基本的領(lǐng)導(dǎo)方法

1、精選優(yōu)質(zhì)文檔-傾情為你奉上精選優(yōu)質(zhì)文檔-傾情為你奉上專心-專注-專業(yè)專心-專注-專業(yè)精選優(yōu)質(zhì)文檔-傾情為你奉上專心-專注-專業(yè)Chapter 8 Basic Approaches to leadership基本的領(lǐng)導(dǎo)方法After studying this chapter, you should be able to：學(xué)習(xí)本章后,你應(yīng)該可以Contrast leadership and management對(duì)比領(lǐng)導(dǎo)和管理Summarize the conclusions of trait theories總結(jié)特質(zhì)理論的結(jié)論Describe Fiedlers contingency model

2、描述菲德勒的權(quán)變模式Explain heresy and Blanchards situational theory解釋異端和布蘭查德的情境理論Summarize leader-member exchange theory總結(jié)-交換理論Describe the path-goal theory描述路徑目標(biāo)理論Identify the situational variables in the leader-participation model確定leader-participation模型中的情境變量1、Whats leadership? 什么是領(lǐng)導(dǎo)Whats the difference b

3、etween leadership and management? 領(lǐng)導(dǎo)和管理之間的區(qū)別是什么?John kotter of the Harvard Business School argues that management is about coping with complexity. Good management brings about order and consistency by drawing up formal plans, designing rigid organization structures, and monitoring results against th

4、e plans. Leadership, in contrast, is about coping with change Leaders establish direction by developing a vision of the future, then they align people by communicating this vision and inspiring them to overcome hurdles.哈佛商學(xué)院的約翰科特認(rèn)為,管理是關(guān)于應(yīng)對(duì)復(fù)雜性。良好的管理帶來了秩序和一致性,通過制定正式的計(jì)劃,設(shè)計(jì)僵化的組織結(jié)構(gòu),以及對(duì)計(jì)劃和監(jiān)測(cè)結(jié)果做相比之下,領(lǐng)導(dǎo)應(yīng)對(duì)其改

5、變，領(lǐng)導(dǎo)者通過開發(fā)未來的愿景確立方向，然后他們使人們通過溝通這一愿景，鼓勵(lì)他們克服障礙The definition of leadership領(lǐng)導(dǎo)的定義We define leadership as the ability to influence a group toward the achievement of a vision or set of goals 我們領(lǐng)導(dǎo)定義為能夠影響一個(gè)群體朝著實(shí)現(xiàn)一個(gè)愿景或一組目標(biāo)的能力。One last comment before we move on: Organizations need strong leadership and strong

6、management for optimal effectiveness. In todays dynamic world, we need leaders to challenge the status quo, to create visions of the future, and to inspire organizational members to want to achieve the visions. We also need managers to formulate detailed plans, create efficient organizational struct

7、ures, and oversee day-today operations.最后一個(gè)意見之前，我們繼續(xù)前進(jìn)：企業(yè)需要強(qiáng)有力的領(lǐng)導(dǎo)和強(qiáng)有力的管理以達(dá)到最佳效果。在當(dāng)今不斷變化的世界，我們需要領(lǐng)導(dǎo)者挑戰(zhàn)現(xiàn)狀，創(chuàng)造未來的愿景，并激發(fā)組織成員要實(shí)現(xiàn)的愿景。我們還需要管理者制定詳細(xì)計(jì)劃，建立高效的組織結(jié)構(gòu)，并監(jiān)督日常業(yè)務(wù)。2、Trait theories特質(zhì)理論Trait theories of leadership differentiate leaders from non leaders by focusing on personal qualities and characteristics.

8、 領(lǐng)導(dǎo)特質(zhì)理論；領(lǐng)導(dǎo)人通過專注于個(gè)人品質(zhì)和特征來區(qū)分是否能成為領(lǐng)導(dǎo)人Leaders who are extraverted (individuals who like being around people and are able to assert themselves), conscientious (individuals who are disciplined and keep commitments they make), ambition and energy, and open (individuals who are creative and flexible ) do se

9、em to have an advantage when it comes to leadership, suggesting that good leaders do have key traits in common 領(lǐng)導(dǎo)人是外向的(個(gè)人喜歡被周圍的人肯定自己),認(rèn)真的(個(gè)人自律,保持他們做出的承諾),有抱負(fù)和有能量的以及開放的(創(chuàng)意和靈活的人) 當(dāng)談到領(lǐng)導(dǎo)時(shí)，似乎都有一個(gè)優(yōu)勢(shì),表明優(yōu)秀的領(lǐng)導(dǎo)人確實(shí)有共同的關(guān)鍵特征The fact that an individual exhibits the traits and others consider that person to be a l

10、eader does not necessarily mean that the leader is successful at getting his or her group to achieve its goals.個(gè)人表現(xiàn)出的特征和其他人認(rèn)為那個(gè)人是領(lǐng)袖，但這并不一定意味著領(lǐng)導(dǎo)者能成功地讓他或她的組織實(shí)現(xiàn)其目標(biāo)3.Behavioral Theories行為理論The failures of early trait studies led researchers in the late 1940s through the 1960s to go in a different direct

11、ion. They began looking at the behaviors exhibited by specific leaders. They wondered if there was something unique in the way that effective leaders behave. In this section, We look at three different behavioral theories of leadership to answer that question.早期特性研究的失敗導(dǎo)致研究人員在20世紀(jì)40年代末到60年代去了一個(gè)不同的方向。

12、他們開始尋找特定的領(lǐng)導(dǎo)者表現(xiàn)的行為。他們想知道，有什么是領(lǐng)導(dǎo)者最有效的，獨(dú)特的行為方式。在這一部分，我們來看看三種不同的領(lǐng)導(dǎo)行為理論來回答這個(gè)問題。If the behavioral approach to leadership were successful it would have implications quite different from those of the trait approach.如果領(lǐng)導(dǎo)行為的方法是成功的，將從這些特性的方法完全不同的含義。 Ohio State Studies俄亥俄州的研究Researchers at Ohio State sought to

13、identify independent dimensions of leader behavior .Beginning with over a thousand dimensions, they eventually narrowed the list to two categories that substantially accounted for most of the leadership behavior described by employees. They called these two dimensions initiating structure and consid

14、eration.研究人員在美國(guó)俄亥俄州立試圖確定的領(lǐng)導(dǎo)行為獨(dú)立的維度。有超過一千尺寸開始時(shí)，他們最終名單縮小到兩個(gè)類別，大大占了大多數(shù)員工所描述的領(lǐng)導(dǎo)行為。他們稱這兩個(gè)維度倡導(dǎo)型與關(guān)懷Initiating structure refers to the extent to which a leader is likely to define and structure his or her role and those of employees in the research for goal attainment. It includes behavior that attempts to

15、organize work, work relationships, and goals. The leader characterized as high in initiating structure could be described as someone who “assigns group members to particular tasks” ,”expects workers to maintain definite standards of performance”, and” emphasizes the meeting of deadlines”.啟動(dòng)結(jié)構(gòu)是指在何種程度

16、上的領(lǐng)導(dǎo)者很可能定義和構(gòu)建他或她在研究員工的作用，并為這些目標(biāo)的實(shí)現(xiàn)。它包括行為，試圖組織工作，工作中的人際關(guān)系，和目標(biāo)。領(lǐng)導(dǎo)定性為高發(fā)起結(jié)構(gòu)可以描述為別人誰“分配組成員特別任務(wù)”，“期望工人維持一定的性能標(biāo)準(zhǔn)”和“強(qiáng)調(diào)期限的會(huì)議?！盋onsideration is described as the extent to which a person is likely to have job relationships that are characterized by mutual trust, respect for employees ideas, and regard for thei

17、r feelings. The Person Show concern for followers comfort, well-being, status and satisfaction. A leader high in consideration could be described as one who helps employees with personal problems, is friendly and approachable, and treats all employees as equals. AOL Time Warners CEO Richard Parsons

18、rates high on consideration behavior. His leadership style is very people-oriented, emphasizing cooperation and consensus-building.價(jià)被描述為在何種程度上一個(gè)人可能擁有的特點(diǎn)是相互信任，尊重員工的想法，并顧及他們的感受的工作關(guān)系。該人士關(guān)心追隨者的舒適度，幸福感，狀態(tài)和滿意度。一個(gè)領(lǐng)導(dǎo)者的高代價(jià)可以被描述為一個(gè)誰可以幫助員工個(gè)人問題，是友好，平易近人，對(duì)待所有員工一律平等。美國(guó)在線 - 時(shí)代華納的首席執(zhí)行官理查德帕森斯率高于考慮的行為。他的領(lǐng)導(dǎo)風(fēng)格是非常以人為本，強(qiáng)

19、調(diào)合作和建立共識(shí).University of Michigan Studies密歇根州的研究大學(xué)。Leadership studies undertaken at the University of Michigans Survey Research Center, at about the same time as those being done at Ohio State, had similar research objectives: to locate behavioral characteristics of leaders that appeared to be related

20、 to measures of performance effectiveness領(lǐng)導(dǎo)研究開展在密歇根大學(xué)的調(diào)查研究中心的大學(xué)，大約在同一時(shí)間，那些正在做在俄亥俄州立，也有類似的研究目標(biāo)：找出領(lǐng)導(dǎo)者，似乎是與績(jī)效有效性的措施的行為特性的影響。The Michigan group also came up with two dimensions of leadership behavior that they labeled employee-oriented and production-oriented.密歇根集團(tuán)還想出了兩個(gè)維度的領(lǐng)導(dǎo)行為,他們分為員工導(dǎo)向和生產(chǎn)導(dǎo)向。Leaders who

21、 were employee-oriented were described as emphasizing interpersonal relations; they look a personal interest in the needs of their employees and accepted individual differences among members.員工導(dǎo)向的領(lǐng)導(dǎo)人都強(qiáng)調(diào)人際關(guān)系;在他們看來員工需要個(gè)人興趣和接受成員之間的個(gè)體差異。The production-oriented leaders, in contrast, tended to emphasize t

22、he technical or task aspects on the jobtheir main concern was in accomplishing their groups tasks, and the group members were a means to that end.生產(chǎn)導(dǎo)向領(lǐng)導(dǎo)人,相反,傾向于強(qiáng)調(diào)技術(shù)噩工作或任務(wù)方面他們主要關(guān)心的是完成組織的任務(wù),和團(tuán)隊(duì)成員的一種手段。These dimensions employee-oriented and product-origented are closely related to the Ohio State dimens

23、ions.The conclusions arrived at by the Michigan researchers Strongly favored the leaders who were employee-oriented in their behavior.這些維度員工導(dǎo)向俄亥俄州立維度密切相關(guān)。密歇根大學(xué)的研究人員的結(jié)論的領(lǐng)導(dǎo)者都強(qiáng)烈支持員工導(dǎo)向行為。3、The Managerial Grid 管理網(wǎng)絡(luò)A graphic portrayal of a two dimensional view of leadership style was developed by Blake an

24、d Mouton. They proposed a managerial grid(sometimes also now called the leadership grid)based on the styles of(concern for people”and(concern for production)which essentially represent the Ohio State dimensions of consideration and initiating structure or the Michigan dimensions of employee oriented

25、 and production oriented圖形描述的二維視圖的領(lǐng)導(dǎo)風(fēng)格是由布萊克和木桐。他們提出了一個(gè)管理網(wǎng)(有時(shí)也稱為領(lǐng)導(dǎo)網(wǎng)格)風(fēng)格的基礎(chǔ)上關(guān)心人和關(guān)心生產(chǎn),基本上代表了俄亥俄州立維度考慮和初始結(jié)構(gòu)或面向員工和生產(chǎn)面向的密歇根維度管理網(wǎng)絡(luò)多1,99,95.5關(guān)注人少1,91,1多少關(guān)注生產(chǎn)The grid, depicted in Exhibit bellow, has 9 possible positions along each axis, creating 81 different positions in which the leaders style may fall. Th

26、e grid does not show results produced, but, rather, the dominating factors in a leaders thinking in regard to getting results. Based on the findings of Blake and mouton, managers were found to perform best under a 9,9 style, as contrasted, for example, with a 9,1(authority type) or 1,9(laissez-faire

27、) style.下列所展示的表格的描述，沿著坐標(biāo)軸有9個(gè)可能的職位，創(chuàng)造81個(gè)不同的職位，這些不同職位的領(lǐng)導(dǎo)人的風(fēng)格可能下降。表格并沒有展示產(chǎn)生的結(jié)果，但卻驗(yàn)證領(lǐng)導(dǎo)者想法的支配因素被當(dāng)作去獲得的結(jié)果。根據(jù)布萊克的調(diào)查結(jié)果和羊皮管理者在（9,9）坐標(biāo)上展現(xiàn)最好，相反地，例如，用9,1（權(quán)威型）或1,9（放任）的樣式。Unfortunately, the grid offers a better framework for conceptualizing leadership style than for presenting any tangible new information in cla

28、rifying the leadership quandary, because it doesnt really convey any new information in addition to the Ohio state and the University of Michigan research.不幸的是，網(wǎng)格提供了概念化一個(gè)更好的框架比提出任何具體的新信息中的領(lǐng)導(dǎo)風(fēng)格明確了領(lǐng)導(dǎo)的窘境，因?yàn)樗]有真正傳達(dá)任何新信息，除了俄亥俄州和密歇根大學(xué)信息研究。 Summary of Behavioral Theories and Trait Theories 行為理論和人性理論的總結(jié) Tr

29、ait theories and behavioral theories arent the last word on leadership. Missing is consideration of the situational factors that in fluence success or failure. For example, it seems unlikely that Martin Luther King, Jr, would have been a great civil rights leader at the turn of the twentieth century

30、, yet he was in 1950s and 1960s.人性理論和行為理論不是領(lǐng)導(dǎo)層最終的話題。缺少的是考慮環(huán)境因素，在能量密度的成功或失敗。舉例來說，似乎不太可能，馬丁路德金，將有一直在二十世紀(jì)之交的偉大的民權(quán)領(lǐng)袖，但他在20世紀(jì)50年代和60年代。Contingency Theories 權(quán)變理論 Several approaches to isolating key situational variables have proven more 有幾種方法來隔離關(guān)鍵情境因素已被證明更成功比其他人，因此，已經(jīng) successful than others and, as a resu

31、lt, have gained wider recognition. We 獲得了廣泛的認(rèn)可。我們應(yīng)考慮這五個(gè)：在菲德勒模型，赫西和布蘭查德的shall consider five of these: the fielder model, Hersey and Blanchards 情境理論，領(lǐng)導(dǎo)者- 參與模型。situational theory, leader-participation models. Fiedler Model 菲德勒模型The first comprehensive contingency model for leadership was developed by 被

32、開發(fā)的第一個(gè)綜合性的應(yīng)急模式領(lǐng)導(dǎo)弗雷德菲德勒。該菲德勒權(quán)變模型Fred Fiedler. The Fiedler contingency model proposes that effective group 提出有效組性能取決于領(lǐng)導(dǎo)者的作風(fēng)和之間的適當(dāng)匹配程度的情況performance depends on the proper match between the leaders style and the 將控制權(quán)交給領(lǐng)導(dǎo)。degree to which the situation gives control to the leader. Identifying leadership s

33、tyle: Fiedler believes a key factor in leadership success is the individuals basic leadership style. So he begins by trying to find out what basic style is. Fiedler created the least preferred coworker(LPC) questionnaire for this purpose; it purports to measure whether a person is task-or relationsh

34、ip -oriented. Fiedler also assumes that an individuals leadership is fixed. As well show, this is important because it means that if a situation requires a take-oriented leader and the person in that leadership position is relationship-oriented, either the situation has to be modified or the leader

35、replaced if optimal effectiveness is to be achieved. 確定領(lǐng)導(dǎo)風(fēng)格：菲德勒認(rèn)為，領(lǐng)導(dǎo)的關(guān)鍵因素成功是個(gè)人的基本領(lǐng)導(dǎo)風(fēng)格。于是，他開始試圖通過找出哪些基本風(fēng)格是。費(fèi)德勒創(chuàng)造了最難共事（LPC） 問卷為此，看來是衡量一個(gè)人是否是任務(wù)或關(guān)系導(dǎo)向。費(fèi)德勒還假設(shè)，一個(gè)人的領(lǐng)導(dǎo)是固定的。正如我們將要展示，這是很重要的，因?yàn)檫@意味著，如果一個(gè)形勢(shì)要求采取為導(dǎo)向的領(lǐng)導(dǎo)者和負(fù)責(zé)人，領(lǐng)導(dǎo)力位置關(guān)系為導(dǎo)向，無論局勢(shì)有可能被修改或如果最佳效果的方法是可以實(shí)現(xiàn)的領(lǐng)導(dǎo)者取代。 Define the situation 定義的情況 After an individuals

36、 basic leadership style has been assessed 經(jīng)過個(gè)人的基本領(lǐng)導(dǎo)風(fēng)格被評(píng)定Through the LPC ,it is necessary to match the leader with the situation . Fiedler has identified three contingency dimensions that , he argues , define the key situational factors that determine leadership effectiveness .These are leader-member

37、 relations , task structure ,and position power . They are defined as follows:通過LPC ，需要相匹配的領(lǐng)導(dǎo)者的情況。費(fèi)德勒已經(jīng)確定了三個(gè)偶然性維度，他認(rèn)為，定義領(lǐng)導(dǎo)有效性的關(guān)鍵情境因素，這些都是領(lǐng)導(dǎo) - 成員關(guān)系，任務(wù)結(jié)構(gòu)和職位權(quán)力。它們的定義如下：Leader-member relations: The degree of confidence , trust , and respect members have in their leader . 領(lǐng)導(dǎo) - 成員關(guān)系：信任度，在他們的領(lǐng)導(dǎo)下信任和尊重成員。Tas

38、k structure: The degree to which the job assignments are procedurized (that is ,structured or unstructured )任務(wù)結(jié)構(gòu)：前往的工作任務(wù)是程序化的程度（即結(jié)構(gòu)化或非結(jié)構(gòu)化）Position power: The degree of influence a leader has over power variables such as hiring , firing , discipline ,promotions , and salary increases .職位權(quán)力：影響領(lǐng)導(dǎo)者擁有權(quán)力的

39、變量，如雇用，解雇，紀(jì)律，晉升和薪酬增長(zhǎng)。The next step in the Fiedler model is to evaluate the situation in terms of these three contingency variables . Leader-member relations are either good or poor , task structure is either high or low , and position power is either strong or weak .在菲德勒模型中的下一個(gè)步驟是評(píng)估這三個(gè)變量的情況。領(lǐng)導(dǎo) - 成員關(guān)

40、系好或差，任務(wù)結(jié)構(gòu)是高或低，職位權(quán)力要么是強(qiáng)還是弱。Matching leaders and situations.匹配的領(lǐng)導(dǎo)人和情況。With knowledge of an individuals LPC and an assessment of the three contingency dimensions ,the Fiedler model proposes matching them up to achieve maximum leadership effectiveness . Based on his research , Fiedler now says that task

41、-oriented leaders perform best in situations of high and low control, while relationship-oriented leaders perform best in moderate control situations . But remember that Fiedler views an individuals leadership style as being fixed . There fore ,there are really only two ways in which to improve lead

42、er effectiveness . First ,you can change the leader to fit the situation .The second alternative would be to change the situation to fit the leader .隨著一個(gè)人的LPC的知識(shí)和三個(gè)偶然性尺寸的評(píng)估，菲德勒模型將匹配提出來，以實(shí)現(xiàn)最大的領(lǐng)導(dǎo)效能。根據(jù)他的研究，菲德勒現(xiàn)在說，以任務(wù)為導(dǎo)向的領(lǐng)導(dǎo)人在高和低控制的情況下表現(xiàn)最好，同時(shí)以關(guān)系為導(dǎo)向的領(lǐng)導(dǎo)者表現(xiàn)最佳的適度控制的情況。但請(qǐng)記住，菲德勒觀看一個(gè)人的領(lǐng)導(dǎo)風(fēng)格是固定的。目前，脫穎而出，有且只有兩個(gè)，其中

43、以提高領(lǐng)導(dǎo)有效性的方法。首先，你可以改變領(lǐng)導(dǎo)者，以適應(yīng)形勢(shì)。第二個(gè)辦法是改變這種局面，以適應(yīng)領(lǐng)導(dǎo)者。Task-oriented任務(wù)導(dǎo)向Relationship-oriented關(guān)系導(dǎo)向Exhibit: Finding from the Fiedler Model圖表：菲德勒模型得出的結(jié)果Category類別Leader-member relations領(lǐng)導(dǎo) - 成員關(guān)系GoodGoodGoodGoodPoorPoorPoorPoorTask structure任務(wù)結(jié)構(gòu)HighHighLowLowHighHighLowLowPosition Power權(quán)力地位StrongWeakStrongWe

44、akStrongWeakStrongWeakHersey and Blanchards Situational Theory Hersey 和Blanchard的情境理論P(yáng)aul Hersey and Ken Blanchard have developed a leadership model that has gained strong following among management development specialists. This model called situational leadership theory(SLT)_has been incorporated i

45、nto leadership training programs at over 400 of the Fortune 500 companies; and over one million managers a year from a wide of organizations are being taught its basic elements.Paul Hersey 和Ken Blanchard已經(jīng)開發(fā)出一種領(lǐng)導(dǎo)模式而它受到了廣大管理發(fā)展專家的追捧。這種模式叫做情境領(lǐng)導(dǎo)理論（SLT）而在世界前500強(qiáng)企業(yè)中有超過400多家的公司已經(jīng)將它納入到自己領(lǐng)導(dǎo)力培訓(xùn)項(xiàng)目中了；一年中有超過一百萬的

46、來自各個(gè)組織的管理者們正在學(xué)習(xí)該理論的基本元素。Situational leadership is a contingency theory that focuses on the followers. Successful leadership is achieved by selecting the right leadership style, Which Hersey and Blanchard argue is contingent on the level of the followers? And what do they mean by the term readiness情境

47、領(lǐng)導(dǎo)是一種著重關(guān)注追隨者的權(quán)變理論,成功的領(lǐng)導(dǎo)能力是通過選擇正確的領(lǐng)導(dǎo)風(fēng)格來實(shí)現(xiàn)的，Hercy和 Blanchard認(rèn)為的是這將視部下的水平和他們對(duì)一定準(zhǔn)備的理解而定。The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leader. The term readiness, as defined by Hersey and Blanchard, refers to the extent to

48、 which people have the ability and willingness to accomplish a specific task .要想強(qiáng)調(diào)追隨者在領(lǐng)導(dǎo)有效性反應(yīng)現(xiàn)實(shí)的情況就是看誰追隨者中誰接受或反對(duì)領(lǐng)導(dǎo)者。一定的準(zhǔn)備由Hersey和Blanchard定義，是指人的能力和意愿的程度來完成特定的任務(wù)SLT says if a follower is unable and unwilling to do a task, the leader needs to give clear and specific directions; if followers are unabl

49、e and willing, the leader needs to display high task orientation to compensate for the followers lack of ability and high relationship orientation to get the followers to “by into” the leaders desires; if followers are able and unwilling ,the leader needs to use a supportive and participative style;

50、 and if employee is both able and willing, the leader doesnt need to do muchSLT指出要是一個(gè)部下沒有能力和意愿來完成一項(xiàng)任務(wù)的時(shí)候領(lǐng)導(dǎo)者就需要給出清晰且具體的方向；如果部下沒能力但有意愿去完成這個(gè)任務(wù)，那領(lǐng)導(dǎo)者需要展示工作的高取向從而彌補(bǔ)追隨者的低能力卻較高的關(guān)系取向使追隨者到達(dá)領(lǐng)導(dǎo)的意愿；如果追隨者有能力卻不愿意，那領(lǐng)導(dǎo)者需要使用一種支持半?yún)⑴c的管理風(fēng)格；而如果受雇者有能力且愿意完成任務(wù)那領(lǐng)導(dǎo)者就不需要做太多。. Leader Member Exchange Theory 領(lǐng)導(dǎo)成員交換理論For the most

51、part, the leadership theories weve covered to this point have largely assumed that leaders treat all their followers in the same manner. However, the leader member exchange (LMX) theory argues that because of time pressures, leaders establish a special relationship with a small group of their follow

52、ers. These individuals make us the in group they are trusted, get a disproportionate amount of the leaders attention, and are more likely to receive special privileges.在大多數(shù)情況下,我們討論了領(lǐng)導(dǎo)理論這一點(diǎn)在很大程度上認(rèn)為領(lǐng)導(dǎo)人以相同的方式對(duì)待所有他們的追隨者。然而，領(lǐng)導(dǎo)者與成員交換理論認(rèn)為由于時(shí)間壓力，領(lǐng)導(dǎo)者會(huì)和他的追隨者中的一個(gè)小群體建有一個(gè)特殊的關(guān)系。這些人組成了這個(gè)群體，在這個(gè)圈里他們是可信的，在領(lǐng)導(dǎo)之間得到過多關(guān)注，

53、并且更有機(jī)會(huì)來得到特權(quán)。 Just precisely how the leader chooses who falls into each category is unclear, but there is evidence that leaders tend to choose in group members because they have attitude and personality characteristics that are similar to the leaders or a high level of competence than out group membe

54、rs.(see Exhibit bellow ). Followers with in group status will have higher performance ratings, lower turnover intentions, greater satisfaction with their superior, and higher overall satisfaction than will the out group. 只是究竟領(lǐng)導(dǎo)是怎么分門別類的我們并不清楚，但是有跡象表明領(lǐng)導(dǎo)者們更愿意選擇群體內(nèi)的成員，因?yàn)樗麄冇幸恍B(tài)度和個(gè)人性格是和領(lǐng)導(dǎo)者相似的或者說與圈子外的競(jìng)爭(zhēng)者來比

55、會(huì)有一個(gè)高的水平。擁有圈內(nèi)地位的追隨者會(huì)有更高的性能評(píng)價(jià)，更低的失誤，更好的領(lǐng)導(dǎo)的滿意度，比圈外人更高的整體滿意度。展覽：領(lǐng)導(dǎo)者 - 成員交換理論個(gè)人兼容性，下屬的能力， 領(lǐng)導(dǎo)者和/或外向的性格 信任 明顯的相互影響 正式的關(guān)系下屬 下屬 下屬 下屬 下屬 下屬A B C D E F 內(nèi)集團(tuán) 外集團(tuán)Path-Goal Theory路徑 - 目標(biāo)理論The essence of path-goal theory is that its the leaders job to provide followers with the information support, other resource

56、s necessary for them to achieve their goals. the term path-goal is derived form the belief that effective leaders clarify the path to help their followers get from where they are to the achievement of their work goals and to make the journey along the path easier by reducing roadblocks.路徑 - 目標(biāo)理論的精髓在

57、于它的領(lǐng)導(dǎo)者的工作提供追隨者的信息，支持或其他必要的資源為他們實(shí)現(xiàn)自己的目標(biāo)。術(shù)語路徑 - 目標(biāo)派生形成的信念就是有效率的領(lǐng)導(dǎo)者明確路徑來幫助他們的追隨者認(rèn)識(shí)到他們?cè)谀睦?，以?shí)現(xiàn)自己的工作目標(biāo)，并通過減少障礙，使沿路徑的旅途更輕松。House identified four leadership behaviors. The directive leader lets followers know what is expected of them , schedules work to be done and gives specific guidance as to how to accom

58、plish task. The supportive leader is friendly and show concern for the needs of followers. The participative leader consults with followers and uses their suggestions before making a decision. The achievement-oriented leader sets challenging goals and expects followers to perform at their highest le

59、vel. In contrast to Fiedler, House assumes leaders are flexible and that the same leader can display any or all of these behaviors depending on the situation.房子確定了四種領(lǐng)導(dǎo)行為。該指令的領(lǐng)導(dǎo)者讓追隨者知道什么是對(duì)他們的期望，日程安排要做的工作，并給出了具體的指導(dǎo)如何完成任務(wù)。支持性的領(lǐng)導(dǎo)者是友好的并且表現(xiàn)出關(guān)心對(duì)那些有需求的下屬。有分擔(dān)性的領(lǐng)導(dǎo)會(huì)和下屬商討，并在作決定之前利用好他們的建議。導(dǎo)向型的領(lǐng)導(dǎo)者會(huì)制定具有挑戰(zhàn)性的目標(biāo)，并期望下

60、屬高水平發(fā)揮。而相比于總裁，眾議院可以假定領(lǐng)導(dǎo)人是靈活的并且同樣的領(lǐng)導(dǎo)者可以視情況而定顯示任何或者全部的這些行為。contingency variables and predictions應(yīng)急變量和預(yù)測(cè) As Exhibit bellow illustrates, path-goal theory proposes two classes of contingency variables that moderate the leadership behavior-outcome relationship-those in the environment that are outside the