管理學(xué)課件第章領(lǐng)導(dǎo)Leadership

1、LeadershipChapter17第一頁，共四十八頁。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 leaders

2、hip traits.Contrast the findings of the four behavioral leadership theories.Explain the dual nature of a leaders behavior.2第二頁，共四十八頁。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

3、leadership is a contingency 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.

4、Discuss what team leadership involves.3第三頁，共四十八頁。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 i

5、s sometimes irrelevant.4第四頁，共四十八頁。Leaders 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,

6、those are not the leaders were studyingLeadership research has tried to answer: What is an effective leader?5第五頁，共四十八頁。Early Leadership TheoriesTrait Theories (1920s-30s)(特質(zhì)理論)Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful. Later

7、 research on the leadership process identified seven traits associated with successful leadership:Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.6第六頁，共四十八頁。Exhibit 171Seven Traits Associated with LeadershipSource: S. A. Kirkp

8、atrick and E. A. Locke, “Leadership: 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. 765780.7第七頁，

9、共四十八頁。Exhibit 172Behavioral Theories of Leadership(行為理論)8第八頁，共四十八頁。Exhibit 172 (contd)Behavioral Theories of Leadership9第九頁，共四十八頁。Early Leadership Theories (contd)Behavioral Theories（行為理論）University of Iowa Studies (Kurt Lewina勒溫)Identified three leadership styles:Autocratic style(獨裁型風(fēng)格 ): centraliz

10、ed authority, low participationDemocratic style(民主型風(fēng)格 ): involvement, high participation, feedbackLaissez faire style(放任型風(fēng)格 ): hands-off managementResearch findings: mixed resultsNo specific style was consistently better for producing better performanceEmployees were more satisfied under a democrati

11、c leader than an autocratic leader.10第十頁，共四十八頁。Early Leadership Theories (contd)Behavioral Theories (contd)Ohio State Studies（俄亥俄州立大學(xué)的研究 ）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 membersConsider

12、ation（關(guān)懷維度 ）: the leaders mutual trust and respect for group members ideas and feelings.Research findings: mixed resultsHigh-high leaders generally, but not always, achieved high group task performance and satisfaction.Evidence indicated that situational factors appeared to strongly influence leader

13、ship effectiveness.11第十一頁，共四十八頁。Early Leadership Theories (contd)Behavioral Theories (contd)University of Michigan Studies（密歇根大學(xué)的研究 ）Identified two dimensions of leader behaviorEmployee oriented（員工導(dǎo)向 ）: emphasizing personal relationshipsProduction oriented（生產(chǎn)導(dǎo)向 ）: emphasizing task accomplishmentRese

14、arch findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.12第十二頁，共四十八頁。The Managerial GridManagerial Grid（管理方格圖）Appraises leadership styles using two dimensions:Concern for people（關(guān)心員工 ）Concern for production（關(guān)心生產(chǎn)）Places manageria

15、l styles in five categories:Impoverished management（貧乏型(1,1) ）Task management （任務(wù)型 (9,1) ）Middle-of-the-road management （中庸之道型(5,5) ）Country club management （鄉(xiāng)村俱樂部型 (1,9) ）Team management （團(tuán)隊型 (9,9) ）結(jié)論表明管理者應(yīng)該采用 (9,9) 風(fēng)格也沒有研究證據(jù)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為有效的領(lǐng)導(dǎo)者這一問題13第十三頁，共四十八頁。Exhibit 173TheMana

16、gerialGridSource: Reprinted by permission of Harvard Business Review. An 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. A

17、ll rights reserved.14第十四頁，共四十八頁。Contingency Theories of Leadership（權(quán)變領(lǐng)導(dǎo)理論）The Fiedler 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

18、 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 leader to the situation or changing the situation to make it favorable to the leader is required.15第十五頁，共四十八頁。Contingency Theor

19、ies (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 adjectives.High score: a relationship-oriented leadership styleLow score: a task-oriented leadership styleSituational factors

20、 in matching leader to the situation:Leader-member relations（上下級關(guān)系）Task structure（任務(wù)結(jié)構(gòu)）Position power（職位權(quán)力）16第十六頁，共四十八頁。Exhibit 174Findings of the Fiedler Model17第十七頁，共四十八頁。Contingency Theories (contd)Hersey and Blanchards Situational Leadership Theory (SLT)(赫塞-布蘭查德的情境領(lǐng)導(dǎo)理論 )Argues that successful le

21、adership 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 leader.Readiness（）: the extent to which followers have the ability and willingness to accomp

22、lish a specific task.Leaders must relinquish control over and contact with followers as they become more competent.18第十八頁，共四十八頁。Contingency Theories (contd)Hersey and Blanchards Situational Leadership Theory (SLT)(赫塞-布蘭查德的情境領(lǐng)導(dǎo)理論 )Creates four specific leadership styles incorporating Fiedlers two lea

23、dership 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(quán) ): low task-low relationship leadership19第十九頁，共四十八頁。Contingency Theories (contd)Hersey and Blanchards Situa

24、tional 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第二十頁，共四十八頁。Contingency Theories (contd)Leader Participation Model (Vroom and Yetton)(領(lǐng)

25、導(dǎo)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 decision making in a given situation.21第二十一頁，共四十八頁。Conti

26、ngency Theories (contd)Leader Participation Model Contingencies（領(lǐng)導(dǎo)參與模型）:Decision significanceImportance of commitmentLeader expertiseLikelihood of commitmentGroup supportGroup expertiseTeam competence22第二十二頁，共四十八頁。Exhibit 175Leadership Styles in the Vroom Leader Participation ModelDecide(裁決 ): Leade

27、r 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 a meeting, gets their

28、 suggestions, and then makes the decision.Facilitate（推動和促進(jìn) ）: 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(quán) ）: Leader permits the group to make the decision within prescribed l

29、imits.Source: Based on V. Vroom, “Leadership and the Decision-Making Process,” Organizational Dynamics, vol. 28, no. 4 (2000), p. 84.23第二十三頁，共四十八頁。Exhibit 176Time-DrivenModelSource: Adapted from V. Vroom, “Leadership and the Decision-Making Process,” Organizational Dynamics, vol. 28, no. 4 (2000), p

30、. 87.24第二十四頁，共四十八頁。Contingency Theories (contd)Path-Goal Model（途徑目標(biāo)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 a

31、t different times depending on the situation:Directive leader（指示型領(lǐng)導(dǎo)者 ）Supportive leader（支持型領(lǐng)導(dǎo)者 ）Participative leader（參與型領(lǐng)導(dǎo)者 ）Achievement oriented leader （成就取向型領(lǐng)導(dǎo)者 ）25第二十五頁，共四十八頁。Exhibit 177Path-Goal Theory26第二十六頁，共四十八頁。Contemporary Views on LeadershipTransactional Leadership(事務(wù)型領(lǐng)導(dǎo)者 )Leaders who guid

32、e or motivate their followers in the direction of established goals by clarifying role and task requirements.Transformational Leadership(變革型領(lǐng)導(dǎo)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 a

33、lso are capable of having a profound and extraordinary effect on their followers.27第二十七頁，共四十八頁。Contemporary Views(contd)Charismatic Leadership(領(lǐng)袖魅力的領(lǐng)導(dǎo))An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.Characteristics of charismatic leader

34、s(魅力型領(lǐng)導(dǎo)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 that are out of the ordinary.28第二十八頁，共四十八頁。Contemporary Views(contd)Visionary Leadership(愿景規(guī)劃的領(lǐng)導(dǎo))A leader who creates and a

35、rticulates a realistic, credible, and attractive vision of the future that improves upon the present situation.Visionary leaders have the ability to(愿景規(guī)劃的領(lǐng)導(dǎo)具有以下能力)Explain the vision to others.Express the vision not just verbally but through behavior.Extend or apply the vision to different leadership

36、 contexts.29第二十九頁，共四十八頁。Contemporary Views(contd)Team Leadership Characteristics(團(tuán)隊領(lǐng)導(dǎo)的特征)Having patience to share informationBeing able to trust others and to give up authorityUnderstanding when to interveneTeam Leaders Job(團(tuán)隊型領(lǐng)導(dǎo)的工作)Managing the teams external boundaryFacilitating the team processCo

37、aching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communication30第三十頁，共四十八頁。Exhibit 178Specific Team Leadership Roles31第三十一頁，共四十八頁。Leadership Issues in the 21st Century(世紀(jì)的領(lǐng)導(dǎo)事項)Managing PowerLegitimate power（法定權(quán)力 ）The power a leader has as

38、 a result of his or her position.Coercive power（強(qiáng)制權(quán)力 ）The power a leader has to punish or control.Reward power（獎賞權(quán)力 ）The power to give positive benefits or rewards.Expert power（專家權(quán)力 ）The influence a leader can exert as a result of his or her expertise, skills, or knowledge.Referent power（參照權(quán)力 ）The p

39、ower of a leader that arise because of a persons desirable resources or admired personal traits.32第三十二頁，共四十八頁。Developing Credibility and TrustCredibility (of a Leader)（信譽(yù) ）The assessment of a leaders honesty, competence, and ability to inspire by his or her followersTrust（信任 ）Is the belief of follow

40、ers and others in the integrity, character, and ability of a leader.Dimensions of trust(信任的維度): integrity, competence, consistency, loyalty, and openness.(正直，勝任力，一致性，忠誠，開放性)Is related to increases in job performance, organizational citizenship behaviors, job satisfaction, and organization commitment

41、.33第三十三頁，共四十八頁。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（講真話）.Show consistency（始終如一）.Fulfill your promises（兌現(xiàn)承諾）.Maintain confidences（保護(hù)隱私？）.Demonstrate competence（展現(xiàn)實力）.34第三十四頁，共四十八頁。Providing Ethical LeadershipEthi

42、cs 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 of honesty and integrity.Moral Leadership()Involves addressing the means that

43、 a leader uses to achieve goals as well as the moral content of those goals.35第三十五頁，共四十八頁。Empowering Employees(員工授權(quán))Empowerment(授權(quán))Involves increasing the decision-making discretion of workers such that teams can make key operating decisions in develop budgets, scheduling workloads, controlling inve

44、ntories, 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.36第三十六頁，共四十八頁。Cross-Cultural Leadership(跨文化領(lǐng)導(dǎo))Universal Elements of Effective LeadershipVisi

45、onForesightProviding encouragementTrustworthinessDynamismPositivenessProactiveness37第三十七頁，共四十八頁。Exhibit 1710Selected Cross-Cultural Leadership FindingsKorean leaders are expected to be paternalistic toward employees.Arab leaders who show kindness or generosity without being asked to do so are seen b

46、y 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 Malaysia are expected to show compassion while using more o

47、f 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. Kennedy, “Leadership in Malaysia: Traditional Values, Interna

48、tional 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; M. F. Peterson and J. G. Hunt, “International Perspectives

49、 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, “Leadership in the Twenty-First Century,” in A. Howard (ed.), The C

50、hanging Nature of Work (San Francisco: Jossey-Bass, 1995), p. 442.38第三十八頁，共四十八頁。Gender Differences and Leadership(性別與領(lǐng)導(dǎo))Research FindingsMales and females use different styles:Women tend to adopt a more democratic or participative style unless in a male-dominated job.Women tend to use transformation

51、al leadership.Men tend to use transactional leadership.39第三十九頁，共四十八頁。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. 75.40第四十頁，共四十八頁。Basics of LeadershipGive people a reason to come to work.Be loy

52、al 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第四十一頁，共四十八頁。Leadership Can Be Irrelevant!（有時領(lǐng)導(dǎo)根本沒必要 !Substitutes for Lea

53、dership（對領(lǐng)導(dǎo)的替代）Follower characteristics（一些下屬特點）Experience, training, professional orientation, or the need for independenceJob characteristics（一些工作特點）Routine, unambiguous, and satisfying jobsOrganization characteristics （一些組織特點）Explicit formalized goals, rigid rules and procedures, or cohesive work

54、groups42第四十二頁，共四十八頁。案例 哪種領(lǐng)導(dǎo)類型最有效 ABC公司是一家中等規(guī)模的汽車配件生產(chǎn)集團(tuán)。最近，對該公司的三個重要部門經(jīng)理進(jìn)行了一次有關(guān)領(lǐng)導(dǎo)類型的調(diào)查。一 安西爾 安西爾對他本部門的產(chǎn)出感到自豪。他總是強(qiáng)調(diào)對生產(chǎn)過程、出產(chǎn)量控制的必要性，堅持下屬人員必須很好地理解生產(chǎn)指令以得到迅速、完整、準(zhǔn)確的反饋。安西爾當(dāng)遇到小問題時，會放手交給下級去處理，當(dāng)問題很嚴(yán)重時，他則委派幾個有能力的下屬人員去解決問題。通常情況下，他只是大致規(guī)定下屬人員的工作方針、完成怎樣的報告及完成期限。安西爾認(rèn)為只有這樣才能導(dǎo)致更好的合作，避免重復(fù)工作。 安西爾認(rèn)為對下屬人員采取敬而遠(yuǎn)之的態(tài)度對一個經(jīng)理來說是最好的行為方式，所謂的親密無間會松懈紀(jì)律。他不主張公開譴責(zé)或表揚(yáng)某個員工，相信他的每一個下屬人員都有自知之明。 據(jù)安西爾說，在管理中的最大問題是下級不愿