商务英语实训课程 unit 5 Leadership-LEADERSHIP[2]

1、,o r g a n i z a t i o n a l b e h a v i o r,e l e v e n t h e d i t i o n,chapter 11,basic approaches to leadership, 2005 prentice hall inc. all rights reserved.,112,after studying this chapter,you should be able to:,contrast leadership and management. summarize the conclusions of trait theories. i

2、dentify the limitations of behavioral theories. describe fiedlers contingency model. explain hersey and blanchards situational theory. summarize leader-member exchange theory.,l e a r n i n g o b j e c t i v e s, 2005 prentice hall inc. all rights reserved.,113,after studying this chapter,you should

3、 be able to:,describe the path-goal theory. identify the situational variables in the leader-participation model.,l e a r n i n g o b j e c t i v e s (contd), 2005 prentice hall inc. all rights reserved.,114,what is leadership?,leadership the ability to influence a group toward the achievement of go

4、als.,management use of authority inherent in designated formal rank to obtain compliance from organizational members., 2005 prentice hall inc. all rights reserved.,115,trait theories,leadership traits: ambition and energy the desire to lead honest and integrity self-confidence intelligence high self

5、-monitoring job-relevant knowledge,traits theories of leadership theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders., 2005 prentice hall inc. all rights reserved.,116,trait theories,limitations: no universal traits found that predict

6、 leadership in all situations. traits predict behavior better in “weak” than “strong” situations. unclear evidence of the cause and effect of relationship of leadership and traits. better predictor of the appearance of leadership than distinguishing effective and ineffective leaders., 2005 prentice

7、hall inc. all rights reserved.,117,behavioral theories,trait theory:leaders are born, not made. behavioral theory:leadership traits can be taught.,behavioral theories of leadership theories proposing that specific behaviors differentiate leaders from nonleaders., 2005 prentice hall inc. all rights r

8、eserved.,118,ohio state studies,initiating structure the extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in the search for goal attainment.,consideration the extent to which a leader is likely to have job relationships characterized by mutual tru

9、st, respect for subordinates ideas, and regard for their feelings., 2005 prentice hall inc. all rights reserved.,119,university of michigan studies,employee-oriented leader emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences

10、among members.,production-oriented leader one who emphasizes technical or task aspects of the job., 2005 prentice hall inc. all rights reserved.,1110,the managerial grid(blake and mouton),e x h i b i t 111, 2005 prentice hall inc. all rights reserved.,1111,scandinavian studies,development-oriented l

11、eader one who values experimentation, seeking new ideas, and generating and implementing change.,researchers in finland and sweden question whether there are only two dimensions (production-orientation and employee-orientation) that capture the essence of leadership behavior. their premise is that i

12、n a changing world, effective leaders would exhibit development-oriented behavior., 2005 prentice hall inc. all rights reserved.,1112,contingency theories,fiedlers contingency model the theory that effective groups depend on a proper match between a leaders style of interacting with subordinates and

13、 the degree to which the situation gives control and influence to the leader.,least preferred co-worker (lpc) questionnaire an instrument that purports to measure whether a person is task- or relationship-oriented., 2005 prentice hall inc. all rights reserved.,1113,fiedlers model: defining the situa

14、tion,leader-member relations the degree of confidence, trust, and respect subordinates have in their leader.,position power influence derived from ones formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.,task structure the deg

15、ree to which the job assignments are procedurized., 2005 prentice hall inc. all rights reserved.,1114,findings from fiedler model,e x h i b i t 112, 2005 prentice hall inc. all rights reserved.,1115,cognitive resource theory,research support: less intelligent individuals perform better in leadership

16、 roles under high stress than do more intelligent individuals. less experienced people perform better in leadership roles under low stress than do more experienced people.,cognitive resource theory a theory of leadership that states that stress can unfavorably affect a situation and that intelligenc

17、e and experience can lessen the influence of stress on the leader., 2005 prentice hall inc. all rights reserved.,1116,hersey and blanchards situational leadership theory,situational leadership theory (slt) a contingency theory that focuses on followers readiness.,leader: decreasing need for support

18、and supervision,follower readiness: ability and willingness,unable andunwilling,unable butwilling,able andwilling,directive,high task and relationship orientations,supportive participative,able andunwilling,monitoring, 2005 prentice hall inc. all rights reserved.,1117,leadership styles and follower

19、readiness(hersey and blanchard),willing,unwilling,able,unable,directive,high taskand relationship orientations,supportive participative,monitoring,follower readiness,leadershipstyles, 2005 prentice hall inc. all rights reserved.,1118,leadermember exchange theory,leader-member exchange (lmx) theory l

20、eaders create in-groups and out-groups, and subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction., 2005 prentice hall inc. all rights reserved.,1119,leader-member exchange theory,e x h i b i t 113, 2005 prentice hall inc. all rights rese

21、rved.,1120,path-goal theory,path-goal theory the theory that it is the leaders job to assist followers in attaining their goals and to provide them the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization., 2005 prentic

22、e hall inc. all rights reserved.,1121,the path-goal theory,e x h i b i t 114, 2005 prentice hall inc. all rights reserved.,1122,leader-participation model,leader-participation model (vroom and yetton) a leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations., 2005 prentice hall inc. all rights reserved.,1123,contingency variables in the revised leader-participation model,e x h i b i t 115,importance of the