组织领导学（第9版）课件 第三章 领导情境与适应型领导行为

LeadershipinOrganizationsNinthEditionChapter3TheLeadershipSituationandAdaptiveLeadershipCopyright©2020,2013,2010PearsonEducation,Inc.AllRightsReservedLearningObjectivesAfterstudyingthischapter,youshouldbeableto:3.1 Understandhowaspectsofthesituationcaninfluenceleaderbehavior.3.2 Understandhowaspectsofthesituationcanenhanceordiminisheffectsofleaderbehavior.3.3 Understandhowtoadaptleaderbehaviortothesituation.3.4 Understandhowtodealwithdemands,constraints,androleconflicts.DifferentWaysSituationsAffectLeadersSituationDirectlyInfluencesLeaderBehavior.SituationModeratesEffectsofLeaderBehavior.SituationDirectlyAffectsOutcomesorMediators.StewartModelofSituationalDeterminantsDemandsConstraintsChoicesPatternofRelationshipsWorkPatternsExposureLeaderDiscretionOtherSituationalDeterminantsofLeaderBehaviorLevelofManagementSizeofOrganizationalUnitExternalDependenciesExtremeContextsGuidelinesforCopingwithDemandsandConstraints(1of2)LearnthereasonsfordemandsandconstraintsExpandtherangeofavailablechoicesDeterminewhatyouwanttoaccomplishManageexternalrelationshipsAnalyzehowyouuseyourtimePlandailyandweeklyactivitiesAvoidunnecessaryactivitiesConquerprocrastinationTakeadvantageofreactiveactivitiesMaketimeforreflectiveanalysisandplanningPlanforextremeeventsGuidelinesforCopingwithDemandsandConstraints(2of2)Table3.1GeneralGuidelinesforCopingwithDemandsandConstraintsLearnthereasonsfordemandsandconstraints.Expandtherangeofavailablechoices.Determinewhatyouwanttoaccomplish.Analyzehowyouuseyourtime.Plandailyandweeklyactivities.Avoidunnecessaryactivities.Conquerprocrastination.Takeadvantageofreactiveactivities.Maketimeforreflectiveanalysisandplanning.Planandprepareforextremeevents.EarlyContingencyTheoriesofEffectiveLeaderBehaviorPath-GoalTheoryLeadershipSubstitutesTheoryMultiple-LinkageModel(1of7)MediatingVariablesInteractwitheachothertodeterminetheeffectivenessofagroupororganizationalsubunitTaskcommitmentAbilityandroleclarityOrganizationoftheworkCooperationandmutualtrustResourcesandsupportExternalcoordinationMultiple-LinkageModel(2of7)SituationalVariablesDirectlyinfluencemediatingvariablesandcanmakethemeithermoreorlessfavorableMultiple-LinkageModel(3of7)Short-TermActionstoCorrectDeficienciesAbasicpropositionofthemodelisthatleaderactionstocorrectanydeficienciesinthemediatingvariablesthatdeterminegroupperformance. Multiple-LinkageModel(4of7)Table3.2TypesofSpecificActionsforImprovingWeakPerformanceDeterminantsLowsubordinatetaskcommitmentorconfidenceSetchallenginggoalsandexpressconfidencetheycanbeachieved.Articulateanappealingvisionofwhatthegroupcanaccomplish.Useinfluencetacticstoinfluencetaskcommitment.Offermoreincentivesforgoalattainment.LowsubordinatetaskknowledgeandskillsMakeclearassignments.Providemoredirectionandclarificationofprocedures.Provideinstructionandcoachingwhenneeded.Findskilledpeopletododifficulttasks.Multiple-LinkageModel(5of7)Table3.2TypesofSpecificActionsforImprovingWeakPerformanceDeterminants(continued)LowcoordinationandinefficientproceduresfortheworkFindwaystomakebetteruseofmembers,resources,andequipment.Identifyandeliminateinefficientorunnecessaryactivities.Provideclear,decisivedirectionofactivities.Developbetterplansforachievingtaskobjectives.Multiple-LinkageModel(6of7)Table3.2TypesofSpecificActionsforImprovingWeakPerformanceDeterminants(continued)InadequateresourcestodotheworkFindmorereliableoralternativesourcesofresources.Requestmoreresourcesfromtheorganization.Identifywaystoavoidwastedsources.Findmoreefficientwaystouseresources.WeakexternalcoordinationDevelopbetterplanstoavoidexternalcoordinationproblems.Improveexternalrelationswithinterdependentunits.Consultmoreoftenwithinterdependentunitstocoordinateactions.Monitorcloselytodetectexternalcoordinationproblemsquickly.Multiple-LinkageModel(7of7)Long-termactionstoImprovetheSituationGainmoreaccesstoresourcesneededfortheworkbycultivatingbetterrelationshipswithsuppliers,findingalternativesources,andreducingdependenceonunreliablesources.Gainmorecontroloverthedemandfortheunit’sproductsandservicesbyfindingnewcustomers,openingnewmarkets,advertisingmore,andmodifyingtheproductsorservicestobemoreacceptabletoclientsandcustomers.Initiatenew,moreprofitableactivitiesfortheworkunitthatwillmakebetteruseofpersonnel,equipment,andfacilities.Initiatelong-termimprovementprogramstoupgradeequipment,andfacilitiesintheworkunit(e.g.,replaceoldequipment,implementnewtechnology).Improveselectionprocedurestoincreasethelevelofemployeeskillsandcommitment.Modifytheformalstructureoftheworkunittosolvechronicproblemsandreducedemandsontheleaderforshort-termproblemsolving.EvaluationofResearchontheContingencyTheoriesTheevidencesupportingcontingencytheoriesofeffectiveleadershipislimited,andthefindingsaredifficulttointerpret. Thecomplexity,ambiguity,andconceptualproblemsinthetheoriesmakethemmoredifficulttotest.GuidelinesforFlexible,AdaptiveLeadershipUnderstandyourleadershipsituationandtrytomakeitmorefavorable.Learnhowtouseawiderangeofrelevantbehaviors.Identifyeffectivebehaviorsforyourobjectivesandsituation.Usemoreplanningforalong,complextask.Providemoredirectiontopeoplewithinterdependentroles.Monitoracriticaltaskorunreliablepersonmoreclosely.Providemoreinstructionandcoachingtoaninexperiencedsubordinate.Bemoresupportivetoso