Leadership领导力PPT课件

1、Chapter 1112021/3/9Leadership Matters.Intellectually historically, psychologically, sociologically Politically societally, culturally, globally, communally, & perhaps idealistically Practically productively, economically, idealistically Personally interpersonally, ethically, selfishly Scientifically

2、 empirically, conceptually 22021/3/9n“The process of influencing the activities of an organized group in its efforts toward goal setting and goal achievement” (Stogdill, 1950, p. 3) n nThree key components to this definition:n- an interpersonal process between one person and a groupn- cant have lead

3、ers without followersn- criterion for effective leadership = goal achievement 32021/3/9What is Leadership? : guidance of others in their pursuits, often by organizing, directing, coordinating, supporting, and motivating their efforts. ReciprocalTransactionalTransformationalCooperativeAdaptive 42021/

4、3/9Leadership Myths?Leadership is power (with people rather than over people)Leaders are born (but leaders are also “made”)All groups have leaders (large groups tend to require a leader)People resist their leaders (most groups accept the need for a leader)52021/3/9Leadership myths (cont.) Leaders ma

5、ke or break their groupsnThe “romance of leadership” exaggerates the impact of a leadernLeaders do make a difference (e.g., sports teams) 62021/3/9Who Will Lead? Perspectives on leadership emergence Trait Model: The great leader theorySituational ModelInteractional Model: depends on the leader, foll

6、owers, and the group situation. 72021/3/9 The Great Man TheoryEarly explanations of leadership studied the “traits” of great leaders“Great man” theories (Gandhi, Lincoln, Napoleon)Belief that people were born with these traits and only the great people possessed them82021/3/9Personal qualities of le

7、aders Personality traits, such as extraversion, conscientiousness, and openness.Intelligence and emotional intelligence (degree of social skill).Expertise, skill, and experience.Level of participation in discussion: the “babble effect.” The Great Man Theory92021/3/9Demographic background of leaders

8、Height, weight, & ageEthnicitySex: Bias against women (even thought women possess more skills needed to be a successful leader).qImplicit leadership theories (ILTs): members general beliefs about the qualities of leadersqEaglys social role theory: ILTs are not consistent with intuitive expectations

9、about men & women: “think leader, think male” Who Will Lead? (cont)102021/3/9Contingency ApproachesContingency approaches: approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectivelyFiedlers contingency model: a mod

10、el designed to diagnose whether a leader is task-oriented or relationship-oriented and match leader style to the situation112021/3/9Contingency Theory (Fiedler 1978)nLeadership effectiveness is determined by the interaction between the leaders personal characteristics and the characteristics of the

11、situationnLeaders are classified as person oriented or task oriented (which type will be more effective depends on the leaders degree of situational control)nControl depends on relationship between leader/followers, the degree of task structure, and the leaders authority (position power)122021/3/9Me

12、asuringMotivationalStyle Least Preferred Coworker Scale, or LPC scale.“Think of the person whom you least like to work with”The LPC Scale132021/3/9LPC Scalen He or she may be someone you work with now or someone you knew in the past. This coworker does not have to be the person you like least but sh

13、ould be the person with whom you had the most difficulty in getting a job done. 142021/3/9High LPC leaders most effective in “moderately” favorable situationsLow LPC leaders most effective in very favorable or very unfavorable situationsIn moderate situations, correlation between LPC & Effectiveness

14、 is POSITIVEIn highly favorable/ unfavorable situations, correlation between LPC & Effectiveness is NEGATIVEFiedlers Contingency Theory LPC Scale 152021/3/9Contingency Theory (Fiedler 1978)nThe task oriented leader will be effective in extremely favorable or extremely unfavorable situationsnThe pers

15、on oriented leader will be more effective in moderately favorable situationsnCriticisms include most of research was in the lab162021/3/9Path Goal Theory (House 1971)nPath goal theory focuses on the kinds of leader behaviors that allow subordinates to achieve personal and organizational goalsnFour l

16、eadership styles can be adopted to facilitate employee attainment of goalsDirectiveSupportiveParticipativeAchievement oriented172021/3/9Path-Goal Situations and Preferred Leader BehaviorsSituationLeader BehaviorImpact on FollowerOutcomeSupportive LeadershipDirective LeadershipAchievement-Oriented Le

17、adershipParticipative LeadershipFollowers lack self-confidenceAmbiguous jobLack of job challengeIncorrect rewardIncreases confidence to achieve work outcomesClarifies path to rewardSet and strive for high goalsClarifies followers needs to change rewardsIncreased effort; improved satisfaction and per

18、formance182021/3/9Path Goal Theory (House 1971)nThe most effective leadership style depends on the situation and the characteristics of the subordinatesnRequires leader flexibilitynDirective style works best with unskilled workersnSupportive leadership works best with highly skilled workersnTheory i

19、s difficult to test and operationalize192021/3/9Situational Theory - Hersey and Blanchard (1978)q Hersey and Blanchards extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation, and consequently, of determining effective leader behavior.

20、 q Hersey and Blanchard suggest that groups benefit from leadership that meshes with the developmental stage of the group. q Effectiveness depends on the leaders task and relationship behaviors. q The Leadership Grid: Blake & Mouton assume that people vary in their concern for others and in their co

21、ncern for results and that individuals who are high on both dimensions (9,9) are the best leaders.202021/3/9Hersey and Blanchards Situational Theory of LeadershipFollower CharacteristicsAppropriate Leader StyleLow readiness levelModerate readiness levelHigh readiness levelVery high readiness levelTe

22、lling (high task-low relationship)Selling (high task-high relationship)Participating (low task-high rel.)Delegating (low task-low relationship)212021/3/9Leader Member Exchange Theory (LMX) (Graen & Schlieman 1978)nLeader member exchange theory (LMX) focuses on how the leader follower relationship af

23、fects the leadership processnSubordinates are of two types: in group and out groupnIn group employees are viewed by the leader as competent, trustworthy, and highly motivatednOut group employees are viewed as incompetent, untrustworthy, and poorly motivated222021/3/9Leader Member Exchange Theory (LM

24、X) (Graen & Schlieman 1978)nTwo leadership styles: supervision (based on formal authority) and leadership (based on persuasion)nLeaders use supervision with out group employees, and leadership with in group membersnLeaders and in group members establish personal relationships leading to mutual suppo

25、rt and understandingnHigh LMX relationship groups tends to outperform low LMX relationship groups232021/3/9Transactional vs. Transformational LeadersnTransactional leaders focus on the social interactions between leaders and followersnIt is based on followers perceptions of and expectations about th

26、e leaders abilitiesnThe behavior of transactional leaders depends on what their followers think of them242021/3/9Transformational LeadersnTransformational leaders are not constrained by their followers perceptions but are free to act to transform (change) their followers viewsnThey challenge and ins

27、pire with a sense of purpose and excitementnThey create a vision and communicate it while accepting feedback and suggestions252021/3/9Elements of Transformational Leadership262021/3/9Who is this?272021/3/9Who is this?282021/3/9Do not accept the status quoCreate a graphic and compelling vision of the

28、 futureAct as role modelsAre often referred to as “tough”Energise and inspire othersAre said to be “charismatic” Are very instrumental in times of turbulence / crisesProvide sense of individual considerationProvide stimulation (intellectual and emotional)(James MacGregor Burns, 1978)292021/3/9 %1. _

29、%2. _%3. _%4. _%5. _302021/3/9Leadership StylesnAuthoritarian leadership results when leaders make all the decisions and tell followers what to do nAuthoritarian leadership works best when situations require rapid and efficient job performance Group performance suffers when leader is under stressnDe

30、mocratic leadership results when leaders and followers discuss problems and make decisions jointly 312021/3/9Personality Variable MotivationalStructure or Leadership Style“In oversimplified terms, the leader manages the group in either of two ways. He can: Tell people what to do and how to do it. Or

31、 share his leadership responsibilities with his group members and involve them in the planning and execution of the task.”Fielder, Harvard Business Review, p. 116322021/3/9nOwning ones own personal experiences (values, thoughts, emotions and beliefs) and acting in accordance with ones true self” nLe

32、ader-follower relationships characterised by:transparency, openness & trustguidance towards worthy objectivesemphasis on follower development(William Gardiner et al, 2005)332021/3/9n“As a concept, leadership should mean a set of values dedicated to promoting human development for the common good of

33、people in a democratic environment, both at the national and international levels”(Adel Safty, 2003)n“The modern leader is willing to take responsibility without waiting for a request or bureaucratic permission”(Ronald Heifertz, 2003)342021/3/9Sex differences in leadership effectiveness:Women tend t

34、o adopt participative and transformational styles of leadership Men are more likely to enact autocratic, laissez-faire, and transactional styles. Leadership & Gender Differences352021/3/9n“An emotionally intelligent leader can monitor his or her moods through self-awareness, change them for the bett

35、er through self-management, understand their impact through empathy, and act in ways that boost others moods through relationship management”(Goleman, Boyatzis & McKee, 2001)362021/3/9n“In the twenty-first century organization, we need to establish communities where everyone shares the experience of servin