组织领导学（第9版）课件 第一章 领导力的本质

LeadershipinOrganizationsNinthEditionChapter1Introduction:TheNatureofLeadershipCopyright©2020,2013,2010PearsonEducation,Inc.AllRightsReservedLearningObjectivesAfterstudyingthischapter,youshouldbeableto:1.1Understandthedifferentwaysleadershiphasbeendefined.1.2Understandthemajortypesofleadershiptheoriesthathavebeenstudied.1.3Understandthedifferentwaysleadershipeffectivenessisdetermined.1.4Understandwhataspectsofleadershiphavebeenstudiedthemost.1.5Understandtheorganizationofthisbook.DefinitionofLeadership“Always,itseems,theconceptofleadershipeludesusorturnsupinanotherformtotauntusagainwithitsslipperinessandcomplexity.Sowehaveinventedanendlessproliferationoftermstodealwithit…andstilltheconceptisnotsufficientlydefined.”-Bennis(1959)Leader-MemberExchangeTheory(1of3)Table1.1DefinitionsofLeadershipLeadershipis“thebehaviorofanindividual…directingtheactivitiesofagrouptowardasharedgoal”(Hemphill&Coons,1957,p.7).Leadershipis“theinfluentialincrementoverandabovemechanicalcompliancewiththeroutinedirectivesoftheorganization”(Katz&Kahn,1978,p.528).Leadershipis“theprocessofinfluencingtheactivitiesofanorganizedgrouptowardgoalachievement”(Rauch&Behling,1984,p.46).“Leadershipisaboutarticulatingvisions,embodyingvalues,andcreatingtheenvironmentwithinwhichthingscanbeaccomplished”(Richards&Engle,1986,p.206).Leader-MemberExchangeTheory(2of3)Table1.1DefinitionsofLeadership(continued)“Leadershipisaprocessofgivingpurpose(meaningfuldirection)tocollectiveeffort,andcausingwillingefforttobeexpendedtoachievepurpose”(Jacobs&Jaques,1990,p.281).Leadership“istheabilitytostepoutsidetheculture…tostartevolutionarychangeprocessesthataremoreadaptive”(Schein,1992,p.2).“Leadershipistheprocessofmakingsenseofwhatpeoplearedoingtogethersothatpeoplewillunderstandandbecommitted”(Drath&Palus,1994,p.4).Leadershipis“theabilityofanindividualtoinfluence,motivate,andenableotherstocontributetowardtheeffectivenessandsuccessoftheorganization…”(Houseetal.,1999,p.184).Leader-MemberExchangeTheory(3of3)Table1.1DefinitionsofLeadership(continued)“Leadershipisaformalorinformalcontextuallyrootedandgoal-influencingprocessthatoccursbetweenaleaderandafollower,groups,offollowers,orinstitutions”(Antonakis&Day,2018,p.5).ControversiesOverLeadershipDefinitionsSpecializedroleorsharedinfluenceprocessTypeofinfluenceprocessPurposeofinfluenceattemptsInfluencebasedonreasonoremotionsDirectandindirectleadershipLeadershipversusmanagementOurDefinitionofLeadership“Leadershipistheprocessofinfluencingotherstounderstandandagreeaboutwhatneedstobedoneandhowtodoit,andtheprocessoffacilitatingindividualandcollectiveeffortstoaccomplishsharedobjectives.”WaysLeadersCanInfluenceOrganizationalEffectivenessTable1.2WhatLeadersCanInfluenceThechoiceofobjectivesandstrategiestopursueThemotivationofmemberstoachievetheobjectivesThemutualtrustandcooperationofmembersTheorganizationandcoordinationofworkactivitiesTheallocationofresourcestoactivitiesandobjectivesThedevelopmentofmemberskillsandconfidenceThelearningandsharingofnewknowledgebymembersTheenlistmentofsupportandcooperationfromoutsidersThedesignofformalstructure,programs,andsystemsThesharedbeliefsandvaluesofmembersIndicatorsofLeadershipEffectivenessImmediateanddelayedoutcomesFigure1.1CausalChainofEffectsfromTwoTypesofLeaderBehaviorWhatcriteriatouseMethodsforStudyingLeadershipEffectivenessSurveysObservationExperimentsMajorPerspectivesinLeadershipTheoryCharacteristicsoftheLeaderCharacteristicsoftheFollowerCharacteristicsoftheSituationMajorPerspectivesinLeadershipTheory(1of4)Table1.3KeyVariablesinLeadershipTheoriesCharacteristicsoftheLeaderTraits(motives,personality)Values,integrity,andmoraldevelopmentConfidenceandoptimismSkillsandexpertiseLeadershipbehaviorInfluencetacticsAttributionsaboutfollowersAffect(e.g.,emotionsandmoods)andaffectivedisplaysMentalmodels(beliefsandassumptions)MajorPerspectivesinLeadershipTheory(2of4)Table1.3KeyVariablesinLeadershipTheories(continued)CharacteristicsoftheFollowersTraits(needs,values,self-concepts)ConfidenceandoptimismSkillsandexpertiseAttributionsabouttheleaderIdentificationwiththeleaderAffect(e.g.,emotionsandmoods)andaffectivedisplaysTaskcommitmentandeffortSatisfactionwithjobandleaderCooperationandmutualtrustMajorPerspectivesinLeadershipTheory(3of4)Table1.3KeyVariablesinLeadershipTheories(continued)CharacteristicsoftheSituationTypeoforganizationalunitSizeoforganizationalunitPositionpowerandauthorityofleaderTaskstructureandcomplexityOrganizationalcultureEnvironmentaluncertaintyandchangeExternaldependenciesandconstraintsNationalculturalvaluesTemporalfactorsMajorPerspectivesinLeadershipTheory(4of4)Figure1.2CausalRelationshipsAmongthePrimaryTypesofLeadershipVariablesPerspectivesinLeadershipTheoryandResearchTraitApproachBehaviorApproachPower-InfluenceApproachSituationalApproachValues-BasedApproachLevelofConceptualization(1of6)Intra-individualprocessDyadicprocessGroupprocessOrganizationalprocessMulti-leveltheoriesLevelofConceptualization(2of6)Figure1.3LevelsofConceptualizationforLeadershipProcessesLevelofConceptualization(3of6)Table1.4ResearchQuestionsatDifferentLevelsofConceptualizationIntra-IndividualTheoriesHowleadertraitsandvaluesinfluenceleadershipbehaviorHowleaderskillsarerelatedtoleaderbehaviorHowleadersmakedecisionsHowleadersmanagetheirtimeHowleadersareinfluencedbyroleexpectationsandconstraintsHowleadersreacttofeedbackandlearnfromexperienceHowleadersexperienceanddisplayaffect(e.g.,emotionsandmoods)HowleadersformleadershipidentitiesHowleaderscanuseself-developmenttechniquesLevelofConceptualization(4of6)Table1.4ResearchQuestionsatDifferentLevelsofConceptualization(continued)DyadicTheoriesHowaleaderinfluencessubordinatemotivationandtaskcommitmentHowaleaderfacilitatestheworkofasubordinateHowaleaderinterpretsinformationaboutasubordinateHowaleaderdevelopsasubordinate’sskillsandconfidenceHowaleaderinfluencessubordinateloyaltyandtrustHowaleaderusesinfluencetacticswithasubordinate,peer,orbossHowaleaderandasubordinateinfluenceeachotherHowaleaderdevelopsacooperativeexchangerelationshipwithasubordinateHowaleaderinfluencesafollowertoidentifywiththeleaderHowaleaderelicitsandimpactsfolloweremotionsandviceversaLevelofConceptualization(5of6)Table1.4ResearchQuestionsatDifferentLevelsofConceptualization(continued)Group-LevelTheoriesHowdifferentleader–memberrelationsaffecteachotherandteamperformanceHowleadershipissharedinthegrouporteamHowleadersorganizeandcoordinatetheactivitiesofteammembersHowleadersinfluencecooperationandresolvedisagreementsintheteamorunitHowleadersinfluencecollectiveefficacyandoptimismfortheteamorunitHowleadersinfluencecollectivelearningandinnovationintheteamorunitHowleadersinfluencecollectiveidentificationofmemberswiththeteamorunitHowleadersinfluencethesharedmentalmodelsofteammembersHowunitleadersobtainresourcesandsupportfromtheorganizationandotherunitsLevelofConceptualization(6of6)Table1.4ResearchQuestionsatDifferentLevelsofConceptualization(continued)Organizational-LevelTheoriesHowtopexecutivesinfluencemembersatotherlevelsHowleadersareselectedateachlevel(andimplicationsofprocessforthefirm)HowleadersinfluenceorganizationalcultureHowleadersinfluencetheefficiencyandthecostofinternaloperationsHowleadersinfluencehumanrelationsandhumancapitalintheorganizationHowleadersmakedecisionsaboutcompetitivestrategyandexternalinitiativesHowconflictsamongleadersareresolvedinanorganizationHowleadersin