第17章作为领导者的管理者

1、ninth editionSTEPHEN P. ROBBINSMARY COULTER 2007 Prentice Hall, Inc. All rights reserved. 172 2007 Prentice Hall, Inc. All rights reserved. 173 2007 Prentice Hall, Inc. All rights reserved. 174 2007 Prentice Hall, Inc. All rights reserved. 175 2007 Prentice Hall, Inc. All rights reserved. 176 2007 P

2、rentice Hall, Inc. All rights reserved. 177 2007 Prentice Hall, Inc. All rights reserved. 178 2007 Prentice Hall, Inc. All rights reserved. 179171017111712 2007 Prentice Hall, Inc. All rights reserved. 1713 2007 Prentice Hall, Inc. All rights reserved. 1714Source: S. A. Kirkpatrick and E. A. Locke,

3、“Leadership: Do Traits Really Matter?” Academy of Management Executive, May 1991, pp. 4860; T. A. Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology, August 2002, pp. 765780.内在驱动力。领导者非常努力，有着较高的成就愿望内在驱动力。

4、领导者非常努力，有着较高的成就愿望领导愿望。领导者有强烈的愿望去影响和领导别人，乐于承担责任领导愿望。领导者有强烈的愿望去影响和领导别人，乐于承担责任诚实与正直。领导者通过真诚一致的言行与下属间建立相互信赖的关系诚实与正直。领导者通过真诚一致的言行与下属间建立相互信赖的关系自信。下属觉得领导者从没有怀疑过自己自信。下属觉得领导者从没有怀疑过自己智慧。领导者需要具备足够的智慧来搜集、整理和解释大量的信息，并智慧。领导者需要具备足够的智慧来搜集、整理和解释大量的信息，并能够确立目标、解决问题并作出正确决策能够确立目标、解决问题并作出正确决策与工作相关的知识。广博的知识能够使他们做出睿智的决策，并认

5、识到与工作相关的知识。广博的知识能够使他们做出睿智的决策，并认识到这些决策的意义这些决策的意义外向。领导者精力充沛，好交际，坚定而自信，很少沉默寡言或离群外向。领导者精力充沛，好交际，坚定而自信，很少沉默寡言或离群 2007 Prentice Hall, Inc. All rights reserved. 1715 2007 Prentice Hall, Inc. All rights reserved. 1716 2007 Prentice Hall, Inc. All rights reserved. 1717 2007 Prentice Hall, Inc. All rights res

6、erved. 1718 2007 Prentice Hall, Inc. All rights reserved. 1719 2007 Prentice Hall, Inc. All rights reserved. 1720Source: Reprinted by permission of Harvard Business Review. An exhibit from “Breakthrough in Organization Development” by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and Larry E. Gr

7、einer, NovemberDecember 1964, p. 136. Copyright 1964 by the President and Fellows of Harvard College. All rights reserved. 2007 Prentice Hall, Inc. All rights reserved. 1721 2007 Prentice Hall, Inc. All rights reserved. 1722 2007 Prentice Hall, Inc. All rights reserved. 17231724 2007 Prentice Hall,

8、Inc. All rights reserved. 1725 2007 Prentice Hall, Inc. All rights reserved. 17261727例：例： 总经理办公室的李飞受命组建企业的信息中心。为总经理办公室的李飞受命组建企业的信息中心。为此他在企业内挑选了一些人员作为信息中心的工作人员，包此他在企业内挑选了一些人员作为信息中心的工作人员，包括小陈、小蔡和老林等。其中小陈是李飞的中学同学。在李括小陈、小蔡和老林等。其中小陈是李飞的中学同学。在李飞看来，小陈虽然人比较朴实，但能力实在有限，做工作虽飞看来，小陈虽然人比较朴实，但能力实在有限，做工作虽然不至于犯什么错误，

9、但动作太慢。尽管如此，李飞觉得小然不至于犯什么错误，但动作太慢。尽管如此，李飞觉得小陈在其它方面，如为人等还是不错的，又是老同学，于是便陈在其它方面，如为人等还是不错的，又是老同学，于是便选中他到信息中心工作。据此可以判断：（选中他到信息中心工作。据此可以判断：（ ） A. 李飞属于低李飞属于低LPC型领导型领导 B. 李飞属于高李飞属于高LPC型领导。型领导。 C. 李飞属于民主型领导李飞属于民主型领导 D. 李飞属于专制型领导。李飞属于专制型领导。 答案：答案：B 2007 Prentice Hall, Inc. All rights reserved. 1728 2007 Prentic

10、e Hall, Inc. All rights reserved. 1729 2007 Prentice Hall, Inc. All rights reserved. 17301731 任务行为任务行为 (指导行为指导行为)有能力有能力并愿意并愿意成熟成熟不成熟不成熟R4R3R2R1高高低低关系关系行为行为(支持支持行为行为)高高参与参与推销推销指示指示有能力有能力不愿意不愿意无能力无能力但愿意但愿意无能力无能力且不愿意且不愿意授权授权高任务高任务低关系低关系高任务高任务高关系高关系低任务低任务高关系高关系低任务低任务低关系低关系1732 2007 Prentice Hall, Inc. A

11、ll rights reserved. 1733 2007 Prentice Hall, Inc. All rights reserved. 1734 2007 Prentice Hall, Inc. All rights reserved. 1735Source: Based on V. Vroom, “Leadership and the Decision-Making Process,” Organizational Dynamics, vol. 28, no. 4 (2000), p. 84. 2007 Prentice Hall, Inc. All rights reserved.

12、1736Source: Adapted from V. Vroom, “Leadership and the Decision-Making Process,” Organizational Dynamics, vol. 28, no. 4 (2000), p. 87. 2007 Prentice Hall, Inc. All rights reserved. 1737 2007 Prentice Hall, Inc. All rights reserved. 1738 2007 Prentice Hall, Inc. All rights reserved. 1739 2007 Prenti

13、ce Hall, Inc. All rights reserved. 1740 2007 Prentice Hall, Inc. All rights reserved. 1741 2007 Prentice Hall, Inc. All rights reserved. 1742 2007 Prentice Hall, Inc. All rights reserved. 1743 2007 Prentice Hall, Inc. All rights reserved. 1744 2007 Prentice Hall, Inc. All rights reserved. 1745 2007

14、Prentice Hall, Inc. All rights reserved. 1746 2007 Prentice Hall, Inc. All rights reserved. 1747 2007 Prentice Hall, Inc. All rights reserved. 1748 2007 Prentice Hall, Inc. All rights reserved. 1749 2007 Prentice Hall, Inc. All rights reserved. 1750 韩国的领导者被期望对待员工如同家长韩国的领导者被期望对待员工如同家长. 对于阿拉伯的领导者，如果对方

15、没有请求你就表现出仁慈和慷慨，会被对于阿拉伯的领导者，如果对方没有请求你就表现出仁慈和慷慨，会被其他阿拉伯人视为软弱可欺的表现其他阿拉伯人视为软弱可欺的表现. 日本领导者被期望作风谦逊，而且说话较多日本领导者被期望作风谦逊，而且说话较多. 斯堪的纳维亚地区与荷兰的领导者如果在公开表扬时只点了个别员工的斯堪的纳维亚地区与荷兰的领导者如果在公开表扬时只点了个别员工的名字，很可能只会让这些个体感到尴尬，而不会激发他们的产生工作动名字，很可能只会让这些个体感到尴尬，而不会激发他们的产生工作动力力. 马来西亚的有效的领导者被期望在更多地使用专制风格而不是参与风格马来西亚的有效的领导者被期望在更多地使用专

16、制风格而不是参与风格时显示出同情心时显示出同情心. 德国的有效的领导者的特点是：高绩效导向，缺乏同情心，低自我保护德国的有效的领导者的特点是：高绩效导向，缺乏同情心，低自我保护意识，低团队导向，高度自治，高度参与意识，低团队导向，高度自治，高度参与.Source: Based on J. C. Kennedy, “Leadership in Malaysia: Traditional Values, International Outlook,” Academy of Management Executive, August 2002, pp. 1517; F.C. Brodbeck, M.

17、Frese, and M. Javidan, “Leadership Made in Germany: Low on Compassion, High on Performance,” Academy of Management Executive, February 2002, pp. 1629; M. F. Peterson and J. G. Hunt, “International Perspectives on International Leadership,” Leadership Quarterly, Fall 1997, pp. 20331; R. J. House and

18、R. N. Aditya, “The Social Scientific Study of Leadership: Quo Vadis?” Journal of Management, vol. 23, no. 3, (1997), p. 463; and R. J. House, “Leadership in the Twenty-First Century,” in A. Howard (ed.), The Changing Nature of Work (San Francisco: Jossey-Bass, 1995), p. 442. 2007 Prentice Hall, Inc. All rights reserved. 1751 2007 Prentice Hall, Inc. All rights reserved. 1752Source: R. S