领导学：在实践中提升领导力（原书第10版）课件 第11章　追随者的绩效、效力和潜力

Chapter11FollowerPerformance,Effectiveness,andPotentialCopyright©2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.ChapterOutlineIntroductionUnderstandingandmanagingfollowerperformanceUnderstandingandmanagingunitandteameffectivenessUnderstandingfollowerpotentialIntroductionIt’struethathardworkneverkilledanybody,butIfigure,whytakethechance?RonaldReagan,formerU.S.presidentDefiningPerformance,UnitorTeamEffectiveness,andPotentialPerformance:

Whatindividualfollowersaccomplishandthebehaviorsexhibitedtoachieveresults.Unitorteameffectiveness:Concernscollectiveresults.Potential:Primarilycentersaroundpromotiondeterminations.UnderstandingandManagingFollowerPerformanceFollowerperformancefallsintotwomajorcategories.Thewhatofperformance:Pertainstotaskandgoalaccomplishment.Thehowofperformance:Thosebehaviorsdirectedtowardtheaccomplishmentofteamororganizationalgoals.UnderstandingandManagingFollowerPerformance1Leadersneedtofullyunderstandtheteamandorganizationgoals.Thesegoalswilldictatewhatfollowersneedtogetdoneandthetype,intensity,anddurationoffollowerbehaviorneededforgoalaccomplishment.Leadersneedtounderstandthecontextorsituationinwhichfollowergoals,taskassignments,andbehaviorsneedtobeexhibited.Followerscanchoosetospendtheirtimeengagingindifferentsortsofbehavioratwork.Thesebehaviorsmayormaynotbedirectedatgoalaccomplishment.UnderstandingandManagingFollowerPerformance2Factorsthataffectfollowers’performancelevelsapartfrommotivation.Followers’knowledgeandexperience.Havingtherighthardwareandsoftware.Leveragingtherightprocessesandprocedure.UnderstandingandManagingFollowerPerformance3Leadersshouldbeproficientinthefollowingcomponentsoftheperformancemanagementcyclewhenworkingwithfollowerstoaccomplishgroupororganizationalgoals:Planning:Understandingtheteam’sororganization’sgoals,therolefollowersneedtoplayingoalaccomplishment,thecontextinwhichfollowersoperate,andthebehaviorstheyneedtoexhibitfortheteamtobesuccessful.Monitoring:

Includestrackingfollowerperformance,sharingfeedbackongoalprogress,andprovidingneededresourcesandcoaching.Evaluating:Providingsummaryfeedbackonjobperformancetofollowers.Figure11.2:ThePerformanceManagementCycleMonitoringTechnologicaladvanceshaveallowedleaderstouseelectronicperformancemonitoringtoamuchgreaterextentthaneverbefore.Organizationslikeelectronicperformancemonitoringasitischeap,providesmorecontrol,andhelpstaketime-wastingbehavioroutoftheworkplace.Problemsfacedbyorganizations.Managinghighperformersandhighflyers.Talenthoarding.EvaluatingDifferentiation

offollowersisacriticalaspectofevaluatingperformance,anddoingthiswellshouldsystematicallyimprovethequalityoffollowersovertime.Performanceconsequencesshouldbeallocatedtoemployeesbasedonfairjudgments.Mostorganizationsconsiderthemselvesmeritocracies,wherethosewhogetthebestresultsaregiventhebestrewards.Personalgrowthhasrecentlybecomeamoreimportantaspectofevaluationforsomecompanies.Performanceappraisalsareusedbythemajorityofcompaniestoevaluateemployees.EvaluationofFollowers’PerformanceContentiousissuesareasfollows:Somejobsaremuchmoredifficulttoevaluatethanothers.Leadersmaysometimesassignthewrongperformancegoalstofollowersbecausetheymaylackbetterunderstandingofthejob.Asizablepercentageofleaderswanttobemorepopularthanfair.Manyleadersandfollowershavenegativereactionstothebureaucraticnatureofperformanceappraisals.UnderstandingandManagingUnitandTeamEffectiveness1Effectivenessisusuallytheultimatecriterionbywhichleadersarejudgedbecauseitisconcernedwiththeoutcomesorresultsoffollowers'behavior.Organizationeffectivenessmeasuresworthnotingareasfollows:Insomesituations,leadersmayneedtodefineteamgoals.Effectivenessmeasuresallsufferfromsomedegreeofcriterioncontamination.Criterioncontaminationoccurswheneffectivenessmeasuresareaffectedbyfactorsunrelatedtofollowerperformance.Leadersnotonlyneedtoknowhowwinningisdefined,buttheyalsoneedtoknowthevariousfactorsthataffectgoalaccomplishment.UnderstandingandManagingUnitandTeamEffectiveness2Progressagainstasetoforganizationalgoalsandkeyperformanceindicatorsisusuallypublishedintheformofateamor

balancedscorecard.Balancedscorecardswillincludeorganizationalgoalsthatcanprovidemiddleandmoreseniorleaderswithacomprehensivepictureoforganizationaleffectiveness.Leadersneedtoensurefollowersunderstandhowtheirperformancecontributestoteamororganizationalgoalaccomplishment.UnderstandingFollowerPotential1Mostorganizationsreporthavingseriousshortfallsinleadershiptalent.Organizationshavetriedtosolvethisproblembyhiringoutsidepeopleintoleadershippositionsbutthishaschallenges.Mostpeoplearepoorjudgesoftalentanddonotalwaysmakegoodhiringdecisions.Hiringpeoplefromtheoutsidetofillleadershippositionscanbedemoralizingforthoseinthecompanyandcausethemtoleave.UnderstandingFollowerPotential2Accordingtoresearch,thebestwaytotackletheleadershiptalentshortfallistoidentifyanddevelopfollowerswhohavethemostpotentialtobeeffectiveleaders.Leadershippotential:

Follower’scapacitytoadvanceoneormorelevelswithintheorganizationReadiness:

Evaluationofafollower’simmediatepromotability.Successionplanning:

Theprocessmostorganizationsusetomakeleadershippotentialandreadinessdecisions.Episodicandinformalinsmallcompanies.Systematicinlargecompanies.9-boxmatricesorreplacementtablesareusedtoevaluateperformanceandpotentialoffollowersforkeypositionsofleadershipFigure11.3:9-BoxMatrixAccessthetextalternativeforslideimages.UnderstandingFollowerPotential3Organizationsruncalibrationmeetingstostandardizeratingsacrossleaderswithsimilargroupsoffollowers.Someorganizationsusereplacementtablesforkeyleadershippositions.Theyidentifythoseleadershiprolesmostcriticaltostrategyexecutionandorganizationaleffectiveness.Theycreatetablesthatidentifythecandidatesmostlikelytofillaparticularroleshouldthecurrentoccupantbecomeabsentduetoanycircumstance.Theyidentifypeopletosendtohigh-potentialprogramstoacceleratetheirabilitytoassumegreaterleadershipresponsibilitiesandplugtheReady-nowgapforcriticalleadershippositions.ProblemsWithHigh-Performance/HighPotentialListsManyofthecandidateswhoareshortlistedtothehigh-performance/high-potentiallistsaregoodindividualcontributorswhoknowhowtopleasetheirbossesbuthavequestionableabilitytobeeffectiveleaders.Mostcompaniesrelysolelyonaleader’sjudgmenttoevaluatefollowersandnotoncertainpersonalitytraits,intelligence,and360-degreefeedbackratings,andteamassessments,whicharemoreaccurateandlessbiased.Candidates’namesrarelymakesitoutofthelistsoncenominated,yetthereisampleresearchshowingthatjobperformancevariesdramaticallyfromoneyeartothenext.Table11.3:MethodsforDeterminingLeadershipPotential1DeterminingLeadershipPotentialProsConsTraditionalapproach:

BossratingsWidespreaduseBosseshavecompletecontrolBossesarenotgoodjudgesoftalentConfidenceismoreimportantthancompetenceLackofstandardizationLackoffamiliaritywithcandidatesPoliticsABetterApproach:BossRatingsPersonalityTraitsIntelligenceBetterpredictorsofleadershipeffectivenessandderailmentMorecandidatesaddedtopoolFairertoemployeesMoreinsightintocandidatesMoreexpensive($100to150percandidate)BossesdiscountdataBosseslosesomecontrolCannottellifcandidatescanbuildteamsTable11.3:MethodsforDeterminingLeadershipPotential2DeterminingLeadershipPotentialProsConsTheBestApproach:BossRatingsPersonalityTraitsIntelligenceTeamEffectivenessBestpredictorsofleadershipeffectivenessandderailmentMorecandidatesaddedtopoolFairertoemployeesCantellifcandidatescanbuildteamsMoreinsightintocandidatesMostexpensive($400–600percandidate)BossesdiscountdataBosseslosesomecontrolLeaders'ImplicationsforHigh-performance/High-potentialListsLeadersneedtounderstandthattheymaybecalledupontoevaluatefollowers’potential,performance,andreadinesslevels.Leadersneedtoknowhowtheircompanymeasurespotential,performance,andreadiness.Leadersshouldusedatawheneverpossiblewhenmakingjudgementsaboutpotential,performance,andreadinesslevels.Leadersneedtounderstandthatifthesamegroupoffollowerscomesuponhigh-performance/high-potentiallistseveryyear,thenthereislikelysomeproblemwithhowtheselistsaregettinggenerated.SummaryManagingfollowers’performanceandachievingteamandorganizationalgoalsarethemostcriticalresponsibilitiesforleaders.Leadersareoftenaskedtoprovidepotential,performance,andreadinessratingsforreplacementtablesand9-boxmatrices,twomoreformaltechniquesorganizationsuseinsuccessionplanning.Outsidehirescanhelpfillleadershipgapswithinanorganization,butmoreoftenthannot,organizationsarebetteroffpromotingfromwithin.EndofMainContentCopyright©2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.AccessibilityContent:TextAlternativesforImagesFigure11.3:9-BoxMatrix-TextAlternativeReturntoparent-slidecontainingi