领导讲义英文(ppt 23页).ppt

1、Chapter 11 Leadership,11.1 Definition the ability nor,for that matter,are all managers leaders,Difference between management 9,1 authority style;1,9 country club style,4. Scandinavian studies Finland 16% mid. Range 1200 groups Defining the situation: leader-member relation:confidence,trust,respect i

2、n task structure:degree job assignments are procedurized position power:degree of influence a leader has over power variables such as- Matching leaders change the situation to fit the leader,1.(2)Cognitive resource theory update in 1987,A theory of leadership stating that a leader obtains effective

3、group performance by,1st, making effective plans,decisions, the intellectual ability correlate with performance in nonstressful situations,2.Hersey supportive-consideration;participative-consulting;achievement-oriented-set challenging goals leader behaviors is ineffective when it is redundant,4. Pat

4、h-goal theory,2 classes of situational variables: environmental factors outside the control of ;(complement) part of the personal characteristics of the subordinate (interpretation) Directive leads to greater satisfaction for ambiguous or stressful task; when there is substantive conflict within; fi

5、ts one with an external locus of control; is likely to be viewed as redundant by skilled subordinates. Supportive results in high performance fits clear,bureaucratic formal authority relationships. participative fits one with an internal locus of control. achievement-oriented increase ones expectanc

6、ies leading high performance for ambiguous task,5.Leader-participation model in 1973,by Victor Vroom & Phillip Yetton,A leadership theory providing a set of rules to determine the form MD Motivation-Development,6.Irrelevant leadership,In many situations,whatever behaviors leaders exhibit are irrelev

7、ant certain individual,job,& organizational variables act as substitutes or neutralizers,Chapter 11 Leadership,11.5 Recent approaches,1.Attribution theory attempting to make sense out of cause-effect relationship,Propose that leadership is merely an attribution that people make about other individua

8、ls characterize leaders as having such traits as intelligence,outgoing personality,strong verbal skills,aggressiveness,understanding, under the extreme conditions,2.Charismatic leadership extension of attribution theory,Followers make attributions of heroic or extraordinary leadership abilities when

9、 they observe certain behaviors identify personal characteristics of the charismatic leader: extremely high confidence,a vision, ability to articulate the vision, strong convictions in the vision,behavior out of ordinary,being a change agent,environmental sensitivity. When the followers task has an

10、ideological component,3. Transactional , Transformational leader,Transactional leader:guide or motivate their followers in the direction of established goals by clarifying roles & task requirement Transformational leader:provide individualized consideration & intellectual stimulation,& who pocess charisma Transformational leader get high appraisal，strongly related to lower rates of absenteeism,