罗宾斯 组织行为学（第18版）英文课件12 Leadership

OrganizationalBehaviorEighteenthEditionChapter12LeadershipCopyright©2019,2017,2015,2013PearsonEducation,Inc.AllRightsReserved.LearningObjectives(1of2)12.1Summarizetheconclusionsoftraittheoriesofleadership.12.2Identifythecentraltenetsandmainlimitationsofbehavioraltheories.12.3Contrastcontingencytheoriesofleadership.12.4Describethecontemporarytheoriesofleadershipandtheirrelationshiptofoundationaltheories.LearningObjectives(2of2)12.5Discusstherolesofleadersincreatingethicalorganizations.12.6Describehowleaderscanhaveapositiveimpactontheirorganizationsthroughbuildingtrustandmentoring.12.7Identifythechallengestoourunderstandingofleadership.SummarizetheConclusionsofTraitTheoriesofLeadership(1of6)Leadershipistheabilitytoinfluenceagrouptowardtheachievementofavisionorsetofgoals.Notallleadersaremanagers,norareallmanagersleaders.Nonsanctionedleadershipisoftenasimportantormoreimportantthanformalinfluence.SummarizetheConclusionsofTraitTheoriesofLeadership(2of6)Traittheoriesofleadershipfocusonpersonalqualitiesandcharacteristics.Thesearchforpersonality,social,physical,orintellectualattributesthatdifferentiateleadersfromnon-leadersgoesbacktotheearlieststagesofleadershipresearch.SummarizetheConclusionsofTraitTheoriesofLeadership(3of6)Acomprehensivereviewoftheleadershipliterature,whenorganizedaroundtheBigFive,hasfoundextraversiontobethemostpredictivetraitofeffectiveleaders,butitismorestronglyrelatedtothewayleadersemergethantotheireffectiveness.Unlikeagreeablenessandemotionalstability,conscientiousnessandopennesstoexperiencealsoshowedstrongrelationshipstoleadership,thoughnotquiteasstrongasextraversion.SummarizetheConclusionsofTraitTheoriesofLeadership(4of6)Goodleaderswholikebeingaroundpeople:Areabletoassertthemselves(extraverted).Aredisciplinedandabletokeepcommitmentstheymake(conscientious).Haveanapparentadvantagewhenitcomestoleadership.SummarizetheConclusionsofTraitTheoriesofLeadership(5of6)Anothertraitthatmayindicateeffectiveleadershipisemotionalintelligence.AcorecomponentofEIisempathy.PeoplehighinEIaremorelikelytoemergeasleaders,evenaftertakingcognitiveabilityandpersonalityintoaccount.SummarizetheConclusionsofTraitTheoriesofLeadership(6of6)Twoconclusions:Traitscanpredictleadership.Traitsdoabetterjobpredictingtheemergenceofleadersthantheydoatdistinguishingbetweeneffectiveandineffectiveleaders.CentralTenetsandMainLimitationsofBehavioralTheories(1of3)Behavioraltheoriesofleadershipimplywecantrain

peopletobeleaders.OhioStateStudiesfoundtwobehaviorsthataccountedformostleadershipbehavior:InitiatingstructureConsiderationCentralTenetsandMainLimitationsofBehavioralTheories(2of3)TheGLOBEstudysuggeststhereareinternationaldifferencesinpreferenceforinitiatingstructureandconsideration.Foundthatleadershighinconsiderationwouldsucceedbestinwhereculturesdidnotfavorunilateraldecisionmaking.CentralTenetsandMainLimitationsofBehavioralTheories(3of3)SummaryofTraitTheoriesandBehavioralTheoriesLeaderswhohavecertaintraitsandwhodisplayculturallyappropriateconsiderationandstructuringbehaviorsdoappeartobemoreeffective.Traitsandbehaviorsdonotguaranteesuccess.Contextmatterstoo.ContrastContingencyTheoriesofLeadership(1of7)TheFiedlercontingencymodel:effectivegroupperformancedependsuponthepropermatchbetweentheleader’sstyleofinteractingwithsubordinatesandthedegreetowhichthesituationgivescontroltotheleader.Theleastpreferredcoworker(LPC)questionnaire:Task-orrelationship-oriented.Assumesleadershipstyleisfixed.ContrastContingencyTheoriesofLeadership(2of7)DefiningtheSituationContingencydimensions:Leader-memberrelationsTaskstructurePositionpowerContrastContingencyTheoriesofLeadership(3of7)Exhibit12-1FindingsfromtheFiedlerModelContrastContingencyTheoriesofLeadership(4of7)Situationalleadershiptheory(SLT)isacontingencytheorythatfocusesonthefollowers.Successfulleadershipisachievedbyselectingtherightleadershipstyle,whichiscontingentonthelevelofthefollowers’readiness.ContrastContingencyTheoriesofLeadership(5of7)Path-goaltheory:ContingencymodelofleadershipthatextractskeyelementsfromtheOhioStateleadershipresearchoninitiatingstructureandconsiderationandtheexpectancytheoryofmotivation.Derivedfrombeliefthateffectiveleadersclarifythepathtohelpfollowersachieveworkgoals.ContrastContingencyTheoriesofLeadership(6of7)Theleader-participationmodelrelatesleadershipbehaviorandparticipationindecisionmaking.Leaderbehaviormustadjusttoreflectthetaskstructure.ContrastContingencyTheoriesofLeadership(7of7)OBPOLLHowAreYouDevelopingYourLeadershipSkillsNote:Surveyof700respondents.Source:BasedonJ.Brox,“TheResultsAreIn:HowDoYouEnsureYou’reConstantlyDevelopingasaLeader?”May14,2013,http:///index.php/2013/05/results-ensure-youre-constantly-developing-leader/#more-4732.ContemporaryTheoriesofLeadership

(1of12)Exhibit12-2Leader–MemberExchangeTheoryfromContemporaryTheoriesofLeadership(2of12)Exhibit12-3KeyCharacteristicsofaCharismaticLeader1.Visionandarticulation.Hasavision—expressedasanidealizedgoal—thatproposesafuturebetterthanthestatusquo;abletoclarifytheimportanceofthevisionintermsthatareunderstandabletoothers.2.Personalrisk.Willingtotakeonhighpersonalrisk,incurhighcosts,andengageinself-sacrificetoachievethevision.3.Sensitivitytofollowerneeds.Perceptiveofothers’abilitiesandresponsivetotheirneedsandfeelings.4.Unconventionalbehavior.Engagesinbehaviorsthatareperceivedasnovelandcountertonorms.Source:BasedonJ.A.CongerandR.N.Kanungo,CharismaticLeadershipinOrganizations(ThousandOaks,CA:Sage,1998),94.ContemporaryTheoriesofLeadership

(3of12)AreCharismaticLeadersBornorMade?Someindividualsarebornwithcharismatictraits,othersaretrainedtoexhibitcharismaticbehaviors.Developtheauraofcharisma.Useyourpassiontogenerateenthusiasm.Speakinananimatedvoice,reinforceyourmessagewitheyecontactandfacialexpressions,andgestureforemphasis.Bringoutthepotentialinfollowersbytappingintotheiremotionsandcreateabondthatinspiresthem.ContemporaryTheoriesofLeadership(4of12)HowCharismaticLeadersInfluenceFollowersArticulatinganappealingvision.Developingavisionstatement.Establishinganewsetofvalues.Conveyingcourageandconvictionaboutthevision.ContemporaryTheoriesofLeadership(5of12)DoesEffectiveCharismaticLeadershipDependontheSituation?Peopleareespeciallyreceptivewhentheysenseacrisisorwhentheyareunderstress.ContemporaryTheoriesofLeadership(6of12)TheDarkSideofCharismaticLeadershipManyleadersdon’tnecessarilyactinthebestinterestoftheircompanies.Manyhaveallowedtheirpersonalgoalstooverridethegoalsoftheorganization.Individualswhoarenarcissisticarealsohigherinsomebehaviorsassociatedwithcharismaticleadership.ContemporaryTheoriesofLeadership(7of12)Exhibit12-4CharacteristicsofTransactionalandTransformationalLeadersTransactionalLeaderContingentReward:Contractsexchangeofrewardsforeffort,promisesrewardsforgoodperformance,recognizesaccomplishments.ManagementbyException(active):Watchesandsearchesfordeviationsfromrulesandstandards,takescorrectiveaction.ManagementbyException(passive):Intervenesonlyifstandardsarenotmet.Laissez-Faire:Abdicatesresponsibilities,avoidsmakingdecisions.TransformationalLeaderIdealizedInfluence:Providesvisionandsenseofmission,instillspride,gainsrespectandtrust.InspirationalMotivation:Communicateshighexpectations,usessymbolstofocusefforts,expressesimportantpurposesinsimpleways.IntellectualStimulation:Promotesintelligence,rationality,andcarefulproblemsolving.IndividualizedConsideration:Givespersonalattention,treatseachemployeeindividually,coaches,advises.Sources:BasedonB.M.Bass,LeadershipandPerformanceBeyondExpectations(NewYork,NY:FreePress,1990);andT.A.JudgeandR.F.Piccolo,“TransformationalandTransactionalLeadership:AMeta-AnalyticTestofTheirRelativeValidity,”JournalofAppliedPsychology89,no.5(2004):755–68.ContemporaryTheoriesofLeadership(8of12)Exhibit12-5FullRangeofLeadershipModelContemporaryTheoriesofLeadership(9of12)HowTransformationalLeadershipWorksCreativity–theirsandothers.Decentralizationofresponsibility.Propensitytotakerisks.Compensationisgearedtowardlong-termresults.Greateragreementamongtopmanagersabouttheorganization’sgoals.ContemporaryTheoriesofLeadership(10of12)EvaluationofTransformationalLeadershipTransformationalleadershiphasbeensupportedatdiversejoblevelsandoccupations,butitisn’teffectiveinallsituations.Ithasagreaterimpactonthebottomlineinsmaller,privately-heldfirmsthaninmorecomplexorganizations.ContemporaryTheoriesofLeadership(11of12)TransformationalversusTransactionalLeadershipTransformationalleadershipismorestronglycorrelatedwithavarietyofworkplaceoutcomes.ContemporaryTheoriesofLeadership(12of12)TransformationalversusCharismaticLeadershipCharismaticleadershipplacesmoreemphasisonthewayleaderscommunicate–aretheypassionateanddynamic?Transformationalleadershipfocusesmoreonwhattheyarecommunicating–isitacompellingvision?Bothfocusontheleader’sabilitytoinspirefollowers.RoleofLeadersinCreatingEthicalOrganizations(1of4)AuthenticLeadershipAuthenticleaders:Knowwhotheyare.Knowwhattheybelieveinandvalue.Actonthosevaluesandbeliefsopenlyandcandidly.Theresult:peoplecometohavefaithinthem.RoleofLeadersinCreatingEthicalOrganizations(2of4)EthicalLeadershipEthicstouchesonleadershipatanumberofjunctures.Effortshavebeenmadetocombineethicalandcharismaticleadershipintoanideaofsocializedcharismaticleadership–leadershipthatconveysother-centeredvaluesbyleaderswhomodelethicalconduct.RoleofLeadersinCreatingEthicalOrganizations(3of4)AbusiveSupervisionReferstotheperceptionthatasupervisorishostileintheirverbalandnonverbalbehavior.Negativelyaffectshealth,leadstoincreaseddepression,emotionalexhaustion,andjobtensionperceptions.Leadstodecreasesinorganizationalcommitment,jobsatisfaction,andperceivedorganizationalsupportalongwithincreasedwork-familyconflict.Canadverselyaffectemployeeperformanceandotheremployeebehaviors.RoleofLeadersinCreatingEthicalOrganizations(4of4)ServantLeadershipServantleadersgobeyondtheirself-interestandinsteadfocusonopportunitiestohelpfollowersgrowanddevelop.Characteristicbehaviorsincludelistening,empathizing,persuading,acceptingstewardship,andactivelydevelopingfollowers’potential.PositiveLeadership(1of4)TrustandLeadershipTrust:apsychologicalstatethatexistswhenyouagreetomakeyourselfvulnerabletoanotherbecauseyouhavepositiveexpectationsabouthowthingsaregoingtoturnout.Aprimaryattributeassociatedwithleadership.Whentrustisbroken,itcanhaveseriousadverseeffectsonagroup’sperformance.PositiveLeadership(2of4)Exhibit12-6TheNatureofTrustPositiveLeadership(3of4)TrustpropensityTrustandCultureTheRoleofTimeRegainingTrustPositiveLeadership(4of4)Exhibit12-7CareerandPsychologicalFunctionsoftheMentoringRelationshipCareerFunctionsPsychosocialFunctionsLobbyingtogettheprotégéchallengingandvisibleassignmentsCounselingtheprotégétobolsterhisorherself-confidenceCoachingtheprotégétohelpdevelophisorherskillsandachieveworkobjectivesSharingpersonalexperienceswiththeprotégéProvidingexposuretoinfluentialindividualswithintheorganizationProvidingfriendshipandacceptanceProtectingtheprotégéfrompossibleriskstohisorherreputationActingasarolemodelSponsoringtheprotégébynominatinghimorherforpotentialadvancesorpromotionsBlankActingasasoundingboardforideastheprotégémightbehesitanttosharewithadirectsupervisorBlankChallengestoourUnderstandingofLeadership(1of4)Muchofanorganization’ssuccessorfailureisduetofactorsoutsidetheinfluenceofleadership.Inmanycases,successorfailureisjustamatterofbeingintherightorwrongplaceatagiventime.Theattributiontheoryofleadershipsaysleadershipismerelyanattributionpeoplemakeaboutotherindividuals.ChallengestoourUnderstandingofLeadership(2of4)Exhibit12-8SubstitutesforandNeutralizersofLeadershipDefiningCharacteristicsRelationship-OrientedLeadershipTask-OrientedLeadershipIndividualBlankBlankExperience/trainingNoeffectonSubstitutesforProfessionalismSubstitutesforSubstitutesforIndifferencetorewardsNeutralizesNeutralizesJobBlankBlankHighlystructuredtaskNoeffectonSubstitutesforProvidesitsownfeedbackNoeffectonSubstitutesforIntrinsicallysatisfyingSubstitutesforNeutralizesOrganizationBlankBlankExplicitformalizedgoalsNoeffectonSubstitutesforRigidrulesandproceduresNoeffectonSubstitutesforCohesiveworkgroupsSubstitutesforSubstitutesforSource:BasedonK.B.LoweandW.L.Gardner,“TenYearsoftheLeadershipQuarterly:ContributionsandChallengesfortheFuture,”LeadershipQuarterly11,no.4(2000):459–514.ChallengestoourUnderstandingofLeadership(3of4)SelectingLeadersIdentifyingeffectiveleaders:Reviewspecificrequirementsfortheposition.Considerpersonalityteststoidentifyleader