leadership领导力

1、Leadership领导力领导力Leadership is an ability describing the way of impacting team.History of Leadership1940 Characteristic theory1960 Behavioral theory1970 Contingency theory看人看人看行为看行为看情况看情况Characteristic theorySeven Instincts1960 Behavioral theory1Tannenbaum and Schmidt continuum2Rensis Likert Support

2、Relation Theory3Chris Argyris Immature Mature continuum4. Blake and Mouton Managerial Grid5John Adair Action Centred Leadership五选一五选一1Tannenbaum and Schmidt continuum经理-非经理人员行为模式连续分部场中心思想：中心思想：Managers authority VS subordinates freedom经理经理人的权利人的权利 VS 下属的自由度下属的自由度Tannenbaum and Schmidt continuum1. Th

3、e Manager decides and announces the decision2. The manager decides and then sells the decision to the group.3. The manager presents the decision with background ideas and invites questions.4. The manager suggests a provisional decision and invites discussion about it.5. The manager presents the situ

4、ation or problem, gets suggestions, then decides.6. The manager explains the situationand asks the team to decide.7. The manager allows the team to identify the problem, develop the options, and decide on the action, within the managers received limits.经经理理人人权权利利越越来来越越小小下下属属自自由由度度越越来来越越大大2Rensis Lik

5、ert Support Relation TheoryLikert的支持关系理论将领导按照他们与下属的关系他们与下属的关系分为四种类型：1.Exploitive authoritative 剥削式集权领导2.benevolent-authoritative 仁慈式集权3.Consultative 顾问式/ 协商式4.Participative-group 群体参与式领导林楠符震曹家奇高雯菲方太太Exploitive authoritative剥削式集权领导领导林楠符震曹家奇方太太高雯菲方太太IIIBenevolent authoritative教练型领导Consultative authori

6、tative顾问型领导领导林楠符震曹家奇高雯菲方太太方太太IIParticipative-group群体参与式领导林楠符震曹家奇高雯菲方太太2Chris Argyris Immature Mature continuum不成熟-成熟 连续流理论中心思想：一个领导者的职责是要让员工由不成熟转变为成熟4. Blake and Mouton Managerial Grid布莱克和莫顿的管理方格图中心思想：根据领导是更关心人（concern for people），还是更关心事儿（concern for production），把领导分为五种风格。Managerial grid model (1964

7、) by Robert andJane Mouton5John Adair Action Centred Leadership中心思想：领导的职能是平衡个人，团队和任务。This approach, Action-Centred Leadership, is centred on the actions of the leader. The leader has to balance the needs from each of the three elements. The effective leader is the one who keeps all three in balance;

8、 that is who attends to all three at the same time. If any one element is ignored, the others are unlikely to succeed. This approach focuses on what leaders actually do and assesses a leaders effectiveness based on their ability to meet three areas of need within a team: the task, team maintenance a

9、nd individual needs. What do good leaders do？1970 Contingency theory权变理论随具体情况而变随具体情况而变依依具体请而定具体请而定 1.Fiedlers Contingency Theory 2. Hersey & Blanchard Situational Theory 3. Vroom & Yetton Decision Participation Contigency Theory三选一三选一1.Fiedlers Contingency Theory 菲德勒的权变管理思想中心思想：不同管理（中心思想：不同管

10、理（situation）情况适用）情况适用不同领导风格（不同领导风格（leadership behaviour）把人放进情况里把人放进情况里衡量管理情况的三个维度：1.Position and authority 领导者的权利和地位2.Objective structure 任务结构3.Relationship between low and higher levels领导与下属的关系 管理者的两种类型：1.任务导向型：task oriented2.人员导向型：relationship orientedFiedler Model The style of leadership should b

11、e suitable to:1.Position and authority2.Objective structure3.Relationship between low and higher levels 2. Hersey & Blanchard Situational Theory赫塞和布兰查德的情境领导理论中心思想：不同员工成熟度（readiness of employees）适用不同领导风格（leadership style）Readiness of employees成熟度 Willingness： 愿不愿意 Ability & confidence： 能不能够Le

12、adership styles Telling 告知告知(S1) Leaders tell their people what to do and how to do it. Selling 推销推销(S2) Leaders provide information and direction, but theres more communication with followers. Leaders sell their message to get people on board. Participating 参与参与(S3) Leaders focus more on the relati

13、onship and less on direction. The leader works with the team, and shares decision-making responsibilities. Delegating 授权授权(S4) Leaders pass most of the responsibility onto the follower or group. The leaders still monitor progress, but theyre less involved in decisionsTelling：告知：告知Participating 参与Del

14、egating 授权Selling 推销R3：不愿意不愿意能能够够R2:愿意愿意不不能够能够R1:不愿意不愿意不能够不能够R4：愿意愿意能够能够High Supportive Behavior Low Low Directive Behavior High 3. Vroom & Yetton Decision Participation Contingency Theory弗鲁姆和耶顿的决策参与权变理论中心思想：领导根据不同的情况，选择不同的领导风格。中心思想：领导根据不同的情况，选择不同的领导风格。According to different situations, leader c

15、an choose suitable style by answer my following questions. 五种领导风格1.Autocratic 1(A1) （独裁型） you use the information you already have and make the decision 2.Autocratic 2 (A2) you ask team members for specific information and once you have it, you make the decision. Here you dont necessarily tell them

16、what the information is needed for. .3.Consultative 1 (C1) （协商型） you inform team members of what youre doing and may individually ask opinions, however, the group is not brought together for discussion. You make the decision. 4.Consultative 2 (C2) （协商型） you are responsible for making the decision, h

17、owever, you get together as a group to discuss the situation, hear other perspectives, and solicit suggestions. 5.Group (G2) （群体决策型） The team makes a decision together. Your role is mostly facilitative and you help the team come to a final decision that everyone agrees on. 1.决策重要吗2.决策的实现需要团队吗？3.你自己有

18、足够的信息做决策吗？4.问题是不是结构化的5.如果你自己做了决定，团队会支持吗6.团队是否支持组织目标7.下属会不会对决策提出不同意见？History of Leadership1940 Characteristic theory1960 Behavioral theory1970 Contingency theory1Tannenbaum and Schmidt continuum经理-非经理人员行为模式连续分部场2Rensis Likert Support Relation TheoryLikert的支持关系理论3Chris Argyris Immature Mature continuumArgyris 的不成熟-成熟 连续