商務(wù)英語(yǔ)實(shí)訓(xùn)課程 unit 5 Leadership-LEADERSHIP2市公開(kāi)課一等獎(jiǎng)省名師優(yōu)質(zhì)課賽課一等獎(jiǎng)?wù)n件

organizationalbehavioreleventheditionChapter11BasicApproachestoLeadershipAfterstudyingthischapter,

youshouldbeableto:Contrastleadershipandmanagement.Summarizetheconclusionsoftraittheories.Identifythelimitationsofbehavioraltheories.DescribeFiedler’scontingencymodel.ExplainHerseyandBlanchard’ssituationaltheory.Summarizeleader-memberexchangetheory.LEARNINGOBJECTIVES2?PrenticeHallInc.Allrightsreserved.Afterstudyingthischapter,

youshouldbeableto:Describethepath-goaltheory.Identifythesituationalvariablesintheleader-participationmodel.LEARNINGOBJECTIVES(cont’d)3?PrenticeHallInc.Allrightsreserved.WhatIsLeadership?LeadershipTheabilitytoinfluenceagrouptowardtheachievementofgoals.ManagementUseofauthorityinherentindesignatedformalranktoobtaincompliancefromorganizationalmembers.4?PrenticeHallInc.Allrightsreserved.TraitTheoriesLeadershipTraits:AmbitionandenergyThedesiretoleadHonestandintegritySelf-confidenceIntelligenceHighself-monitoringJob-relevantknowledgeTraitsTheoriesofLeadershipTheoriesthatconsiderpersonality,social,physical,orintellectualtraitstodifferentiateleadersfromnonleaders.5?PrenticeHallInc.Allrightsreserved.TraitTheoriesLimitations:Nouniversaltraitsfoundthatpredictleadershipinallsituations.Traitspredictbehaviorbetterin“weak”than“strong”situations.Unclearevidenceofthecauseandeffectofrelationshipofleadershipandtraits.Betterpredictoroftheappearanceofleadershipthandistinguishingeffectiveandineffectiveleaders.6?PrenticeHallInc.Allrightsreserved.BehavioralTheoriesTraittheory:

Leadersareborn,notmade.Behavioraltheory:

Leadershiptraitscanbetaught.BehavioralTheoriesofLeadershipTheoriesproposingthatspecificbehaviorsdifferentiateleadersfromnonleaders.7?PrenticeHallInc.Allrightsreserved.OhioStateStudiesInitiatingStructureTheextenttowhichaleaderislikelytodefineandstructurehisorherroleandthoseofsub-ordinatesinthesearchforgoalattainment.ConsiderationTheextenttowhichaleaderislikelytohavejobrelationshipscharacterizedbymutualtrust,respectforsubordinate’sideas,andregardfortheirfeelings.8?PrenticeHallInc.Allrightsreserved.UniversityofMichiganStudiesEmployee-OrientedLeaderEmphasizinginterpersonalrelations;takingapersonalinterestintheneedsofemployeesandacceptingindividualdifferencesamongmembers.Production-OrientedLeaderOnewhoemphasizestechnicalortaskaspectsofthejob.9?PrenticeHallInc.Allrightsreserved.TheManagerialGrid

(BlakeandMouton)EXHIBIT11–110?PrenticeHallInc.Allrightsreserved.ScandinavianStudiesDevelopment-OrientedLeaderOnewhovaluesexperimentation,seekingnewideas,andgeneratingandimplementingchange.ResearchersinFinlandandSwedenquestionwhetherthereareonlytwodimensions(production-orientationandemployee-orientation)thatcapturetheessenceofleadershipbehavior.Theirpremiseisthatinachangingworld,effectiveleaderswouldexhibitdevelopment-orientedbehavior.11?PrenticeHallInc.Allrightsreserved.ContingencyTheoriesFiedler’sContingencyModelThetheorythateffectivegroupsdependonapropermatchbetweenaleader’sstyleofinteractingwithsubordinatesandthedegreetowhichthesituationgivescontrolandinfluencetotheleader.LeastPreferredCo-Worker(LPC)QuestionnaireAninstrumentthatpurportstomeasurewhetherapersonistask-orrelationship-oriented.12?PrenticeHallInc.Allrightsreserved.Fiedler’sModel:DefiningtheSituationLeader-MemberRelationsThedegreeofconfidence,trust,andrespectsubordinateshaveintheirleader.PositionPowerInfluencederivedfromone’sformalstructuralpositionintheorganization;includespowertohire,fire,discipline,promote,andgivesalaryincreases.TaskStructureThedegreetowhichthejobassignmentsareprocedurized.13?PrenticeHallInc.Allrightsreserved.FindingsfromFiedlerModelEXHIBIT11–214?PrenticeHallInc.Allrightsreserved.CognitiveResourceTheoryResearchSupport:Lessintelligentindividualsperformbetterinleadershiprolesunderhighstressthandomoreintelligentindividuals.Lessexperiencedpeopleperformbetterinleadershiprolesunderlowstressthandomoreexperiencedpeople.CognitiveResourceTheoryAtheoryofleadershipthatstatesthatstresscanunfavorablyaffectasituationandthatintelligenceandexperiencecanlessentheinfluenceofstressontheleader.15?PrenticeHallInc.Allrightsreserved.HerseyandBlanchard’sSituationalLeadershipTheorySituationalLeadershipTheory(SLT)Acontingencytheorythatfocusesonfollowers’readiness.Leader:decreasingneed

forsupportandsupervisionFollowerreadiness:

abilityandwillingnessUnableand

UnwillingUnablebut

WillingAbleand

WillingDirectiveHighTaskandRelationshipOrientationsSupportiveParticipativeAbleand

UnwillingMonitoring16?PrenticeHallInc.Allrightsreserved.LeadershipStylesandFollowerReadiness

(HerseyandBlanchard)WillingUnwillingAbleUnableDirectiveHighTask

and

Relationship

OrientationsSupportiveParticipativeMonitoringFollowerReadinessLeadership

Styles17?PrenticeHallInc.Allrightsreserved.Leader–MemberExchangeTheoryLeader-MemberExchange(LMX)TheoryLeaderscreatein-groupsandout-groups,andsubordinateswithin-groupstatuswillhavehigherperformanceratings,lessturnover,andgreaterjobsatisfaction.18?PrenticeHallInc.Allrightsreserved.Leader-MemberExchangeTheoryEXHIBIT11–319?PrenticeHallInc.Allrightsreserved.Path-GoalTheoryPath-GoalTheoryThetheorythatitistheleader’sjobtoassistfollowersinattainingtheirgoalsandtoprovidethemthenecessarydirectionand/orsupporttoensurethattheirgoalsarecompatiblewiththeoverallobjectivesofthegroupororganization.20?PrenticeHallInc.Allrightsreserved.ThePath-GoalTheoryEXHIBIT11–421?PrenticeHallInc.Allrightsreserved.Leader-ParticipationModelLeader-ParticipationModel(VroomandYetton)Aleadershiptheorythatprovidesasetofrulestodeterminetheformandamountofparticipativedecisionmakingindifferentsituations.22?PrenticeHallInc.Allrightsreserved.ContingencyVariablesintheRevised

Leader-ParticipationModelEXHIBIT11–5ImportanceofthedecisionImportanceofobtainingfollowercommitment