisionmakingruleselectiondeterminedbythesituationprovidesanexcellent(非常有力的)guidetohelpmanagerschooseanappropriateleadershipstyletofitthesituation,1720,3.LeaderParticipationModel(cont.)-5LeadershipStylesDecide(决断型)-leadermakesdecisionalone,eitherannouncingorsellingtogroupConsultIndividually(个别咨询型)-leadermakesdecisionafterobtainingfeedbackfromgroupmembersindividuallyConsultGroup(顾问团型)-leadermakesdecisionafterobtainingfeedbackfromgroupmembersinmeetingFacilitate(促进型)-leader,actingasfacilitator,definesproblemandboundariesfordecision-makingafterpresentingittogroupDelegate(授权型)-leaderpermitsgrouptomakedecisionwithinprescribedlimits,三.ContingencyTheories(续6),1721,三.ContingencyTheories(续6),4.Path-Goal(路径-目标)ModelRobertHouse(罗伯特.豪斯)-leadersjobistoassistfollowersinattainingtheirgoalsthatarecompatible相容withtheoverallobjectivesofthegroupororganizationleaderbehavioris:Acceptable，接受tothedegreethatgroupviewsitasasourceofimmediateorfuturesatisfactionMotivational，激励，totheextentthatit:makessatisfactionofsubordinatesneedscontingentoneffectiveperformanceprovidesthecoaching,guidance,support,andrewardsnecessaryforeffectiveperformance,1722,三.ContingencyTheories(续7),4.Path-GoalModel(路径-目标，cont.)identifiesfourleadershipbehaviors，识别出四种领导行为Directive，命令式-describestasks,setsschedules,andoffersguidanceontaskperformanceSupportive，支持式-showsconcernforsubordinatesParticipative，参与式-reliesonsubordinatessuggestionswhenmakingadecisionAchievementoriented，成就导向式-setschallenginggoalsAssumes(假定)thataleadercandisplayanyorallofthebehaviorsdependingonthesituationPathgoal,1723,三.ContingencyTheories(续8.),4.Path-GoalModel(路径-目标，cont.)twoclassesofcontingencyvariables(权变变量)Environment(环境)-outsidethecontrolofthefollowerdeterminethetypeofleaderbehaviorrequirediffolloweroutcomesaretobemaximizedPersonal-characteristicsofthefollowerdeterminehowtheenvironmentandleaderbehaviorareinterpretedleaderbehaviorwillbeineffectivewhen:itisredundant(多余的)withsourcesofenvironmentalstructureitisincongruentwith(不一致)followercharacteristicsmostevidencesupportsthelogicunderlying(蕴涵的逻辑)themodel,1724,*Path-GoalTheory小结,EnvironmentalContingencyFactors,TaskStructureFormalAuthoritySystemWorkGroup,LeaderBehavior,DirectiveSupportiveParticipativeAchievementoriented,Outcomes,PerformanceSatisfaction,SubordinateContingencyFactors,LocusofControlExperiencePerceivedAbility,1725,ContemporaryIssuesInLeadership,1.LeadersandPower(领导与权力)fivesourcesofpower(五种权力来源)Legitimate(法定)-authorityassociatedwithapositionCoercive(威胁)-abilitytopunishorcontrolfollowersreactoutoffearReward(奖励)-abilitytogivepositivebenefitsprovideanythingthatanotherpersonvaluesExpert(专业)-influencebasedonspecialskillsorknowledgeReferent(声望、品德)-arisesbecauseofapersonsdesirableresourcesorpersonaltraitsleadstoadmirationanddesiretobelikethatperson,1726,四.ContemporaryIssuesInLeadership(cont.),2.CreatingaCultureofTrust(创造信任的文化)Credibility(可信性)-honesty,competence,andabilitytoinspire(激发，鼓动)honestyisthenumberonecharacteristicofadmiredleadersTrust-beliefintheintegrity,character,andabilityoftheleaderconfidentthatrightsandinterestswillnotbeabused(滥用)importantforempoweringsubordinatesmusttrustemployeestousetheirnewauthoritytrendtowardexpandingnon-authorityrelationshipswithinandbetweenorganizationswidens(扩大)theneedfortrust,1727,*BuildingTrust(建立信任),Trust,1728,四.ContemporaryIssuesInLeadership(cont.),3.LeadingThroughEmpowerment(通过授权领导)managersincreasinglyleadingbyempowermentneedforquickdecisionsbypeoplewhoaremostknowledgeable(最清楚)abouttheissues(问题)largerspansofcontrol(控制幅度增大)resultingfromdownsizingmeantthatsubordinateshadtobeempoweredtodealwithworkload4.GenderandLeadership(性别与领导)genderprovidesbehavioraltendencies(行为倾向)inleadershipwomenadoptmoredemocraticstyle,sharepowerandinformation,andattempttoenhancefollowersself-worth(自我价值)menmoredirective,command-in-controlstyle,1729,四.ContemporaryIssuesInLeadership(cont.),4.GenderandLeadership(cont.)Isdifferentbetter(有各自的长处)?Whenratedbypeers,employees,andbosses,womenexecutivesscorebetterthanmalecounterpartsexplanationsofdifferenceineffectivenessinclude:Flexibility(灵活性),teamwork(团队工作),trust(信任),andinformationsharing(信息共享)arereplacing(替代)rigidstructures,competitiveindividualism(个人竞争),control,andsecrecy(保密)bestmanagerslisten,motivate,andprovidesupportwomendotheabovebetterthanmenthereisstillno“onebest”leadershipstyle(没有最佳的领导方式)cantassume认为thatwomensstyleisalwaysbetter,1730,*WhereFemaleManagersDoBetter(女领导者的优点),1731,ContemporaryIssuesInLeadership(cont.),5.LeadershipStylesinDifferentCountrieseffectivenessofleadershipstyleinfluencedbynationalcultureLeadersconstrainedbytheculturalconditionstheirfollowershavecometoexpectmostleadershiptheoriesdevelopedintheU.S.emphasizefollowerresponsibilitiesratherthanrightsassumeself-gratification(自我满意)ratherthancommitmenttoduty(尽职)assumecentralityofwork(以工作中心)anddemocraticvalueorientationstressrationality(理性)ratherthanspirituality(精神),1732,四.ContemporaryIssuesinLeadership(cont.),6.SometimesLeadershipisIrrelevant!leaderbehaviors(领导者行为)maybeirrelevantinsomesituationsfactorsthatreduceleadershipimportanceinclude:followercharacteristics(下属特性)-experience,training,professionalorientation,orneedforindependencereplacetheneedforleadersupportandabilitytoreduceambiguity(减少模糊性)jobcharacteristics(工作特性)-unambiguous(清楚)androutinetasks,ortasksthatareintrinsically(内在的)satisfying,placefewerdemandsonleadersorganizationalcharacteristics(组织特性)-explicit(清楚的)goals,rigid(固定的)rulesandprocedures,andcohesive(内聚力的)workgroupscansubstituteforformalleadership,1733,CurrentApproachestoLeadership,TransactionalLeadershipLeaderswhoguideormotivatetheirfollowersinthedirectionofestablishedgoalsbyclarifyingroleandtaskrequirements.TransformationalLeadershipLeaderswhoinspirefollowerstotranscendtheirownself-interestsforthegoodoftheorganizationbyclarifyingroleandtaskrequirements.Leaderswhoalsoarecapableofhavingaprofoundandextraordinaryeffectontheirfollowers.,1734,ProvidingOnlineLeadership,ChallengesofOnlineLeadershipCommunicationChoosingtherightwords,structure,tone,andstylefordigitalcommunicationsPerformancemanagementDefining,facilitating,andenc