Lecture_6领导力课件

1、Lecturers to accompany Waddell, Jones & George: Contemporary Management (2nd edn)6-1Chapter 6Managing leadershipAfter studying the chapter, you should be able to: Explain what leadership is, when leaders are effective and ineffective and the sources of power that enable managers to be effective lead

2、ers Identify the traits that show the strongest relationship to leadership, the behaviours leaders engage in, and the limitations of the trait and behaviour models of leadershipLecturers to accompany Waddell, Jones & George: Contemporary Management (2nd edn)6-2Learning objectives Explain how conting

3、ency models of leadership enhance our understanding of effective leadership and management in organisations Describe what transformational leadership is, and explain how managers can engage in it Characterise the relationship between gender and leadership, and explain how emotional intelligence may

4、contribute to leadership effectivenessLecturers to accompany Waddell, Jones & George: Contemporary Management (2nd edn)6-3Learning objectives (cont.) Leading is one of the four primary management tasks Effective leadership is a key ingredient for success Leadership capacity of managers can be improv

5、ed Trait, behaviour, contingency and transformational models of leadership are aspects to considerLecturers to accompany Waddell, Jones & George: Contemporary Management (2nd edn)6-4Overview Leadership The process by which a person exerts influence over others and inspires, motivates and directs the

6、ir activities to achieve group or organisational goals Effective leadership increases the firms ability to meet new challenges Leader An individual who is able to exert influence over other people to help achieve group or organisational goalsLecturers to accompany Waddell, Jones & George: Contempora

7、ry Management (2nd edn)6-5The nature of leadership Personal leadership style The specific ways in which a manager chooses to influence others shapes the way that manager approaches the other tasks of management Leaders may delegate and support subordinates, while others are very authoritarian The ch

8、allenge is for managers at all levels to develop an effective personal management styleLecturers to accompany Waddell, Jones & George: Contemporary Management (2nd edn)6-6The nature of leadership (cont.) Leadership styles may vary among different countries or cultures European and Australian manager

9、s tend to be more humanistic than managers in the US or Japan Collectivist Japanese culture ensures managers are group-oriented, while American managers focus more on profitabilityLecturers to accompany Waddell, Jones & George: Contemporary Management (2nd edn)6-7Leadership styles across culturesLec

10、turers to accompany Waddell, Jones & George: Contemporary Management (2nd edn)6-8Sources of managerial power Legitimate power The authority that a manager has by virtue of his or her position in the firm; response - compliance Example: the power to hire or fire employees Reward power The ability of

11、a manager to give or withhold tangible and intangible rewards response - compliance Example: awarding pay raises or providing verbal praise for good performance Effective managers use reward power to signal to employees that they are doing a good jobLecturers to accompany Waddell, Jones & George: Co

12、ntemporary Management (2nd edn)6-9Power: the key to leadership Coercive power response resistance The ability of a manager to punish others Examples: verbal reprimand, pay cuts, dismissal Limited in effectiveness and application; can have serious negative side effects Expert power response commitmen

13、t Power that is based on special knowledge, skills and expertise that the leader possesses First-line and middle managers have the most expert power; most often consists of technical abilityLecturers to accompany Waddell, Jones & George: Contemporary Management (2nd edn)6-10Power: the key to leaders

14、hip (cont.) Referent power response commitment Power that comes from subordinates and coworkers respect for the personal characteristics of a leader which earns their respect, loyalty and admiration Usually held by and available for use by likable managers who are concerned about their workers Infor

15、mation power response compliant Similar to expert power, it is based on controlling the information needed by others in order to reach an important decisionLecturers to accompany Waddell, Jones & George: Contemporary Management (2nd edn)6-11Power: the key to leadership (cont.) Empowerment The proces

16、s of giving workers at all levels more authority to make decisions and the responsibility for their outcomes Helps managers get workers involved in the decisions increase worker commitment and motivation have time to focus on other issuesLecturers to accompany Waddell, Jones & George: Contemporary M

17、anagement (2nd edn)6-12Empowerment: an ingredient in modern management Trait model Attempted to identify personal characteristics that cause effective leadership Research shows that certain personal characteristics do appear to be connected to effective leadership Many traits are the result of skill

18、s and knowledge and effective leaders do not necessarily possess all of these traitsLecturers to accompany Waddell, Jones & George: Contemporary Management (2nd edn)6-13Leadership modelsLeadership models (cont.) Behavioural model Identifies the two basic types of behaviour that many leaders engaged

19、in to influence their subordinates Consideration: employee-centred leadership behaviour indicating that a manager trusts, respects and cares about subordinates Initiating structure: job-oriented leadership behaviour that managers engage in to ensure that work gets done, subordinates perform their jo

20、bs acceptably and the organisation is efficient and effectiveLecturers to accompany Waddell, Jones & George: Contemporary Management (2nd edn)6-14 Fiedlers model Effective leadership is contingent on both the characteristics of the leader and of the situation Relationship-oriented style: leaders con

21、cerned with developing good relations with their subordinates and to be liked by them Task-oriented style: leaders whose primary concern is to ensure that subordinates perform at a high level so the job gets doneLecturers to accompany Waddell, Jones & George: Contemporary Management (2nd edn)6-15Con

22、tingency models of leadership Situation characteristics Leadermember relations: determines how much workers like and trust their leader Task structure: the extent to which workers tasks are clear-cut; clear issues make a situation favourable for leadership Position power: the amount of legitimate, r

23、eward and coercive power leaders have due to their positionLecturers to accompany Waddell, Jones & George: Contemporary Management (2nd edn)6-16Fiedlers modelA contingency model of leadership that focused on what leaders can do to motivate their subordinates clearly identifying the outcomes workers

24、are trying to obtain from their jobs rewarding workers for high performance and goal attainment with the outcomes they desire1.clarifying the paths to the attainment of the goals, removing obstacles to performance and expressing confidence in the ability of workersLecturers to accompany Waddell, Jon

25、es & George: Contemporary Management (2nd edn)6-17Houses path-goal theory Identifies four leadership behaviours which behaviour to use depends on nature of subordinates and tasks/kind of workDirective behaviours: set goals, assign tasks, show how to do thingsSupportive behaviour: look out for the wo

26、rkers best interestParticipative behaviour: give subordinates a say in matters that affect them1.Achievement-oriented behaviour: setting very challenging goals, believing in workers abilitiesLecturers to accompany Waddell, Jones & George: Contemporary Management (2nd edn)6-18Motivating with path-goa

27、l Contemporary leadership that: makes subordinates aware of the importance of their jobs and performance to the organisation by providing feedback to the worker makes subordinates aware of their own needs for personal growth and development motivates workers to work for the good of the organisation,

28、 not just themselvesLecturers to accompany Waddell, Jones & George: Contemporary Management (2nd edn)6-19Transformational leadership Enthusiastic, self-confident, transformational leaders able to clearly communicate their vision of how good things could be by being excited and clearly communicating

29、excitement to subordinates openly sharing information with employees so that everyone is aware of problems and the need for change empowering workers to help with solutions engaging in the development of employees by working hard to help them build skillsLecturers to accompany Waddell, Jones & Georg

30、e: Contemporary Management (2nd edn)6-20Charismatic leaders Transactional leaders Use their reward and coercive powers to encourage high performancethey exchange rewards for performance and punish failure Push subordinates to change but do not seem to change themselves Do not have the vision of the

31、transformational leaderLecturers to accompany Waddell, Jones & George: Contemporary Management (2nd edn)6-21Transactional leadership The number of women managers is rising but seriously under-represented at senior levels Stereotypes suggest women are supportive and concerned with interpersonal relat

32、ions Stereotypically also, men are seen as task-focusedLecturers to accompany Waddell, Jones & George: Contemporary Management (2nd edn)6-22Gender and leadership Emotional intelligence is a measure of the degree to which the leader understand his/her own moods and emotions, and those of others Emotional intelligence of a leader influences moods and