管理学课件第17章领导Leadership.ppt

1、Leadership,Chapter17,L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.,Who Are Leaders and What Is Leadership Define leaders and leadership. Explain why managers should be leaders. Early Leadership Theories Discuss what research has shown about leadership

2、 traits. Contrast the findings of the four behavioral leadership theories. Explain the dual nature of a leaders behavior.,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.,Contingency Theories of Leadership Explain how Fiedlers theory of leadershi

3、p is a contingency model. Contrast situational leadership theory and the leader participation model. Discuss how path-goal theory explains leadership. Contemporary Views on Leadership Differentiate between transactional and transformational leaders. Describe charismatic and visionary leadership. Dis

4、cuss what team leadership involves.,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.,Leadership Issues in the Twenty-First Century Tell the five sources of a leaders power. Discuss the issues todays leaders face. Explain why leadership is sometim

5、es irrelevant.,Leaders and Leadership,Leader Someone who can influence others and who has managerial authority Leadership What leaders do; the process of influencing a group to achieve goals Ideally, all managers should be leaders Although groups may have informal leaders who emerge, those are not t

6、he leaders were studying Leadership research has tried to answer: What is an effective leader?,Early Leadership Theories,Trait Theories (1920s-30s)(特质理论) Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful. Later research on the leade

7、rship process identified seven traits associated with successful leadership: Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.,Exhibit 171Seven Traits Associated with Leadership,Source: S. A. Kirkpatrick and E. A. Locke, “Leade

8、rship: Do Traits Really Matter?” Academy of Management Executive, May 1991, pp. 4860; T. A. Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology, August 2002, pp. 765780.,Exhibit 172Behavioral Theories of

9、Leadership(行为理论),Exhibit 172 (contd)Behavioral Theories of Leadership,Early Leadership Theories (contd),Behavioral Theories（行为理论） University of Iowa Studies (Kurt Lewina勒温) Identified three leadership styles: Autocratic style(独裁型风格 ): centralized authority, low participation Democratic style(民主型风格 )

10、: involvement, high participation, feedback Laissez faire style(放任型风格 ): hands-off management Research findings: mixed results No specific style was consistently better for producing better performance Employees were more satisfied under a democratic leader than an autocratic leader.,Early Leadershi

11、p Theories (contd),Behavioral Theories (contd) Ohio State Studies（俄亥俄州立大学的研究 ） Identified two dimensions of leader behavior Initiating structure（定规维度 ）: the role of the leader in defining his or her role and the roles of group members Consideration（关怀维度 ）: the leaders mutual trust and respect for gr

12、oup members ideas and feelings. Research findings: mixed results High-high leaders generally, but not always, achieved high group task performance and satisfaction. Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.,Early Leadership Theories (contd),

13、Behavioral Theories (contd) University of Michigan Studies（密歇根大学的研究 ） Identified two dimensions of leader behavior Employee oriented（员工导向 ）: emphasizing personal relationships Production oriented（生产导向 ）: emphasizing task accomplishment Research findings: Leaders who are employee oriented are strongl

14、y associated with high group productivity and high job satisfaction.,The Managerial Grid,Managerial Grid（管理方格图） Appraises leadership styles using two dimensions: Concern for people（关心员工 ） Concern for production（关心生产） Places managerial styles in five categories: Impoverished management（贫乏型(1,1) ） Tas

15、k management （任务型 (9,1) ） Middle-of-the-road management （中庸之道型(5,5) ） Country club management （乡村俱乐部型 (1,9) ） Team management （团队型 (9,9) ） 结论表明管理者应该采用 (9,9) 风格 也没有研究证据支持（9,9）在所有情境下都是最有效的 并未回答如何使管理者成为有效的领导者这一问题,Exhibit 173TheManagerialGrid,Source: Reprinted by permission of Harvard Business Review. A

16、n exhibit from “Breakthrough in Organization Development” by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and Larry E. Greiner, NovemberDecember 1964, p. 136. Copyright 1964 by the President and Fellows of Harvard College. All rights reserved.,Contingency Theories of Leadership（权变领导理论）,The Fied

17、ler Model (contd)（菲德勒模型） Proposes that effective group performance depends upon the proper match between the leaders style of interacting with followers and the degree to which the situation allows the leader to control and influence. Assumptions: A certain leadership style should be most effective

18、in different types of situations. Leaders do not readily change leadership styles. Matching the leader to the situation or changing the situation to make it favorable to the leader is required.,Contingency Theories (contd),The Fiedler Model (contd) Least-preferred co-worker (LPC) questionnaire（最难共事者

19、问卷 (LPC) ） Determines leadership style by measuring responses to 18 pairs of contrasting adjectives. High score: a relationship-oriented leadership style Low score: a task-oriented leadership style Situational factors in matching leader to the situation: Leader-member relations（上下级关系） Task structure

20、（任务结构） Position power（职位权力）,Exhibit 174Findings of the Fiedler Model,Contingency Theories (contd),Hersey and Blanchards Situational Leadership Theory (SLT)(赫塞-布兰查德的情境领导理论 ) Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the f

21、ollowers readiness. Acceptance（）: leadership effectiveness depends on whether followers accept or reject a leader. Readiness（）: the extent to which followers have the ability and willingness to accomplish a specific task. Leaders must relinquish control over and contact with followers as they become

22、 more competent.,Contingency Theories (contd),Hersey and Blanchards Situational Leadership Theory (SLT)(赫塞-布兰查德的情境领导理论 ) Creates four specific leadership styles incorporating Fiedlers two leadership dimensions: Telling（告知 ）: high task-low relationship leadership Selling（推销 ）: high task-high relation

23、ship leadership Participating（参与 ）: low task-high relationship leadership Delegating(授权 ): low task-low relationship leadership,Contingency Theories (contd),Hersey and Blanchards Situational Leadership Theory (SLT) Posits four stages follower readiness: R1: followers are unable and unwilling R2: fol

24、lowers are unable but willing R3: followers are able but unwilling R4: followers are able and willing,Contingency Theories (contd),Leader Participation Model (Vroom and Yetton)(领导参与模型) Posits that leader behavior must be adjusted to reflect the task structurewhether it is routine, nonroutine, or in

25、betweenbased on a sequential set of rules (contingencies) for determining the form and amount of follower participation in decision making in a given situation.,Contingency Theories (contd),Leader Participation Model Contingencies（领导参与模型）: Decision significance Importance of commitment Leader expert

26、ise Likelihood of commitment Group support Group expertise Team competence,Exhibit 175Leadership Styles in the Vroom Leader Participation Model,Decide(裁决 ): Leader makes the decision alone and either announces or sells it to group. Consult Individually（个别磋商 ）: Leader presents the problem to group me

27、mbers individually, gets their suggestions, and then makes the decision. Consult Group（群体磋商 ）: Leader presents the problem to group members in a meeting, gets their suggestions, and then makes the decision. Facilitate（推动和促进 ）: Leader presents the problem to the group in a meeting and, acting as faci

28、litator, defines the problem and the boundaries within which a decision must be made. Delegate（授权 ）: Leader permits the group to make the decision within prescribed limits.,Source: Based on V. Vroom, “Leadership and the Decision-Making Process,” Organizational Dynamics, vol. 28, no. 4 (2000), p. 84.

29、,Exhibit 176Time-DrivenModel,Source: Adapted from V. Vroom, “Leadership and the Decision-Making Process,” Organizational Dynamics, vol. 28, no. 4 (2000), p. 87.,Contingency Theories (contd),Path-Goal Model（途径目标模型） States that the leaders job is to assist his or her followers in attaining their goals

30、 and to provide direction or support to ensure their goals are compatible with organizational goals. Leaders assume different leadership styles at different times depending on the situation: Directive leader（指示型领导者 ） Supportive leader（支持型领导者 ） Participative leader（参与型领导者 ） Achievement oriented leade

31、r （成就取向型领导者 ）,Exhibit 177Path-Goal Theory,Contemporary Views on Leadership,Transactional Leadership(事务型领导者 ) Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Transformational Leadership(变革型领导者 ) Leaders who inspire follower

32、s to transcend their own self-interests for the good of the organization by clarifying role and task requirements. Leaders who also are capable of having a profound and extraordinary effect on their followers.,Contemporary Views(contd),Charismatic Leadership(领袖魅力的领导) An enthusiastic, self-confident

33、leader whose personality and actions influence people to behave in certain ways. Characteristics of charismatic leaders(魅力型领导的特征) Have a vision. Are able to articulate the vision. Are willing to take risks to achieve the vision. Are sensitive to the environment and follower needs. Exhibit behaviors

34、that are out of the ordinary.,Contemporary Views(contd),Visionary Leadership(愿景规划的领导) A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation. Visionary leaders have the ability to(愿景规划的领导具有以下能力) Explain the vision to o

35、thers. Express the vision not just verbally but through behavior. Extend or apply the vision to different leadership contexts.,Contemporary Views(contd),Team Leadership Characteristics(团队领导的特征) Having patience to share information Being able to trust others and to give up authority Understanding whe

36、n to intervene Team Leaders Job(团队型领导的工作) Managing the teams external boundary Facilitating the team process Coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communication,Exhibit 178Specific Team Leadership Roles,Leadership Issues in t

37、he 21st Century(世纪的领导事项),Managing Power Legitimate power（法定权力 ） The power a leader has as a result of his or her position. Coercive power（强制权力 ） The power a leader has to punish or control. Reward power（奖赏权力 ） The power to give positive benefits or rewards.,Expert power（专家权力 ） The influence a leader

38、 can exert as a result of his or her expertise, skills, or knowledge. Referent power（参照权力 ） The power of a leader that arise because of a persons desirable resources or admired personal traits.,Developing Credibility and Trust,Credibility (of a Leader)（信誉 ） The assessment of a leaders honesty, compe

39、tence, and ability to inspire by his or her followers Trust（信任 ） Is the belief of followers and others in the integrity, character, and ability of a leader. Dimensions of trust(信任的维度): integrity, competence, consistency, loyalty, and openness.(正直，胜任力，一致性，忠诚，开放性) Is related to increases in job perfor

40、mance, organizational citizenship behaviors, job satisfaction, and organization commitment.,Exhibit 179Suggestions for Building Trust（建立信任 ）,Practice openness（工作透明化）. Be fair（公正）. Speak your feelings（分享情感）. Tell the truth（讲真话）. Show consistency（始终如一）. Fulfill your promises（兑现承诺）. Maintain confidence

41、s（保护隐私？）. Demonstrate competence（展现实力）.,Providing Ethical Leadership,Ethics are part of leadership when leaders attempt to: Foster moral virtue through changes in attitudes and behaviors. Use their charisma in socially constructive ways. Promote ethical behavior by exhibiting their personal traits o

42、f honesty and integrity. Moral Leadership() Involves addressing the means that a leader uses to achieve goals as well as the moral content of those goals.,Empowering Employees(员工授权),Empowerment(授权) Involves increasing the decision-making discretion of workers such that teams can make key operating d

43、ecisions in develop budgets, scheduling workloads, controlling inventories, and solving quality problems. Why empower employees? Quicker responses problems and faster decisions. Addresses the problem of increased spans of control in relieving managers to work on other problems.,Cross-Cultural Leader

44、ship(跨文化领导),Universal Elements of Effective Leadership Vision Foresight Providing encouragement Trustworthiness Dynamism Positiveness Proactiveness,Exhibit 1710Selected Cross-Cultural Leadership Findings,Korean leaders are expected to be paternalistic toward employees. Arab leaders who show kindness

45、 or generosity without being asked to do so are seen by other Arabs as weak. Japanese leaders are expected to be humble and speak frequently. Scandinavian and Dutch leaders who single out individuals with public praise are likely to embarrass, not energize, those individuals. Effective leaders in Ma

46、laysia are expected to show compassion while using more of an autocratic than a participative style. Effective German leaders are characterized by high performance orientation, low compassion, low self-protection, low team orientation, high autonomy, and high participation.,Source: Based on J. C. Ke

47、nnedy, “Leadership in Malaysia: Traditional Values, International Outlook,” Academy of Management Executive, August 2002, pp. 1517; F.C. Brodbeck, M. Frese, and M. Javidan, “Leadership Made in Germany: Low on Compassion, High on Performance,” Academy of Management Executive, February 2002, pp. 1629;

48、 M. F. Peterson and J. G. Hunt, “International Perspectives on International Leadership,” Leadership Quarterly, Fall 1997, pp. 20331; R. J. House and R. N. Aditya, “The Social Scientific Study of Leadership: Quo Vadis?” Journal of Management, vol. 23, no. 3, (1997), p. 463; and R. J. House, “Leaders

49、hip in the Twenty-First Century,” in A. Howard (ed.), The Changing Nature of Work (San Francisco: Jossey-Bass, 1995), p. 442.,Gender Differences and Leadership(性别与领导),Research Findings Males and females use different styles: Women tend to adopt a more democratic or participative style unless in a ma

50、le-dominated job. Women tend to use transformational leadership. Men tend to use transactional leadership.,Exhibit 1711Where Female Managers Do Better: A Scorecard（女性经理在哪些方面做得更好）,Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.,Basics of Leadership,Give people a r

51、eason to come to work. Be loyal to the organizations people Spend time with people who do the real work of the organization. Be more open and more candid about what business practices are acceptable and proper and how the unacceptable ones should be fixed.,Leadership Can Be Irrelevant!（有时领导根本没必要 !,S

52、ubstitutes for Leadership（对领导的替代） Follower characteristics（一些下属特点） Experience, training, professional orientation, or the need for independence Job characteristics（一些工作特点） Routine, unambiguous, and satisfying jobs Organization characteristics （一些组织特点） Explicit formalized goals, rigid rules and procedures, or cohesive work groups,案例 哪种领导类型最有效,ABC公司是一家中等规模的汽车配件生产集团。最近，对该公司的三个重要部门经理进行了一次有关领导类型的调查。 一 安西尔 安西尔对他本部门的产出感到自豪。他总是强调对生产过程、出产量控制的必要性，坚持下属人员必须很好地理解生产指令以得到迅速、完整、准确的反馈。安西尔当遇到小问题时，会放手交给下级去处理，当问题很严重时，他则委派几个有能力的下属人员去解决问题。