罗宾斯管理学管理者的领导力ManagersasLeaders

MangersasLeadersChapter

93Contents

WhoAreLeadersandWhatIsLeadershipEarlyLeadershipTheoriesContingencyTheoriesofLeadershipContemporaryViewsonLeadershipLeadershipIssuesintheTwentyFirstCentury2

WhoAreLeadersandWhatIsLeadership

3LeadersandLeadershipDLeader

领导

–Someonewhocaninfluenceothersandwhohasmanagerialauthority4LeadersandLeadershipDLeader

领导

–Someonewhocaninfluenceothersandwhohasmanagerialauthority5LeadersandLeadershipDLeadership

领导力

–Whatleadersdo;theprocessofinfluencingagrouptoachievegoals管理者为取得目标而做的一系列影响群体成员行为的过程Ideally,allmanagersshouldbeleadersAlthoughgroupsmayhaveinformalleaderswhoemerge,thosearenottheleaderswe’restudying6LeadersandLeadershipLeadershipresearchhastriedtoanswer:

Whatisaneffectiveleader?如何成为有效的领导7Q1：Doyouthinkleadershaveparticulartraits?

领导是否有特质

ResearchersattheUniversityofCambridgefound:Menwithlongerringfingers,comparedwiththeirindexfingers,tendedtobemoresucessfulinthehighfrequencytradingintheLondonfinancialdistrict8

Q2:Ifyes,Whataretraitsofleadersinyouropinion?9Outlines

2EarlyLeadershipTheoriesTraitTheoriesBehavioralTheoriesUniversityofIowaStudiesTheOhioStateStudiesUniversityofMichiganStudiesTheManagerialGrid1021TraitTheories1920s30s特质理论PersonaltraitidentificationresearchPhysicalstature,appearance,socialclass,emotionalstability,fluencyofspeech,andsociability>>unsuccessful1121TraitTheories1920s30s特质理论Leadership

领导力

traitidentificationresearch>>successfulDrive,内在驱动力Thedesiretolead,领导愿望Honestyandintegrity,诚实与正直Selfconfidence,自信Intelligence,智慧Job-relevantknowledge,工作相关知识Extraversion外向性12Exhibit17–1 SevenTraitsAssociatedwithLeadershipSource:SA.KirkpatrickandE.A.Locke,Leadership:DoTraitsReallyMatter?AcademyofManagementExecutive,May1991,pp.48–60;T.A.Judge,J.E.Bono,R.llies,andM.W.Gerhardt,“PersonalityandLeadership:AQualitativeandQuantitativeReview,”JournalofAppliedPsychology,August2002,pp.765–780.P46113LimitationoftraittheoryTraittheoriesFocusedontraits,ignoredinteractionofleadersandtheirgroupmembersaswellassituationalfactorsFurtherthinkingaboutleadershipWhateffectiveleadersdid?

Behaviors1422BehavioralTheories行为理论15Exhibit17–2 BehavioralTheoriesofLeadershipP46216BehavioralTheoriescont’d2OhioStateStudies

俄亥俄州立大学IdentifiedtwodimensionsofleaderbehaviorInitiatingstructure定规维度:

Consideration

关怀维度:

17BehavioralTheoriescont’d2OhioStateStudies

俄亥俄州立大学IdentifiedtwodimensionsofleaderbehaviorInitiatingstructure定规维度:

Theextenttowhichaleaderdefinedhisorherroleandtherolesofgroupmembers

Itincludedbehaviorsthatinvolvedattemptstoorganizework,workrelationships,andgoals

领导者界定自己和成员的角色的程度;包括组织安排工作，梳理工作关系和明确目标的程度Consideration

关怀维度:

Theextendtowhichaleaderhadworkrelationshipscharacterizedbymutualtrustandrespectforgroupmembers’ideasandfeelings.

领导者在工作中尊重下属的看法和情感并与下属建立相互信任的程度。18Exhibit17–2 BehavioralTheoriesofLeadershipP462Researchfindings:mixedresultsHighhighleadersgenerally,butnotalways,achievedhighgrouptaskperformanceandsatisfactionEvidenceindicatedthatsituationalfactorsappearedtostronglyinfluenceleadershipeffectiveness.19BehavioralTheories3UniversityofMichiganStudies

密歇根大学研究IdentifiedtwodimensionsofleaderbehaviorEmployeeoriented员工导向:emphasizingpersonalrelationshipsemployees’needs,interpersonalrelationshipsProductionoriented生产导向:emphasizingtaskaccomplishment(technicalortaskaspectofjob)20Exhibit17–2cont’dBehavioralTheoriesofLeadershipP462Researchfindings:Leaderswhoareemployeeorientedarestronglyassociatedwithhighgroupproductivityandhighjobsatisfaction214TheManagerialGrid管理方格D

ManagerialGridAppraisesleadershipstylesusingtwodimensions:Concernforpeople关心人Concernforproduction关心生产Placesmanagerialstylesinfivecategories:SeenextpageExhibit17–XManagerialgrid22Exhibit17–x

The

Managerial

GridP37423Exhibit17–2cont’d BehavioralTheoriesofLeadershipP46224Outline

3ContingencyTheoriesofLeadershipTheFiedlerModelHerseyandBlanchard’sSituationalLeadershipTheoryRobertHouse’sPathGoalModel权变的领导理论25ContingencyTheoriesIf,Then2631TheFiedlerModel

费德勒模型DTheFiedlerModel费德勒模型Ifamanager’sleaderstyleisthis,thenhe/sheshouldworkinthissituationIfasituationisthat,thenthatsituationneedsathattypeofleaderAssumptionsofFiedler:TherearedifferenttypesofworkssituationsanddifferenttypesofmanagersLeadersdonotreadilychangeleadershipstyles.Acertainleadershipstyleshouldbemosteffectiveindifferenttypesofsituations.Matchingtheleadertothesituationorchangingthesituationtomakeitfavorabletotheleaderisrequired.2731TheFiedlerModel

费德勒模型28keyfactorsinleadershipsuccessHowtoidentifystylesofleadershipHowtoevaluatethesituation29Howtomatch?TheFiedlerModelcont’dMeasurementandMatch

测量与匹配方法：Leadershipstyle:

Leastpreferredco-workerLPCquestionnaire最难共事者问卷

Determinesleadershipstylebymeasuringresponsesto18pairsofcontrastingadjectivespleasant-unpleasantcold-warmboring-interestingHighscore>64:arelationship-orientedleadershipstyle

关系取向Lowscore<57:atask-orientedleadershipstyle

任务取向30Howtomatch?TheFiedlerModelcont’dMeasurementandMatch

测量与匹配方法：Situation:

situationfactorsinmatchingleadertothesituation:Leadermemberrelations人际关系good-badTaskstructure工作结构(High-low)Positionpower职位权力(Strong-weak)31Exhibit17–3 FindingsoftheFiedlerModelP46532Conclusions：3331TheFiedlerModel

费德勒模型ValidityyesCriticismWrongassumption-EffectiveleaderscanchangetheirstylesComplexitytouse3432Hersey&Blanchard’sSituationalLeadershipTheorySLT

赫塞布兰查德的情境领导理论HerseyandBlanchard’sSituationalLeadershipTheorySLTArguesthatsuccessfulleadershipisachievedbyselectingtherightleadershipstylewhichiscontingentonthelevelofthefollowers’readiness成功的领导是通过选择恰当的领导方式来实现的;选择的过程根据下属的成熟度水平而定Readiness成熟度:

theextenttowhichfollowershavetheabilityandwillingnesstoaccomplishaspecifictask.Leadersmustrelinquish(放弃)controloverandcontactwithfollowersastheybecomemorecompetent称职.35

HerseyandBlanchard’sSituationalLeadershipTheorySLT赫塞布兰查德的情境理论Positsfourstagesfollowerreadiness:R1:

followersareunableandunwillingR2:

followersareunablebutwillingR3:

followersareablebutunwillingR4:

followersareableandwilling36

HerseyandBlanchard’sSituationalLeadershipTheorySLT

赫塞布兰查德的情境领导理论CreatesfourspecificleadershipstylesincorporatingFiedler’stwoleadershipdimensions:Telling命令:hightask-lowrelationshipleadershipSelling教练:

hightask-highrelationshipleadershipParticipating参与:

lowtask-highrelationshipleadershipDelegating授权:

lowtask-lowrelationshipleadership37

HerseyandBlanchard’sSituationalLeadershipTheorySLT

赫塞布兰查德的情境领导理论强调结论是：R1:followersareunableandunwilling>>Telling命令型R2:followersareunablebutwilling>>Selling教练型R3:followersareablebutunwilling>>Participating参与型R4:followersareableandwilling>>Delegating授权型3833PathGoalModel路径-目标模型罗伯特豪斯Statesthattheleader’sjobistoassisthisorherfollowersinattainingtheirgoalsandtoprovidedirectionorsupporttoensuretheirgoalsarecompatiblewithorganizationalgoals领导者的工作是帮助下属达到他们的目标;为下属提供指导与支持，以确保下属各自的目标与组织的目标保持一致Leadersassumedifferentleadershipstylesatdifferenttimesdependingonthesituation:Directiveleader指示型Supportiveleader支持型Participativeleader参与型Achievementorientedleader成就导向型39Exhibit17–4 PathGoalTheory路径-目标理论罗伯特豪斯P46840SomePrediction&ConclusionsSomePredictionsDirectiveleadershipSupportiveleadershipParticipativeleadership参与型Achievementorientedleadership成就导向型….ConclusionLeader’scompensatesforshortcomings

EmployeeperformanceandsatisfactionExplainingalreadycleartasks/tasksabletobehandled

EmployeeperformanceandsatisfactionRP46841LearningOutlines

4ContemporaryViewsof

LeadershipTransactionalandtransformationalleadersCharismaticandvisionaryleadership.Teamleadership.4241LeaderMemberExchangeLMXTheoryLeaderMemberExchangeTheoryTheleadershiptheorythatsaysleaderscreatein-groupsandout-groupsandthoseinthein-groupwillhavehigherperformanceratings,lessturnover,andgreaterjobsatisfactionHowtochoosemembers:similarities,competenceCharacteristicsdrivethedecisions4342TransformationalLeadershipTransactionalLeadership变革型与交易型领导TransactionalLeadership交易型领导LeaderswhoguideormotivatetheirfollowersinthedirectionofestablishedgoalsbyexchangingrewardsfortheirproductivityTransformationalLeadership变革型领导Leaderswhostimulateandinspirefollowerstoachieveextraordinaryoutcomes.Focusonfollowers’interestinganddevelopmentneeds,helpfollowersbylookingatoldproblemsinnewwaysResearchessupportTLBusiness,militaryleadersLeadersinStartupfirms44Thinkdifferent45乔布斯希望挖走百事可乐高管约翰·斯卡利JohnSculley;因此对斯卡利说:4643CharismaticVisionaryLeadership

领袖魅力型与愿景规划型领导CharismaticLeadership领袖魅力型领导D

Anenthusiastic,selfconfidentleaderwhosepersonalityandactionsinfluencepeopletobehaveincertainwaysEx:JeffBezos,founderandCEOofAmazon47

JeffBezos,founderandCEOofAmazoncom4843CharismaticVisionaryLeadership

领袖魅力型与愿景规划型领导Characteristicsofcharismaticleaders:HaveavisionAreabletoarticulate表达thevision.Arewillingtotakeriskstoachievethevision.Aresensitivetotheenvironmentandfollowerneeds.Exhibitbehaviorsthatareoutoftheordinary.Ex:JeffBezos,founderandCEOofAmazon4943CharismaticVisionaryLeadership

领袖魅力型与愿景规划型领导CharismaticLeadership领袖魅力型领导MostresearchshowspositiverelationshipbetweencharismaticleadershipandhighperformanceandsatisfactionCharismaticleadershipcanbelearnedEX:charismaticcoursesCharismaticleadershipisnotalwaysproductive,mostappropriatewhenthefollower’staskhasanideologicalpurposeorwhentheenvironmentinvolvesahighdegreeofstressanduncertainty5043CharismaticVisionaryLeadershipVisionaryLeadership愿景规划型领导Aleaderwhocreatesandarticulatesarealistic,credible,andattractivevisionofthefuturethatimprovesuponthepresentsituationVisionaryleadershavetheabilityto:Explainthevisiontoothers.Expressthevisionnotjustverballybutthroughbehavior.Extendorapplythevisiontodifferentleadershipcontexts.EX:ChiairmanMaoZhedongFoundersofmanyventurecompanies

5144TeamLeadership团队领导TeamLeadershipCharacteristicsHavingpatiencetoshareinformationBeingabletotrustothersandtogiveupauthorityUnderstandingwhentointerveneTeamLeader’sJobManagingtheteam’sexternalboundaryFacilitatingtheteamprocessCoaching,facilitating,handlingdisciplinaryproblems,reviewingteamandindividualperformance,training,andcommunication52Exhibit17–5 SpecificTeamLeadershipRolesP47253LearningOutline

5LeadershipIssuesintheTwentyFirstCenturyFivesourcesofaleader’spowerIssuestoday’sleadersface.自5451ManagingPowerSourcesofLeader’sPowerLegitimatepower法定权力ThepoweraleaderhasasaresultofhisorherpositionCoercivepower强制权力Thepoweraleaderhastopunishorcontrol.Rewardpower奖赏权力Thepowertogivepositivebenefitsorrewards.Expertpower专家权力Theinfluencealeadercanexertasaresultofhisorherexpertise,skills,orknowledgeReferentpower参照权力Thepowerofaleaderthatarisebecauseofaperson’sdesirableresourcesoradmiredpersonaltraits.Mosteffectiveleadersrelyonseveraldifferentformsofpowertoaffectthebehaviorandperformanceoftheirfollowers5552DevelopingCredibilityandTrustCredibilityofaLeader信誉Theassessmentofaleader’shonesty,competence,andabilitytoinspirebyhisorherfollowers对领导的诚实胜任力和鼓舞他人的能力的判断Trust信任Isthebeliefoffollowersandothersintheintegrity,character,andabilityofaleader为人、人格和领导能力的信仰。Dimensionsoftrust:integrity,competence,consistency,loyalty,andopenness.正直;能力，一贯，忠诚，开放Isrelatedtoincreasesinjobperformance,organizationalcitizenshipbehaviors,jobsatisfaction,andorganizationcommitment.56Exhibit17–6 SuggestionsforBuildingTrustP4745753EmpoweringEmployeesEmpowerment授权Whyempoweremployees?QuickerresponsesproblemsandfasterdecisionsAddressestheproblemofincreasedspansofcontrolinrelievingmanagerstoworkonotherproblems.5854LeadingAcrossCultures59Exhibit17–7 SelectedCrossCulturalLeadershipFindingsKoreanleadersareexpectedtobepaternalistictowardemployeesArableaderswhoshowkindnessorgenerositywithoutbeingaskedtodosoareseenbyotherArabsasweak.Japaneseleadersareexpectedtobehumbleandspeakfrequently.ScandinavianandDutchleaderswhosingleoutindividualswithpublicpraisearelikelytoembarrass,notenergize,thoseindividuals.EffectiveleadersinMalaysiaareexpectedtoshowcompassionwhileusingmoreofanautocraticthanaparticipativestyle.EffectiveGermanleadersarecharacterizedbyhighperformanceorientation,lowcompassion,lowselfprotection,lowteamorientation,highautonomy,andhighparticipation.Source:BasedonJC.Kennedy,LeadershipinMal