第11章 領(lǐng)導(1)

1、Chapter 11 Leadership11.1 Definition the ability & process to influence a group toward the achievement of goals not all leaders are managers;nor,for that matter,are all managers leadersDifference between management & leadership attitudes towards goals: Managers tend to adopt impersonal,leade

2、rs take a personal & active. Work view:an enabling process involving -,temperamentally disposed to seek out risk & danger. Prefer to work with people,concerned with ideas management coping with complexity,leader coping with change,developing a vision of the future; most firms are underled &a

3、mp; overmanagedTransition in leadership theories What makes an effective leader the 1st approach sought to find universal personality traits that leaders had to some great degree than nonleaders explain leadership in terms of the behavior a person engaged in “false starts” based on their erroneous c

4、onception Contingency models to explain the inadequacies of previous leadership attempting to identify the set of traits that people implicitly refer to as a leader 11. 2 Trait theories 1930s by psychologists Theories seeking personality,social,physical, or intellectual traits differentiating leader

5、s from nonleaders Identify traits consistently associated with leader: ambition & energy,the desire to lead,honesty & integrity, self-confidence, intelligence,job-related knowledge isolating traits resulted in dead ends,4 reason: overlooks the needs of followers;fails to clarify the relative

6、 importance;doesnt separate cause from effect;ignore situational factorsChapter 11 Leadership11.3 Behavioral theories the late 1940s-mid-1960s Theories proposing that specific behaviors differentiate leaders from nonleaders trait research were successful,then leader is basically inborn, would have p

7、rovided a basis for selecting the right “l(fā)eader” behavior theories were valid,we could teach people to be leaders,training 1.Ohio State studies in the late 1940sIdentify independent dimensions of leader behavior. beginning with over 1000 dimensions initiating structure:the extent to which a leader i

8、s likely to define & structure his role & those of subordinates in the 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 ch

9、aracterized by mutual trust,respect for subordinates ideas,& regard for their feelings. Negatively related to performance ratings of the leader by his superior “high-high” leader tended to achieve high performance & satisfaction more frequently than those; 2. University of Michigan studies E

10、mployee-oriented leader:emphasizes interpersonal relations production-oriented:emphasizes technical or task aspects of the job Employee-oriented leaders were associated with higher group productivity & higher job satisfaction.3.The managerial grid Blake & Mouton A 9-by-9 matrix outlining 81

11、different styles concern for people, production 9 possible positions along each axis managers perform best under a 9,9 style; 9,1 authority style;1,9 country club style4. Scandinavian studies Finland & Sweden Basic premise:in changing world,effective leaders would exhibit development-oriented be

12、havior 3rd separate dimension: values experimentation,seeking new ideas,& generating & implementing change. Went back & look at the original Ohio data, - wasnt critical in those days; positive evident in 1990s dynamic environment.Chapter 11 Leadership11.4 Contingency theories leadership

13、effectiveness was dependent on the situation,isolate those critical situational factors-moderate variables1.Fiedler Model least preferred co-worker (LPC) questionnaire Identifying leadership style:LPC score-relationship, task oriented; 16% mid. Range 1200 groups Defining the situation: leader-member

14、 relation:confidence,trust,respect in task structure:degree job assignments are procedurized position power:degree of influence a leader has over power variables such as- Matching leaders & situation:favorable I,II,iii,Vii,Viii; change the leader to fit the situation; change the situation to fit

15、 the leader1.(2)Cognitive resource theory update in 1987 A theory of leadership stating that a leader obtains effective group performance by,1st, making effective plans,decisions,& strategies;2nd, communicating them through directive behavior how stress & Cognitive resource such as intellige

16、nce, experience play a role on leadership effectiveness; 3 prediction: directive behavior result in good performance only if it linked with high intelligence in a supportive, nonstressful environment; in highly stressful situations, job experience is positive related with performance; the intellectu

17、al ability correlate with performance in nonstressful situations2.Hersey & Blanchards situational theory A contingency theory focusing on followers readiness readiness: the extent to which people have the ability & willingness to accomplish a specific task 4 stages R1.unable & unwilling;

18、R2. unable but willing;R3. able but unwilling;R4. able & willing leadership behaviors: telling(high task-low relationship)- R1; selling(high-high)- R2;participating(low-high)- R3; delegating(low-low)- R4 task-able;relationship-willing3.Leader-member exchange theory LMX: leaders create in-group &

19、amp; out-group, & subordinate with in-group status will have higher performance ratings,less turnover,& greater satisfaction with their superior the leader implicitly categorizes the subordinate as an in- & out-group & that relationship is relatively stable over time; similar persona

20、l characteristics generally supportive4. Path-goal theory by Robert House The 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 easily the theory that a leaders behavior is acceptable to subordinate insof

21、ar as they view it as a source of either immediate or future satisfaction 4 leadership behaviors: directive leader-task;supportive-consideration;participative-consulting;achievement-oriented-set challenging goals leader behaviors is ineffective when it is redundant4. Path-goal theory 2 classes of si

22、tuational 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; fits one with an external locus

23、 of control; is likely to be viewed as redundant by skilled subordinates. Supportive results in high performance & satisfaction for structured tasks; fits clear,bureaucratic formal authority relationships. participative fits one with an internal locus of control. achievement-oriented increase on

24、es expectancies leading high performance for ambiguous task5.Leader-participation model in 1973,by Victor Vroom & Phillip Yetton A leadership theory providing a set of rules to determine the form & amount of participative D-M situationally 5 behavior feasible in given situation: Autocratic I

25、,II (information); Consultative I,II (share problem collective); & Group QR Quality Requirement; CR Commitment R; LI Leader Information; ST Problem Structure; CP Commitment Probability;GC Goal Congruence; CO Subordinate Conflict; SI Subordinate Information; TC Time Constraint; GD Geographical Di

26、spersion; MT Motivation-Time; MD Motivation-Development6.Irrelevant leadership In many situations,whatever behaviors leaders exhibit are irrelevant certain individual,job,& organizational variables act as substitutes or neutralizersChapter 11 Leadership11.5 Recent approaches1.Attribution theory

27、attempting to make sense out of cause-effect relationship Propose that leadership is merely an attribution that people make about other individuals characterize leaders as having such traits as intelligence,outgoing personality,strong verbal skills,aggressiveness,understanding, & industriousness

28、 use leadership to explain organizational outcome; under the extreme conditions2.Charismatic leadership extension of attribution theory Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors identify personal characteristics of the charismatic leader: extremely high confidence