管理學第17章領導Leadershipppt課件

1、LeadershipChapter17.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 LeadershipDefine leaders and leadership.Explain why managers should be leaders.Early Leadership TheoriesDiscuss what research has shown about leadership trait

2、s.Contrast the findings of the four behavioral leadership theories.Explain the dual nature of a leaders behavior.2.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 LeadershipExplain how Fiedlers theory of leadership is a co

3、ntingency model.Contrast situational leadership theory and the leader participation model.Discuss how path-goal theory explains leadership.Contemporary Views on LeadershipDifferentiate between transactional and transformational leaders.Describe charismatic and visionary leadership.Discuss what team

4、leadership involves.3.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 CenturyTell the five sources of a leaders power.Discuss the issues todays leaders face.Explain why leadership is sometimes irrelevant.4.Le

5、aders and LeadershipLeader Someone who can influence others and who has managerial authorityLeadership What leaders do; the process of influencing a group to achieve goalsIdeally, all managers should be leadersAlthough groups may have informal leaders who emerge, those are not the leaders were study

6、ingLeadership research has tried to answer: What is an effective leader?5.Early Leadership TheoriesTrait Theories (1920s-30s)(特質實際)Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful. Later research on the leadership process identifie

7、d seven traits associated with successful leadership:Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.6.Exhibit 171Seven Traits Associated with LeadershipSource: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really

8、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. 765780.7.Exhibit 172Behavioral Theories of Leadership(行為實際)8.Exhibit

9、 172 (contd)Behavioral Theories of Leadership9.Early Leadership Theories (contd)Behavioral Theories行為實際University of Iowa Studies (Kurt Lewina勒溫)Identified three leadership styles:Autocratic style(獨裁型風格 ): centralized authority, low participationDemocratic style(民主型風格 ): involvement, high participat

10、ion, feedbackLaissez faire style(放任型風格 ): hands-off managementResearch findings: mixed resultsNo specific style was consistently better for producing better performanceEmployees were more satisfied under a democratic leader than an autocratic leader.10.Early Leadership Theories (contd)Behavioral The

11、ories (contd)Ohio State Studies俄亥俄州立大學的研討 Identified two dimensions of leader behaviorInitiating structure定規(guī)維度 : the role of the leader in defining his or her role and the roles of group membersConsideration關懷維度 : the leaders mutual trust and respect for group members ideas and feelings.Research fin

12、dings: mixed resultsHigh-high leaders generally, but not always, achieved high group task performance and satisfaction.Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.11.Early Leadership Theories (contd)Behavioral Theories (contd)University of Mich

13、igan Studies密歇根大學的研討 Identified two dimensions of leader behaviorEmployee oriented員工導向 : emphasizing personal relationshipsProduction oriented消費導向 : emphasizing task accomplishmentResearch findings: Leaders who are employee oriented are strongly associated with high group productivity and high job s

14、atisfaction.12.The Managerial GridManagerial Grid管理方格圖Appraises leadership styles using two dimensions:Concern for people關懷員工 Concern for production關懷消費Places managerial styles in five categories:Impoverished management貧乏型(1,1) Task management 義務型 (9,1) Middle-of-the-road management 中庸之道型(5,5) Count

15、ry club management 鄉(xiāng)村俱樂部型 (1,9) Team management 團隊型 (9,9) 結論闡明管理者應該采用 (9,9) 風格也沒有研討證據(jù)支持9,9在一切情境下都是最有效的 并未回答如何使管理者成為有效的指點者這一問題13.Exhibit 173TheManagerialGridSource: Reprinted by permission of Harvard Business Review. An exhibit from “Breakthrough in Organization Development by Robert R. Blake, Jane S

16、. Mouton, Louis B. Barnes, and Larry E. Greiner, NovemberDecember 1964, p. . Copyright 1964 by the President and Fellows of Harvard College. All rights reserved.14.Contingency Theories of Leadership權變指點實際The Fiedler Model (contd)菲德勒模型Proposes that effective group performance depends upon the proper

17、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 in different types of situations.Leaders do not readily change leadership styles.Matching the

18、 leader to the situation or changing the situation to make it favorable to the leader is required.15.Contingency Theories (contd)The Fiedler Model (contd)Least-preferred co-worker (LPC) questionnaire最難共事者問卷 (LPC) Determines leadership style by measuring responses to 18 pairs of contrasting adjective

19、s.High score: a relationship-oriented leadership styleLow score: a task-oriented leadership styleSituational factors in matching leader to the situation:Leader-member relations上下級關系Task structure義務構造Position power職位權益16.Exhibit 174Findings of the Fiedler Model17.Contingency Theories (contd)Hersey an

20、d Blanchards Situational Leadership Theory (SLT)(赫塞-布蘭查德的情境指點實際 )Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers readiness.Acceptance: leadership effectiveness depends on whether followers accept or reject a lead

21、er.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 more competent.18.Contingency Theories (contd)Hersey and Blanchards Situational Leadership Theory (SLT)(赫塞-布蘭查德的情境

22、指點實際 )Creates four specific leadership styles incorporating Fiedlers two leadership dimensions:Telling告知 : high task-low relationship leadershipSelling推銷 : high task-high relationship leadershipParticipating參與 : low task-high relationship leadershipDelegating(授權 ): low task-low relationship leadersh

23、ip19.Contingency Theories (contd)Hersey and Blanchards Situational Leadership Theory (SLT)Posits four stages follower readiness:R1: followers are unable and unwillingR2: followers are unable but willingR3: followers are able but unwillingR4: followers are able and willing20.Contingency Theories (con

24、td)Leader Participation Model (Vroom and Yetton)(指點參與模型)Posits that leader behavior must be adjusted to reflect the task structurewhether it is routine, nonroutine, or in betweenbased on a sequential set of rules (contingencies) for determining the form and amount of follower participation in decisi

25、on making in a given situation.21.Contingency Theories (contd)Leader Participation Model Contingencies指點參與模型:Decision significanceImportance of commitmentLeader expertiseLikelihood of commitmentGroup supportGroup expertiseTeam competence22.Exhibit 175Leadership Styles in the Vroom Leader Participati

26、on ModelDecide(判決 ): Leader makes the decision alone and either announces or sells it to group.Consult Individually個別磋商 : Leader presents the problem to group members individually, gets their suggestions, and then makes the decision.Consult Group群體磋商 : Leader presents the problem to group members in

27、 a meeting, gets their suggestions, and then makes the decision.Facilitate推進和促進 : Leader presents the problem to the group in a meeting and, acting as facilitator, defines the problem and the boundaries within which a decision must be made.Delegate授權 : Leader permits the group to make the decision w

28、ithin prescribed limits.Source: Based on V. Vroom, “Leadership and the Decision-Making Process, Organizational Dynamics, vol. 28, no. 4 (2000), p. 84.23.Exhibit 176Time-DrivenModelSource: Adapted from V. Vroom, “Leadership and the Decision-Making Process, Organizational Dynamics, vol. 28, no. 4 (200

29、0), p. 87.24.Contingency Theories (contd)Path-Goal Model途徑目的模型States that the leaders job is to assist his or her followers in attaining their goals and to provide direction or support to ensure their goals are compatible with organizational goals.Leaders assume different leadership styles at differ

30、ent times depending on the situation:Directive leader指示型指點者 Supportive leader支持型指點者 Participative leader參與型指點者 Achievement oriented leader 成就取向型指點者 25.Exhibit 177Path-Goal Theory26.Contemporary Views on LeadershipTransactional Leadership(事務型指點者 )Leaders who guide or motivate their followers in the d

31、irection of established goals by clarifying role and task requirements.Transformational Leadership(變革型指點者 )Leaders who inspire followers 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 a

32、nd extraordinary effect on their followers.27.Contemporary Views(contd)Charismatic Leadership(領袖魅力的指點)An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.Characteristics of charismatic leaders(魅力型指點的特征)Have a vision.Are able to articulate t

33、he vision.Are willing to take risks to achieve the vision.Are sensitive to the environment and follower needs.Exhibit behaviors that are out of the ordinary.28.Contemporary Views(contd)Visionary Leadership(愿景規(guī)劃的指點)A leader who creates and articulates a realistic, credible, and attractive vision of t

34、he future that improves upon the present situation.Visionary leaders have the ability to(愿景規(guī)劃的指點具有以下才干)Explain the vision to others.Express the vision not just verbally but through behavior.Extend or apply the vision to different leadership contexts.29.Contemporary Views(contd)Team Leadership Charac

35、teristics(團隊指點的特征)Having patience to share informationBeing able to trust others and to give up authorityUnderstanding when to interveneTeam Leaders Job(團隊型指點的任務)Managing the teams external boundaryFacilitating the team processCoaching, facilitating, handling disciplinary problems, reviewing team an

36、d individual performance, training, and communication30.Exhibit 178Specific Team Leadership Roles31.Leadership Issues in the 21st Century(世紀的指點事項)Managing PowerLegitimate power法定權益 The power a leader has as a result of his or her position.Coercive power強迫權益 The power a leader has to punish or contro

37、l.Reward power獎賞權益 The power to give positive benefits or rewards.Expert power專家權益 The influence a leader can exert as a result of his or her expertise, skills, or knowledge.Referent power參照權益 The power of a leader that arise because of a persons desirable resources or admired personal traits.32.Dev

38、eloping Credibility and TrustCredibility (of a Leader)信譽 The assessment of a leaders honesty, competence, and ability to inspire by his or her followersTrust信任 Is the belief of followers and others in the integrity, character, and ability of a leader.Dimensions of trust(信任的維度): integrity, competence

39、, consistency, loyalty, and openness.(耿直，勝任力，一致性，忠實，開放性)Is related to increases in job performance, organizational citizenship behaviors, job satisfaction, and organization commitment.33.Exhibit 179Suggestions for Building Trust建立信任 Practice openness任務透明化.Be fair公正.Speak your feelings分享情感.Tell the t

40、ruth講真話.Show consistency一直如一.Fulfill your promises兌現(xiàn)承諾.Maintain confidences維護隱私？.Demonstrate competence展現(xiàn)實力.34.Providing Ethical LeadershipEthics are part of leadership when leaders attempt to:Foster moral virtue through changes in attitudes and behaviors.Use their charisma in socially constructive

41、ways.Promote ethical behavior by exhibiting their personal traits of 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.35.Empowering Employees(員工授權)Empowerment(授權)Involves increasing the decision-maki

42、ng discretion of workers such that teams can make key operating decisions 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 relie

43、ving managers to work on other problems.36.Cross-Cultural Leadership(跨文化指點)Universal Elements of Effective LeadershipVisionForesightProviding encouragementTrustworthinessDynamismPositivenessProactiveness37.Exhibit 1710Selected Cross-Cultural Leadership FindingsKorean leaders are expected to be pater

44、nalistic toward employees.Arab leaders who show kindness 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, no

45、t energize, those individuals.Effective leaders in Malaysia 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 autonom

46、y, and high participation.Source: Based on J. C. Kennedy, “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

47、of Management Executive, February 2002, pp. 1629; 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, n

48、o. 3, (1997), p. 463; and R. J. House, “Leadership in the Twenty-First Century, in A. Howard (ed.), The Changing Nature of Work (San Francisco: Jossey-Bass, 1995), p. 442.38.Gender Differences and Leadership(性別與指點)Research FindingsMales and females use different styles:Women tend to adopt a more dem

49、ocratic or participative style unless in a male-dominated job.Women tend to use transformational leadership.Men tend to use transactional leadership.39.Exhibit 1711Where Female Managers Do Better: A Scorecard女性經(jīng)理在哪些方面做得更好Source: R. Sharpe, “As Leaders, Women Rule, BusinessWeek, November 20. 2000, p.

50、 75.40.Basics of LeadershipGive people a reason to come to work.Be loyal to the organizations peopleSpend 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. 41.L

51、eadership Can Be Irrelevant!有時指點根本沒必要 !Substitutes for Leadership對指點的替代Follower characteristics一些下屬特點Experience, training, professional orientation, or the need for independenceJob characteristics一些任務特點Routine, unambiguous, and satisfying jobsOrganization characteristics 一些組織特點Explicit formalized goals, rigid rules and procedures, or cohesive work groups42.案例 哪種指點類型最有效 ABC公司是一家中等規(guī)模的汽車配件消費集團。最近，對該公司的三個重要部門經(jīng)理進展了一次有關指點類型的調查。一 安西爾 安西爾對他本部門的產(chǎn)出感到驕傲。他總是強調對消費過程、出產(chǎn)量控制的必要性，堅持下屬人員必需很好地了解消費指令以得到迅速、完好、準確的反響。安西爾當遇到小問題時，會放手交給下級去處置，當問題很嚴重時，他那么委派幾個有才干的下屬人員去處理問題。通常情況下，他只是