组织行为学清华class9

1、Chapter 11Leadership11.1 Definitionthe ability & process to influence agroup toward the achievement of goalsnot all leaders are managers;nor,for that matter,are all managers leadersDifference between management &leadershipattitudes towards goals: Managers tend to adopt impersonal,leaders take a pers

2、onal &active.Work view:an enabling processinvolving -,temperamentally disposed to seek out risk & danger.Prefer to work with people,concerned with ideasmanagement coping with complexity,leader coping with change,developing a vision of the future; most firms are underled &overmanagedTransition in lea

3、dership theoriesWhat makes an effective leaderthe 1st approach sought to find universal personality traits that leaders had to some great degree than nonleadersexplain leadership in terms of the behavior a person engaged in“false starts” based on their conceptionerroneousContingency models to explai

4、n the inadequacies of previous leadershipattempting to identify the set of traits that people implicitly refer to as a leader11. 2Trait theories1930s by psychologistsTheories seeking personality,social,physical, or intellectual traits differentiating leaders from nonleadersIdentify traits consistent

5、ly associated with leader: ambition & energy,the desire to lead,honesty & integrity, self-confidence, intelligence,job-related knowledgeisolating traits resulted in dead ends,4 reason: overlooks the needs of followers;fails to clarify the relative importance;doesnt separate cause from effect;ignore

6、situational factorsChapter 11Leadership11.3Behavioral theoriesthe late 1940s-mid-1960sTheories proposing that specific behaviors differentiate leaders fromnonleaderstrait research weresuccessful,then leader is basically inborn, would have provided a basis for selecting theright “leader”behaviortheor

7、ies were valid,we could teach people tobe leaders,training1.Ohio State studiesin the late 1940sIdentify independent dimensions of leader behavior.beginning with over 1000 dimensionsinitiating structure:the extent to which a leader is likely to define & structure his role & those of subordinates in t

8、he search for goal attainment; high on it lead to greater rates of grievances, absenteeism,& turnover & lower levels of job satisfaction for workers performing routine tasks.consideration: -have job relationships characterized by mutual trust,respect for subordinates ideas,& regard for their feeling

9、s.Negatively related to performance ratings of leader by his superior“high-high” leader tended to achieve highthe2. University of Michigan studiesEmployee-oriented leader:emphasizes interpersonal relationsproduction-oriented:emphasizes technicalortask aspects of the jobEmployee-oriented leaders were

10、 associated with higher group productivity & higher job satisfaction.3.The managerial gridBlake & MoutonA 9-by-9 matrix outlining 81 different styles concern for people, production9 possible positions along each axismanagers perform best under a 9,9 style; 9,1 authority style;1,9 country club style4

11、. Scandinavian studiesFinland & SwedenBasic premise:in changing world,effective leaders would exhibit development-oriented behavior3rd separate dimension:valuesexperimentation,seeking new ideas,& generating & implementing change.Went back & look at the original Ohio data, - wasnt critical in those d

12、ays; positive evident in 1990s dynamic environment.Chapter 11Leadership11.4Contingencytheoriesleadership effectiveness was dependent on the situation,isolate those critical situational factors- moderate variables1.Fiedler Modelleast preferred co-worker (LPC) questionnaireIdentifying leadership style

13、:LPC score-relationship,task oriented; 16% mid. RangeDefining the situation:1200 groupsleader-member relation:confidence,trust,respect intask structure:degree job assignments areposition power:degree of influence aprocedurizedleader has over power variables such as-Matching leaders & situation:favor

14、able I,II,iii,Vii,Viii; change the leader to fit the situation; change the situation to fit the leader1.(2)Cognitive resource theoryupdate in 1987A theory of leadership stating that a leader obtains effective group performance by,1st, making effective plans,decisions,& strategies;2nd, communicating

15、them through directive behaviorhow stress & Cognitive resource such as intelligence, experience play a role on leadership effectiveness;3 prediction: directive behavior result in good performance only if it linked with high intelligence in asupportive, nonstressful environment;in highlystressful sit

16、uations, job experience is positive relatedwith performance;the intellectual ability correlatewith performance in nonstressful situations2.Hersey & Blanchardssituational theoryA contingency theory focusing on followers readinessreadiness: the extent to which people have the ability &willingness to a

17、ccomplish a specific task4stagesR1.unable & unwilling;R2. unable butwilling;R3. able but unwilling;R4. able & willingleadership behaviors: telling(high task-low relationship)- R1; selling(high-high)- R2;participating(low-high)- R3; delegating(low-low)- R4task-able;relationship-willing3.Leader-member

18、 exchange theoryLMX: leaders create in-group & out-group, & subordinate with in-group status will have higher performance ratings,less turnover,& greater satisfaction with their superiorthe leader implicitly categorizes the subordinate as an in- & out-group & that relationship is relatively stable o

19、ver time; similar personal characteristicsgenerally supportive4. Path-goal theoryby Robert HouseThe term path-goal is derived from the belief that effective leaders clarify the path to help their followers get the achievement of their work goals easilythe theory that a leaders behavior is acceptable

20、 to subordinate insofar as they view it as a source of either immediate or future satisfaction4 leadership behaviors:directive leader-task;supportive-consideration;participative- consulting;achievement-oriented-set challenging goals leader behaviors is ineffective when it is redundant4. Path-goal th

21、eory2 classes of situational variables:environmental factors outside the controlof ;(complement)part of the personalcharacteristics of the subordinate (interpretation)Directive leads to greater satisfaction for ambiguous or stressful task; when there is substantive conflictwithin; fits one with an e

22、xternal locus of control; likely to be viewed as redundant by skilledissubordinates.Supportive results in highperformance & satisfaction for structured tasks; fits clear,bureaucratic formal authority relationships. participative fits one with an internal locus of control. achievement-oriented increa

23、se ones expectancies leading high performance for ambiguous task5.Leader-participation modelin 1973,by Victor Vroom & Phillip YettonA leadership theory providing a set of rules to determine the form & amount of participative D-M situationally5 behavior feasible in given situation: Autocratic I,II (i

24、nformation); Consultative I,II (share problem collective); & GroupQR Quality Requirement; CR Commitment R;LILeader Information;ST Problem Structure;CP Commitment Probability;GC Goal Congruence;CO Subordinate Conflict; TC Time Constraint;MT Motivation-Time;SI Subordinate Information; GD Geographical

25、Dispersion; MD Motivation-Development6.Irrelevant leadershipIn many situations,whatever behaviors leaders exhibit are irrelevantcertain individual,job,& organizational variables act as substitutes or neutralizersChapter 11Leadership11.5 Recent approaches1.Attribution theoryattempting to make sense o

26、ut of cause-effect relationshipPropose that leadership is merely an attribution that people make about other individualscharacterize leaders as having such traits as intelligence,outgoing personality,strong verbal skills,aggressiveness,understanding, & industriousnessuse leadership to explain organi

27、zational outcome; under the extreme conditions2.Charismatic leadershipextension of attribution theoryFollowers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviorsidentify personal characteristics of the charismatic leader: extremely high confidence,a visio