領導協(xié)調理論

領導協(xié)調理論引言如何運用獎賞和激勵權力（士氣和積極性）如何和諧組織以實現(xiàn)組織目標（溝通和創(chuàng)造性）有效領導者的個性與為人（天賦和修養(yǎng)）25.1MotivatingandRewardingEmployees激勵原理早期激勵理論現(xiàn)代激勵理論3Drives行為沖動SearchBehavior付諸行動Tension精神不安ReductionofTension恢復平靜SatisfiedNeed渴望得以滿足TheMotivationProcess動機源于需要UnsatisfiedNeed內心渴望

4Maslow’sHierarchyofNeedsSelfEsteem自尊Social社交Safety安全Physiological生存需要具有層次性：有層次地調動積極性5TheoryXWorkers懶惰無能，屈于強迫DislikeWorkAvoidResponsibilityLittleAmbitionTheoryYWorkers勤奮上進，渴望賞識EnjoyWorkAcceptResponsibilitySelf-Directed滿足需要有不同的態(tài)度：消極的和積極的6Herzberg’sTwo-FactorTheory

物質需要和精神需要：安撫和激發(fā)相結合HygieneFactors安撫Motivators激發(fā)HighHighJobDissatisfactionJobSatisfaction0

QualityofsupervisionSalaryandbenefitsCompanypoliciesWorkingconditionsRelationswithothersSecurityandstatus

CareeradvancementRecognitionWorkitselfResponsibilityAdvancementGrowth7早期激勵理論（20世紀50年代）

需要具有層次性（Maslow’sHierarchyofNeeds）滿足需要的態(tài)度具有差異性（TheoryXandYWorkers）需要分為物質的（安撫）和精神的（激發(fā)）（Herzberg’sTwo-FactorTheory）8現(xiàn)代激勵理論深入探討精神需要需要理論：每個人都渴望成功、支配、榮耀（Three-needstheory,McCleland,1961,1969）公平理論：每個人都渴望獲得較他人公平的待遇（Equitytheory,Adams,1965）期望理論：動機強度取決于各人對努力、績效和目標的信念（Expectancytheory,Vroom,1966）工作特性理論：任何工作都具有滿足員工精神需要的特性（JobCharacteristicsModel,HackmanandOldham,1976）9TheTheoryofNeeds渴望成就榮耀DavidMcClelland渴望成功

NeedForAchievement(nAch)渴望支配NeedForPower(nPow)渴望榮耀NeedForAffiliation(nAff)10EquityTheory渴望公平待遇RatioComparison*Employee’sPerceptionOutcomesAInputsAOutcomesAInputsAOutcomesAInputsAOutcomesBInputsBOutcomesBInputsBOutcomesBInputsB<=>Inequity(Under-Rewarded)EquityInequity(Over-Rewarded)*WhereAistheemployee,andBisarelevantotherorreferent.11TheJobCharacteristicsModel渴望工作實現(xiàn)自我SkillVariety技能多樣TaskIdentity任務明確TaskSignificance有意義Autonomy自主Feedback認可12Characteristics

Examples SkillVariety

Highvariety Theowner-operatorofagaragewhodoeselectricalrepair,rebuildsengines, doesbodywork,andinteractswithcustomers

Lowvariety Abodyshopworkerwhosprayspainteighthoursaday TaskIdentity

Highidentity Acabinetmakerwhodesignsapieceoffurniture,selectsthewood,buildsthe object,andfinishesittoperfection

Lowidentity Aworkerinafurniturefactorywhooperatesalathetomaketablelegs TaskSignificance

Highsignificance Nursingthesickinahospitalintensive-careunit

Lowsignificance Sweepinghospitalfloors Autonomy

Highautonomy Atelephoneinstallerwhoscheduleshisorherownworkfortheday,and decidesonthebesttechniquesforaparticularinstallation

Lowautonomy Atelephoneoperatorwhomusthandlecallsastheycomeaccordingtoa routine,highlyspecifiedprocedure Feedback

Highfeedback Anelectronicsfactoryworkerwhoassemblesaradioandthentestsitto determineifitoperatesproperly

Lowfeedback Anelectronicsfactoryworkerwhoassemblesaradioandthenroutesittoa qualitycontrolinspectorwhotestsandadjustsitExamplesofHighandLowJobCharacteristics13PersonalandWorkOutcomesCoreJobDimensionsCriticalPsychologicalStatesTheJobCharacteristicsModelSkillvarietyTaskidentifyTasksignificanceExperiencedmeaningfulnessoftheworkExperiencedresponsibilityforoutcomesoftheworkKnowledgeoftheactualresultsoftheworkactivitiesAutonomyFeedbackHighinternalworkmotivationHigh-qualityworkperformanceHighsatisfactionwiththeworkLowabsenteeismandturnoverEmployeeGrowthNeedStrength14TheMotivatingPotentialScoreMotivatingPotentialScore(MPS)AutonomyFeedback=SkillVarietyTaskIdentityTaskSignificance++3XXHighMPSIncreasesMotivationPerformanceSatisfaction

andDecreasesAbsenceTurnover15ExpectancyTheory

期望理論3.Rewards-personalgoalsrelationship1.Effort-performancerelationship2.Performance-rewardsrelationshipIndividualEffortIndividualPerformanceIndividualGoalsOrganizationalRewards12316AnIntegrativeModelofMotivation綜合模型PersonalGoalsAbilityOpportunityPerformanceAppraisalCriteriaHighnAchIndividualPerformancePerformanceAppraisalSystemReinforcementIndividualEffortDominantNeedsEquityComparisonO

OIAIBOrganizationRewardsGoalsDirectBehavior17Contemporary

MotivationIssues激勵課題Workforcediversity隊伍多樣化Pay-for-performance績效、時間Minimum-wageworkers下層員工Professionalemployees專業(yè)員工Technicalworkers技工18FlexibleWorkOptions彈性工作制

CompressedWorkweek壓縮周工時Flextime彈性上班制JobSharing崗位共享Telecommuting遠程辦公19激勵：基于尊重巧在使用領導必須用人做事，帶領下屬成就事業(yè)實現(xiàn)組織目標和使命尊重下屬、提供機會、科學考核、公平獎賞、授權參與，方能調動下屬的積極性和創(chuàng)造性，提高做事效率和效果205.2CommunicationandInterpersonalSkill加強溝通旨在促進組織和諧克服溝通障礙掌握溝通技能Listening,Feedback,DelegationConflictandNegotiating21TheCommunicationProcess

溝通過程（信息流程）Sender發(fā)射Encoding編碼Receiver接收Decoding解碼Channel頻道FeedbackMessageMessageNoise信息干擾22CommunicationIssuesWrittenCommunication寫作VerbalCommunication演講TheGrapevine（非官方傳聞）NonverbalCues（無語暗示）ElectronicMedia電子媒介23Filtering過濾Emotions情緒SelectivePerception感知InformationOverload過載Apprehension理解Language語言CommunicationBarriers

溝通障礙24OvercomingCommunicationBarriers

克服溝通障礙Constrainemotions克制情緒Watchnonverbalcues察言觀色Usefeedback積極反應Simplifylanguage簡練語言Listenactively積極傾聽25Contemporary

CommunicationIssues當代溝通課題CommunicationbetweenMenandWomen異性溝通CommunicationintheGlobalVillage跨文化溝通26ActiveListeningSkills積極傾聽Acceptance寬容心Responsibility責任心Intensity傾聽愿望Empathy集中精神27EffectiveFeedback有效反應ProvideTimelyFeedbackKeepFeedbackImpersonalFocusonWhattheReceiverCanControlFocusonSpecificBehaviorsStayGoal-OrientedEnsureUnderstanding28DelegationContingencyFactors

酌情授權SizeoftheorganizationImportanceofthedutyordecisionComplexityofthetaskCultureoftheorganizationQualitiesofemployees29DelegatingEffectivelyClarifytheassignment闡明任務Specifytherangeofdiscretion指明判斷范圍Encourageparticipation鼓勵參與Informothers通知相關人員Establishfeedbackchannels建立反饋渠道30ThreeViewsofConflict不同視角Traditional沖突是壞事HumanRelations沖突不可避免Interactions沖突是必要的管理者處理沖突的能力日趨重要31ConflictandUnitPerformanceUnitPerformanceHighLowLevelofConflictHighABCSituationABCConflictLevelConflictTypeInternalCharacteristicsOutcomesLowornoneOptimalHighDysfunctionalFunctionalDysfunctionalApathetic,stagnantViable,innovativeDisruptive,chaoticLowHighLow建設性與破壞性32ConflictManagement沖突管理（視情況而定）Avoidance回避Accommodation遷就Forcing壓制（解決爭端）Compromise使雙方妥協(xié)Collaboration使雙方合作33SourcesofConflict沖突起源缺乏溝通CommunicationDifferences體制和文化差異StructuralDifferences工作方式PersonalDifferences工作方式的不同可能導致對人格的不認同34WhentoStimulateConflict

是否需要激發(fā)沖突？Areyousurroundedby“yes”people?Areemployeesafraidtoadmitignorance?Dodecisionmakerssacrificevaluesforcompromise?Domanagersmaintainan“impression”ofcooperation?Aremanagersoverlyconcernedaboutthefeelingsofothers?Ispopularitymoreimportantthanperformance?Domanagerscravedecision-makingconsensus?Aremanagersresistanttochange?Istherealackofnewideas?Isturnoverunusuallylow?35StimulatingConflict

激發(fā)沖突Legitimizeconflict建設性的沖突合法化以倡導革新（改變組織文化）Usecommunication透露信息或公示以征詢反對意見Bringinoutsiders引進“新鮮血液”Usestructuralvariables組織重構Appointa“devil’sadvocate”吹毛求疵36

AvailableResourcesPrimaryMotivationsPrimaryInterestsFocusofRelationships

FixedAmountIWin,YouLoseOpposedShort-Term

VariableAmountIWin,YouWinCongruentLong-TermIntegrativeBargaining雙贏DistributiveBargaining有輸有贏BargainingCharacteristicsTheTwoTypesofNegotiatingStrategies協(xié)商談判策略37TheBargainingZonePartyA’sAspirationRangeSettlementRangePartyB’sAspirationRangePartyA’sTargetPointPartyB’sResistancePointPartyA’sResistancePointPartyB’sTargetPoint38NegotiationandPresentationsResearchyouropponentBegininapositivewayAddressproblems,notpeopleIgnoreinitialoffersSeekwin-winsolutionsConsiderthird-partyassistancePrepareforthepresentationMakeopeningcommentsMakeyourpointsEndthepresentationAnswerquestions39加強溝通是當代人類的課題傾聽以知民情反應要順民意加強溝通增進理解消除誤會淡化矛盾緩解沖突和諧組織穩(wěn)定社會40組織和諧與組織配置組織作為一個復雜的實體，其結構、信息處理方式、戰(zhàn)略及其各組成部分相互影響，以不同的一致性、和諧程度和環(huán)境適應性結合為不同的整體，或稱不同的組織配置（OrganizationalConfiguration）形式而存在41關于和諧理論的研究席酉民：《和諧理論與戰(zhàn)略》貴州人民出版社1989，《和諧管理理論》人大出版社2002任何系統(tǒng)之間和系統(tǒng)內部的各要素都是相關的，存在一種系統(tǒng)目標意義下的和諧機制。系統(tǒng)和諧性是描述系統(tǒng)是否形成了充分發(fā)揮系統(tǒng)成員和子系統(tǒng)能動性、創(chuàng)造性的條件和環(huán)境，以及系統(tǒng)成員和子系統(tǒng)活動的總體協(xié)調性425.3LeadershipandTrustLeader,leadership,leading領導者及其特質、領導行為（方式、情境與風格）、領導的有效性43ManagersVs.LeadersNotallleadersaremanagers,norareallmanagersleadersPeoplewhoareabletoinfluenceothersandwhopossessmanagerialauthority能夠影響他人并擁有管理職權44WhatIsLeadership?Managementisaboutdealingwithcomplexity:drawingformalplans,designingorganizationalstructures,andmonitoringoutcomes.Leadership,incontrast,isaboutcopingwithchange.Leadersestablishdirectionbydevelopingavision，thentheycommunicatethisvisiontopeopleandinspirethemtoovercomeobstacles.

－JohnKotter45管理職能與領導職能的差異應對組織復雜性確定目標、計劃任務、分配預算設立崗位配備人員（組織）監(jiān)控實施過程，確保計劃完成（控制）組織變革確立方向和變革策略溝通以達成共識，廣泛團結形成聯(lián)盟激發(fā)同仁潛能，確保組織沿著正確方向前進（激勵）46TraitTheoriesofLeadership

領導的特殊品質分離（isolating）領導者較非領導者特有的品質的研究（特質理論研究）在早期的領導學研究中占統(tǒng)治地位，但大多以失敗告終上世紀40年代初，特質論研究讓位于領導方式研究考察與領導高度相關的特質研究得到公認47六種領導特質（Kirkpatrick,1991）AmbitionandEnergy進取心DesiretoLead領導愿望Self-Confidence自信HonestyandIntegrity正直誠實Intelligence智慧Job-RelevantKnowledge相關知識48BehavioralTheories

ofLeadership

有效領導的方式、情境、風格Theoriesthatisolatebehaviorsthatdifferentiateeffectiveleadersfromineffectiveleaders49ContinuumofLeaderBehavior

最早的研究成果（1938）：三種領導方式ManagermakesdecisionManagersellsdecisionManagerpresentsideasManagerpresentstentativedecisionManagerpresentsproblemManagersetsdecisionlimitsEmployeesmakedecisionAutocratic獨裁Laissez-faire放任ConsultativeParticipativeDemocraticBoss-CenteredLeadershipEmployee-CenteredLeadership50FormalStudiesofBehavioralStyles著名研究成果1940s：領導行為的維度OhioStateInitiatingStructure規(guī)矩Consideration關懷員工Employee-Orientation任務Production-OrientationUniversityofMichigan51TheManagerialGrid

基于Ohio/Michigan研究成果：81種領導方式9876543211 2 3 45 6 7 8 9ConcernforPeopleConcernforProduction(1,9)不負責(1,1)不努力(5,5)中庸團隊型(9,9)任務型(9,1)52ContingencyTheoriesofLeadership

領導行為、情境與成效Fiedler菲德勒（1967）：ATheoryofLeadershipEffectivenessHouse豪斯（1971）：APath-GoalTheoryofLeaderEffectivenessVroomandYetton佛魯姆、椰頓（1973）：LeadershipandDecisionMakingHerseyandBlanchard赫塞、布蘭查德（1974）：SoYouWantKnowyourLeadershipStyle?53Fiedler’sLPCScale

判別領導風格的問卷（LeastPreferredCo-worker）PleasantFriendlyRejectingHelpfulUnenthusiasticTenseDistantColdCooperativeSupportiveBoringQuarrelsomeSelf-assuredEfficientGloomyOpenUnpleasantUnfriendlyAcceptingFrustratingEnthusiasticRelaxedCloseWarmUncooperativeHostileInterestingHarmoniousHesitantInefficientCheerfulGuarded........................................................................................................................................................................................................................................................................…........................................................................................................…............................87654321LPCisaquestionnairethatmeasureswhetherapersonistaskorrelationshiporiented.54FindingsoftheFiedlerModel

Category情境變量Leader-MemberRelationsTaskStructurePositionPowerIGoodHighStrongIIGoodHighWeakIIIGoodLowStrongIVGoodHighWeakVPoorHighStrongVIPoorHighWeakVIIPoorLowStrongVIIIPoorLowWeakHighLowPerformancePeople-OrientedTask-OrientedFavorableModerateUnfavorable55Fiedler研究的結論任務取向的領導在非常有利的情境和非常不利的情境下均能取得好的成效。關系取向的領導在情境中等有利的情況下能取得好的成效。由于領導風格難以改變所以提高領導有效性只有兩條途徑：替換領導者以適應情境，或改變情境（重構任務或調整職權）。56House(1971)：Path-GoalTheoryExtractskeyelementsfromOhioStudyleadershipresearchandtheexpectancytheoryofmotivationEnvironmentalSituationalFactorsOutcomesLeaderBehaviorSubordinateSituationalFactors5712345IncreasedEmployeeInvolvementIncreasedLeaderControlEmployeeInvolvementContinuumVroomandYetton(1973):LeaderParticipationModel58VroomandJago(1988)

ContingencyVariablesintheRevisedLeader-ParticipationModelQualityRequirementProblemStructureEmployeeConflictGeographicDispersionCommitmentRequirementCommitmentProbabilityEmployeeInformationMotivationTimeLeaderInformationGoalCongruenceTimeConstraintMotivationDevelopment59ParticipatingSellingDelegatingTellingHerseyandBlanchard（1974）:

TheSituationalLeadershipModelStyleofLeaderHightaskandhighrelationshipHighrelationshipandlowtaskLowrelationshipandlowtaskHightaskandlowrelationshipTaskBehaviorRelationshipBehaviorAbleandwillingUnableandunwillingR4AbleandunwillingR3UnableandWillingR2R1HighModerateLowS3S2S4S160EmergingApproachestoLeadership

領導風格：行為的外在表現(xiàn)Charismaticleadership

isthetheorythatfollowersmakeattributionsofheroicor