管理學(xué)第九版課件9erobbins17

LeadershipChapter

17?2007PrenticeHall,Inc.

Allrightsreserved.LeadershipChapter

17?2007PreLEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.WhoAreLeadersandWhatIsLeadershipDefineleadersandleadership.Explainwhymanagersshouldbeleaders.EarlyLeadershipTheoriesDiscusswhatresearchhasshownaboutleadershiptraits.Contrastthefindingsofthefourbehavioralleadershiptheories.Explainthedualnatureofaleader’sbehavior.2?2007PrenticeHall,Inc.Allrightsreserved.*LEARNINGOUTLINELEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.ContingencyTheoriesofLeadershipExplainhowFiedler’stheoryofleadershipisacontingencymodel.Contrastsituationalleadershiptheoryandtheleaderparticipationmodel.Discusshowpath-goaltheoryexplainsleadership.ContemporaryViewsonLeadershipDifferentiatebetweentransactionalandtransformationalleaders.Describecharismaticandvisionaryleadership.Discusswhatteamleadershipinvolves.3?2007PrenticeHall,Inc.Allrightsreserved.*LEARNINGOUTLINELEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.LeadershipIssuesintheTwenty-FirstCenturyTellthefivesourcesofaleader’spower.Discusstheissuestoday’sleadersface.Explainwhyleadershipissometimesirrelevant.4?2007PrenticeHall,Inc.Allrightsreserved.*LEARNINGOUTLINELeadersandLeadershipLeader–SomeonewhocaninfluenceothersandwhohasmanagerialauthorityLeadership–Whatleadersdo;theprocessofinfluencingagrouptoachievegoalsIdeally,allmanagersshouldbeleadersAlthoughgroupsmayhaveinformalleaderswhoemerge,thosearenottheleaderswe’restudyingLeadershipresearchhastriedtoanswer:Whatisaneffectiveleader?5?2007PrenticeHall,Inc.Allrightsreserved.*LeadersandLeadershipLeader–EarlyLeadershipTheoriesTraitTheories(1920s-30s)Researchfocusedonidentifyingpersonalcharacteristicsthatdifferentiatedleadersfromnonleaderswasunsuccessful.Laterresearchontheleadershipprocessidentifiedseventraitsassociatedwithsuccessfulleadership:Drive,thedesiretolead,honestyandintegrity,self-confidence,intelligence,job-relevantknowledge,andextraversion.6?2007PrenticeHall,Inc.Allrightsreserved.*EarlyLeadershipTheoriesTraitExhibit17–1 SevenTraitsAssociatedwithLeadershipSource:S.A.KirkpatrickandE.A.Locke,“Leadership:DoTraitsReallyMatter?”AcademyofManagementExecutive,May1991,pp.48–60;T.A.Judge,J.E.Bono,R.llies,andM.W.Gerhardt,“PersonalityandLeadership:AQualitativeandQuantitativeReview,”JournalofAppliedPsychology,August2002,pp.765–780.7?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit17–1 SevenTraitsAssoExhibit17–2 BehavioralTheoriesofLeadership8?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit17–2 BehavioralTheoriExhibit17–2(cont’d) BehavioralTheoriesofLeadership9?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit17–2(cont’d) BehaviorEarlyLeadershipTheories(cont’d)BehavioralTheoriesUniversityofIowaStudies(KurtLewin)Identifiedthreeleadershipstyles:Autocraticstyle:centralizedauthority,lowparticipationDemocraticstyle:involvement,highparticipation,feedbackLaissezfairestyle:hands-offmanagementResearchfindings:mixedresultsNospecificstylewasconsistentlybetterforproducingbetterperformanceEmployeesweremoresatisfiedunderademocraticleaderthananautocraticleader.10?2007PrenticeHall,Inc.Allrightsreserved.*EarlyLeadershipTheories(conEarlyLeadershipTheories(cont’d)BehavioralTheories(cont’d)OhioStateStudiesIdentifiedtwodimensionsofleaderbehaviorInitiatingstructure:theroleoftheleaderindefininghisorherroleandtherolesofgroupmembersConsideration:theleader’smutualtrustandrespectforgroupmembers’ideasandfeelings.Researchfindings:mixedresultsHigh-highleadersgenerally,butnotalways,achievedhighgrouptaskperformanceandsatisfaction.Evidenceindicatedthatsituationalfactorsappearedtostronglyinfluenceleadershipeffectiveness.11?2007PrenticeHall,Inc.Allrightsreserved.*EarlyLeadershipTheories(conEarlyLeadershipTheories(cont’d)BehavioralTheories(cont’d)UniversityofMichiganStudiesIdentifiedtwodimensionsofleaderbehaviorEmployeeoriented:emphasizingpersonalrelationshipsProductionoriented:emphasizingtaskaccomplishmentResearchfindings:Leaderswhoareemployeeorientedarestronglyassociatedwithhighgroupproductivityandhighjobsatisfaction.12?2007PrenticeHall,Inc.Allrightsreserved.*EarlyLeadershipTheories(conTheManagerialGridManagerialGridAppraisesleadershipstylesusingtwodimensions:ConcernforpeopleConcernforproductionPlacesmanagerialstylesinfivecategories:ImpoverishedmanagementTaskmanagementMiddle-of-the-roadmanagementCountryclubmanagementTeammanagement13?2007PrenticeHall,Inc.Allrightsreserved.*TheManagerialGridManagerialExhibit17–3

The

Managerial

GridSource:

ReprintedbypermissionofHarvardBusinessReview.Anexhibitfrom“BreakthroughinOrganizationDevelopment”byRobertR.Blake,JaneS.Mouton,LouisB.Barnes,andLarryE.Greiner,November–December1964,p.136.Copyright?1964bythePresidentandFellowsofHarvardCollege.Allrightsreserved.14?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit17–3

The

Managerial

GrContingencyTheoriesofLeadershipTheFiedlerModel(cont’d)Proposesthateffectivegroupperformancedependsuponthepropermatchbetweentheleader’sstyleofinteractingwithfollowersandthedegreetowhichthesituationallowstheleadertocontrolandinfluence.Assumptions:Acertainleadershipstyleshouldbemosteffectiveindifferenttypesofsituations.Leadersdonotreadilychangeleadershipstyles.Matchingtheleadertothesituationorchangingthesituationtomakeitfavorabletotheleaderisrequired.15?2007PrenticeHall,Inc.Allrightsreserved.*ContingencyTheoriesofLeaderContingencyTheories…(cont’d)TheFiedlerModel(cont’d)Least-preferredco-worker(LPC)questionnaireDeterminesleadershipstylebymeasuringresponsesto18pairsofcontrastingadjectives.Highscore:arelationship-orientedleadershipstyleLowscore:atask-orientedleadershipstyleSituationalfactorsinmatchingleadertothesituation:Leader-memberrelationsTaskstructurePositionpower16?2007PrenticeHall,Inc.Allrightsreserved.*ContingencyTheories…(cont’d)Exhibit17–4 FindingsoftheFiedlerModel17?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit17–4 FindingsoftheFContingencyTheories…(cont’d)HerseyandBlanchard’sSituationalLeadershipTheory(SLT)Arguesthatsuccessfulleadershipisachievedbyselectingtherightleadershipstylewhichiscontingentonthelevelofthefollowers’readiness.Acceptance:leadershipeffectivenessdependsonwhetherfollowersacceptorrejectaleader.Readiness:theextenttowhichfollowershavetheabilityandwillingnesstoaccomplishaspecifictask.Leadersmustrelinquishcontroloverandcontactwithfollowersastheybecomemorecompetent.18?2007PrenticeHall,Inc.Allrightsreserved.*ContingencyTheories…(cont’d)ContingencyTheories…(cont’d)HerseyandBlanchard’sSituationalLeadershipTheory(SLT)CreatesfourspecificleadershipstylesincorporatingFiedler’stwoleadershipdimensions:Telling:hightask-lowrelationshipleadershipSelling:hightask-highrelationshipleadershipParticipating:lowtask-highrelationshipleadershipDelegating:lowtask-lowrelationshipleadership19?2007PrenticeHall,Inc.Allrightsreserved.*ContingencyTheories…(cont’d)ContingencyTheories…(cont’d)HerseyandBlanchard’sSituationalLeadershipTheory(SLT)Positsfourstagesfollowerreadiness:R1:followersareunableandunwillingR2:followersareunablebutwillingR3:followersareablebutunwillingR4:followersareableandwilling20?2007PrenticeHall,Inc.Allrightsreserved.*ContingencyTheories…(cont’d)ContingencyTheories…(cont’d)LeaderParticipationModel(VroomandYetton)Positsthatleaderbehaviormustbeadjustedtoreflectthetaskstructure—whetheritisroutine,nonroutine,orinbetween—basedonasequentialsetofrules(contingencies)fordeterminingtheformandamountoffollowerparticipationindecisionmakinginagivensituation.21?2007PrenticeHall,Inc.Allrightsreserved.*ContingencyTheories…(cont’d)ContingencyTheories…(cont’d)LeaderParticipationModelContingencies:DecisionsignificanceImportanceofcommitmentLeaderexpertiseLikelihoodofcommitmentGroupsupportGroupexpertiseTeamcompetence22?2007PrenticeHall,Inc.Allrightsreserved.*ContingencyTheories…(cont’d)Exhibit17–5 LeadershipStylesintheVroomLeaderParticipationModelDecide:Leadermakesthedecisionaloneandeitherannouncesorsellsittogroup.ConsultIndividually:Leaderpresentstheproblemtogroupmembersindividually,getstheirsuggestions,andthenmakesthedecision.ConsultGroup:Leaderpresentstheproblemtogroupmembersinameeting,getstheirsuggestions,andthenmakesthedecision.Facilitate:Leaderpresentstheproblemtothegroupinameetingand,actingasfacilitator,definestheproblemandtheboundarieswithinwhichadecisionmustbemade.Delegate:Leaderpermitsthegrouptomakethedecisionwithinprescribedlimits.Source:

BasedonV.Vroom,“LeadershipandtheDecision-MakingProcess,”O(jiān)rganizationalDynamics,vol.28,no.4(2000),p.84.23?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit17–5 LeadershipStylesExhibit17–6

Time-Driven

ModelSource:

AdaptedfromV.Vroom,“LeadershipandtheDecision-MakingProcess,”O(jiān)rganizationalDynamics,vol.28,no.4(2000),p.87.24?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit17–6

Time-Driven

ModelContingencyTheories…(cont’d)Path-GoalModelStatesthattheleader’sjobistoassisthisorherfollowersinattainingtheirgoalsandtoprovidedirectionorsupporttoensuretheirgoalsarecompatiblewithorganizationalgoals.Leadersassumedifferentleadershipstylesatdifferenttimesdependingonthesituation:DirectiveleaderSupportiveleaderParticipativeleaderAchievementorientedleader25?2007PrenticeHall,Inc.Allrightsreserved.*ContingencyTheories…(cont’d)Exhibit17–7 Path-GoalTheory26?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit17–7 Path-GoalTheory2ContemporaryViewsonLeadershipTransactionalLeadershipLeaderswhoguideormotivatetheirfollowersinthedirectionofestablishedgoalsbyclarifyingroleandtaskrequirements.TransformationalLeadershipLeaderswhoinspirefollowerstotranscendtheirownself-interestsforthegoodoftheorganizationbyclarifyingroleandtaskrequirements.Leaderswhoalsoarecapableofhavingaprofoundandextraordinaryeffectontheirfollowers.27?2007PrenticeHall,Inc.Allrightsreserved.*ContemporaryViewsonLeadershContemporaryViews…(cont’d)CharismaticLeadershipAnenthusiastic,self-confidentleaderwhosepersonalityandactionsinfluencepeopletobehaveincertainways.Characteristicsofcharismaticleaders:Haveavision.Areabletoarticulatethevision.Arewillingtotakeriskstoachievethevision.Aresensitivetotheenvironmentandfollowerneeds.Exhibitbehaviorsthatareoutoftheordinary.28?2007PrenticeHall,Inc.Allrightsreserved.*ContemporaryViews…(cont’d)ChaContemporaryViews…(cont’d)VisionaryLeadershipAleaderwhocreatesandarticulatesarealistic,credible,andattractivevisionofthefuturethatimprovesuponthepresentsituation.Visionaryleadershavetheabilityto:Explainthevisiontoothers.Expressthevisionnotjustverballybutthroughbehavior.Extendorapplythevisiontodifferentleadershipcontexts.29?2007PrenticeHall,Inc.Allrightsreserved.*ContemporaryViews…(cont’d)VisContemporaryViews…(cont’d)TeamLeadershipCharacteristicsHavingpatiencetoshareinformationBeingabletotrustothersandtogiveupauthorityUnderstandingwhentointerveneTeamLeader’sJobManagingtheteam’sexternalboundaryFacilitatingtheteamprocessCoaching,facilitating,handlingdisciplinaryproblems,reviewingteamandindividualperformance,training,andcommunication30?2007PrenticeHall,Inc.Allrightsreserved.*ContemporaryViews…(cont’d)TeaExhibit17–8 SpecificTeamLeadershipRoles31?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit17–8 SpecificTeamLeaLeadershipIssuesinthe21stCenturyManagingPowerLegitimatepowerThepoweraleaderhasasaresultofhisorherposition.CoercivepowerThepoweraleaderhastopunishorcontrol.RewardpowerThepowertogivepositivebenefitsorrewards.ExpertpowerTheinfluencealeadercanexertasaresultofhisorherexpertise,skills,orknowledge.ReferentpowerThepowerofaleaderthatarisebecauseofaperson’sdesirableresourcesoradmiredpersonaltraits.32?2007PrenticeHall,Inc.Allrightsreserved.*LeadershipIssuesinthe21stDevelopingCredibilityandTrustCredibility(ofaLeader)Theassessmentofaleader’shonesty,competence,andabilitytoinspirebyhisorherfollowersTrustIsthebeliefoffollowersandothersintheintegrity,character,andabilityofaleader.Dimensionsoftrust:integrity,competence,consistency,loyalty,andopenness.Isrelatedtoincreasesinjobperformance,organizationalcitizenshipbehaviors,jobsatisfaction,andorganizationcommitment.33?2007PrenticeHall,Inc.Allrightsreserved.*DevelopingCredibilityandTruExhibit17–9 SuggestionsforBuildingTrustPracticeopenness.Befair.Speakyourfeelings.Tellthetruth.Showconsistency.Fulfillyourpromises.Maintainconfidences.Demonstratecompetence.34?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit17–9 SuggestionsforBProvidingEthicalLeadershipEthicsarepartofleadershipwhenleadersattemptto:Fostermoralvirtuethroughchangesinattitudesandbehaviors.Usetheircharismainsociallyconstructiveways.Promoteethicalbehaviorbyexhibitingtheirpersonaltraitsofhonestyandintegrity.MoralLeadershipInvolvesaddressingthemeansthataleaderusestoachievegoalsaswellasthemoralcontentofthosegoals.35?2007PrenticeHall,Inc.Allrightsreserved.*ProvidingEthicalLeadershipEtEmpoweringEmployeesEmpowermentInvolvesincreasingthedecision-makingdiscretionofworkerssuchthatteamscanmakekeyoperatingdecisionsindevelopbudgets,schedulingworkloads,controllinginventories,andsolvingqualityproblems.Whyempoweremployees?Quickerresponsesproblemsandfasterdecisions.Addressestheproblemofincreasedspansofcontrolinrelievingmanagerstoworkonotherproblems.36?2007PrenticeHall,Inc.Allrightsreserved.*EmpoweringEmployeesEmpowermenCross-CulturalLeadershipUniversalElementsofEffectiveLeadershipVisionForesightProvidingencouragementTrustworthinessDynamismPositivenessProactiveness37?2007PrenticeHall,Inc.Allrightsreserved.*Cross-CulturalLeadershipUniveExhibit17–10 SelectedCross-CulturalLeadershipFindingsKoreanleadersareexpectedtobepaternalistictowardemployees.ArableaderswhoshowkindnessorgenerositywithoutbeingaskedtodosoareseenbyotherArabsasweak.Japaneseleadersareexpectedtobehumbleandspeakfrequently.ScandinavianandDutchleaderswhosingleoutindividualswithpublicpraisearelikelytoembarrass,notenergize,thoseindividuals.EffectiveleadersinMalaysiaareexpectedtoshowcompassionwhileusingmoreofanautocraticthanaparticipativestyle.EffectiveGermanleadersarecharacterizedbyhighperformanceorientation,lowcompassion,lowself-protection,lowteamorientation,highautonomy,andhighparticipation.Source:BasedonJ.C.Kennedy,“LeadershipinMalaysia:TraditionalValues,InternationalOutlook,”AcademyofManagementExecutive,August2002,pp.15–17;F.C.Brodbeck,M.Frese,andM.Javidan,“LeadershipMadeinGermany:LowonCompassion,HighonPerformance,”AcademyofManagementExecutive,February2002,pp.16–29;M.F.PetersonandJ.G.Hunt,“InternationalPerspectivesonInternationalLeadership,”LeadershipQuarterly,Fall1997,pp.203–31;R.J.HouseandR.N.Aditya,“TheSocialScientificStudyofLeadership:QuoVadis?”JournalofManagement,vol.23,no.3,(1997),p.463;andR.J.House,“LeadershipintheTwenty-FirstCentury,”inA.Howard(ed.),TheChangingNatureofWork(SanFrancisco:Jossey-Bass,1995),p.442.38?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit17–10 SelectedCross-CGenderDifferencesandLeadershipResearchFindingsMalesandfemalesusedifferentstyles:Womentendtoadoptamoredemocraticorparticipativestyleunlessinamale-dominatedjob.Womentendtousetransformationalleadership.Mentendtousetransactionalleadership.39?2007PrenticeHall,Inc.Allrightsreserved.*GenderDifferencesandLeadersExhibit17–11 WhereFemaleManagersDoBetter:AScorecardSource:

R.Sharpe,“AsLeaders,WomenRule,”BusinessWeek,November20.2000,p.75.40?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit17–11 WhereFemaleManBasicsofLeadershipGivepeopleareasontocometowork.Beloyaltotheorganization’speopleSpendtimewithpeoplewhodotherealworkoftheorganization.Bemoreopenandmorecandidaboutwhatbusinesspracticesareacceptableandproperandhowtheunacceptableonesshouldbefixed.41?2007PrenticeHall,Inc.Allrightsreserved.*BasicsofLeadershipGivepeoplLeadershipCanBeIrrelevant!SubstitutesforLeadershipFollowercharacteristicsExperience,training,professionalorientation,ortheneedforindependenceJobcharacteristicsRoutine,unambiguous,andsatisfyingjobsOrganizationcharacteristicsExplicitformalizedgoals,rigidrulesandprocedures,orcohesiveworkgroups42?2007PrenticeHall,Inc.Allrightsreserved.*LeadershipCanBeIrrelevant!STermstoKnowleaderleadershipbehavioraltheoriesautocraticstyledemocraticstylelaissez-fairestyleinitiatingstructureconsiderationhigh-highleadermanagerialgridFiedlercontingencymodelleast-preferredco-worker(LPC)questionnaireleader-memberrelationstaskstructurepositionpowersituationalleadershiptheory(SLT)readinessleaderparticipationmodelpath-goaltheorytransactionalleaders43?2007PrenticeHall,Inc.Allrightsreserved.*TermstoKnowleaderleast-prefeTermstoKnow(cont’d)transformationalleaderscharismaticleadervisionaryleadershiplegitimatepowercoercivepowerrewardpowerexpertpowerreferentpowercredibilitytrustempowerment44?2007PrenticeHall,Inc.Allrightsreserved.*TermstoKnow(cont’d)transforLeadershipChapter

17?2007PrenticeHall,Inc.

Allrightsreserved.LeadershipChapter

17?2007PreLEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.WhoAreLeadersandWhatIsLeadershipDefineleadersandleadership.Explainwhymanagersshouldbeleaders.EarlyLeadershipTheoriesDiscusswhatresearchhasshownaboutleadershiptraits.Contrastthefindingsofthefourbehavioralleadershiptheories.Explainthedualnatureofaleader’sbehavior.46?2007PrenticeHall,Inc.Allrightsreserved.*LEARNINGOUTLINELEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.ContingencyTheoriesofLeadershipExplainhowFiedler’stheoryofleadershipisacontingencymodel.Contrastsituationalleadershiptheoryandtheleaderparticipationmodel.Discusshowpath-goaltheoryexplainsleadership.ContemporaryViewsonLeadershipDifferentiatebetweentransactionalandtransformationalleaders.Describecharismaticandvisionaryleadership.Discusswhatteamleadershipinvolves.47?2007PrenticeHall,Inc.Allrightsreserved.*LEARNINGOUTLINELEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.LeadershipIssuesintheTwenty-FirstCenturyTellthefivesourcesofaleader’spower.Discusstheissuestoday’sleadersface.Explainwhyleadershipissometimesirrelevant.48?2007PrenticeHall,Inc.Allrightsreserved.*LEARNINGOUTLINELeadersandLeadershipLeader–SomeonewhocaninfluenceothersandwhohasmanagerialauthorityLeadership–Whatleadersdo;theprocessofinfluencingagrouptoachievegoalsIdeally,allmanagersshouldbeleadersAlthoughgroupsmayhaveinformalleaderswhoemerge,thosearenottheleaderswe’restudyingLeadershipresearchhastriedtoanswer:Whatisaneffectiveleader?49?2007PrenticeHall,Inc.Allrightsreserved.*LeadersandLeadershipLeader–EarlyLeadershipTheoriesTraitTheories(1920s-30s)Researchfocusedonidentifyingpersonalcharacteristicsthatdifferentiatedleadersfromnonleaderswasunsuccessful.Laterresearchontheleadershipprocessidentifiedseventraitsassociatedwithsuccessfulleadership:Drive,thedesiretolead,honestyandintegrity,self-confidence,intelligence,job-relevantknowledge,andextraversion.50?2007PrenticeHall,Inc.Allrightsreserved.*EarlyLeadershipTheoriesTraitExhibit17–1 SevenTraitsAssociatedwithLeadershipSource:S.A.KirkpatrickandE.A.Locke,“Leadership:DoTraitsReallyMatter?”AcademyofManagementExecutive,May1991,pp.48–60;T.A.Judge,J.E.Bono,R.llies,andM.W.Gerhardt,“PersonalityandLeadership:AQualitativeandQuantitativeReview,”JournalofAppliedPsychology,August2002,pp.765–780.51?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit17–1 SevenTraitsAssoExhibit17–2 BehavioralTheoriesofLeadership52?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit17–2 BehavioralTheoriExhibit17–2(cont’d) BehavioralTheoriesofLeadership53?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit17–2(cont’d) BehaviorEarlyLeadershipTheories(cont’d)BehavioralTheoriesUniversityofIowaStudies(KurtLewin)Identifiedthreeleadershipstyles:Autocraticstyle:centralizedauthority,lowparticipationDemocraticstyle:involvement,highparticipation,feedbackLaissezfairestyle:hands-offmanagementResearchfindings:mixedresultsNospecificstylewasconsistentlybetterforproducingbetterperformanceEmployeesweremoresatisfiedunderademocraticleaderthananautocraticleader.54?2007PrenticeHall,Inc.Allrightsreserved.*EarlyLeadershipTheories(conEarlyLeadershipTheories(cont’d)BehavioralTheories(cont’d)OhioStateStudiesIdentifiedtwodimensionsofleaderbehaviorInitiatingstructure:theroleoftheleaderindefininghisorherroleandtherolesofgroupmembersConsideration:theleader’smutualtrustandrespectforgroupmembers’ideasandfeelings.Researchfindings:mixedresultsHigh-highleadersgenerally,butnotalways,achievedhighgrouptaskperformanceandsatisfaction.Evidenceindicatedthatsituationalfactorsappearedtostronglyinfluenceleadershipeffectiveness.55?2007PrenticeHall,Inc.Allrightsreserved.*EarlyLeadershipTheories(conEarlyLeadershipTheories(cont’d)BehavioralTheories(cont’d)UniversityofMichiganStudiesIdentifiedtwodimensionsofleaderbehaviorEmployeeoriented:emphasizingpersonalrelationshipsProductionoriented:emphasizingtaskaccomplishmentResearchfindings:Leaderswhoareemployeeorientedarestronglyassociatedwithhighgroupproductivityandhighjobsatisfaction.56?2007PrenticeHall,Inc.Allrightsreserved.*EarlyLeadershipTheories(conTheManagerialGridManagerialGridAppraisesleadershipstylesusingtwodimensions:ConcernforpeopleConcernforproductionPlacesmanagerialstylesinfivecategories:ImpoverishedmanagementTaskmanagementMiddle-of-the-roadmanagementCountryclubmanagementTeammanagement57?2007PrenticeHall,Inc.Allrightsreserved.*TheManagerialGridManagerialExhibit17–3

The

Managerial

GridSource:

ReprintedbypermissionofHarvardBusinessReview.Anexhibitfrom“BreakthroughinOrganizationDevelopment”byRobertR.Blake,JaneS.Mouton,LouisB.Barnes,andLarryE.Greiner,November–December1964,p.136.Copyright?1964bythePresidentandFellowsofHarvardCollege.Allrightsreserved.58?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit17–3

The

Managerial

GrContingencyTheoriesofLeadershipTheFiedlerModel(cont’d)Proposesthateffectivegroupperformancedependsuponthepropermatchbetweentheleader’sstyleofinteractingwithfollowersandthedegreetowhichthesituationallowstheleadertocontrolandinfluence.Assumptions:Acertainleadershipstyleshouldbemosteffectiveindifferenttypesofsituations.Leadersdonotreadilychangeleadershipstyles.Matchingtheleadertothesituationorchangingthesituationtomakeitfavorabletotheleaderisrequired.59?2007PrenticeHall,Inc.Allrightsreserved.*ContingencyTheoriesofLeaderContingencyTheories…(cont’d)TheFiedlerModel(cont’d)Least-preferredco-worker(LPC)questionnaireDeterminesleadershipstylebymeasuringresponsesto18pairsofcontrastingadjectives.Highscore:arelationship-orientedleadershipstyleLowscore:atask-orientedleadershipstyleSituationalfactorsinmatchingleadertothesituation:Leader-memberrelationsTaskstructurePositionpower60?2007PrenticeHall,Inc.Allrightsreserved.*ContingencyTheories…(cont’d)Exhibit17–4 FindingsoftheFiedlerModel61?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit17–4 FindingsoftheFContingencyTheories…(cont’d)HerseyandBlanchard’sSituationalLeadershipTheory(SLT)Arguesthatsuccessfulleadershipisachievedbyselectingtherightleadershipstylewhichiscontingentonthelevelofthefollowers’readiness.Acceptance:leadershipeffectivenessdependsonwhetherfollowersacceptorrejectaleader.Readiness:theextenttowhichfollowershavetheabilityandwillingnesstoaccomplishaspecifictask.Leadersmustrelinquishcontroloverandcontactwithfollowersastheybecomemorecompetent.62?2007PrenticeHall,Inc.Allrightsreserved.*ContingencyTheories…(cont’d)ContingencyTheories…(cont