國(guó)外商學(xué)院課件領(lǐng)導(dǎo)力 Traits%20and%20Skills1

LeadershipTraitsandSkillsOrganisationalLeadershipDrGarethEdwardsLearningOutcomesAdemonstrationofabreadthanddepthofknowledgeandapplicationofleadershiptheoryTheabilitytocriticallyevaluatedifferenttheoreticalapproachesandassesstheirutility

Theawarenessofthenatureandconsequencesoftherational,emotionalandpoliticaldimensionsoforganisationalleadershipThedevelopmentofeffectiveleadershipskillsandtolearnfromexperienceandplanforfuturedevelopment

SessionAimsTointroducekeyconceptsaroundleadershipandmanagementTocriticallyexaminetheTraitandSkillsapproachestothestudyofleadershipToexploretheirrelevanceandapplicabilityWhatisLeadership?Northouse(2006,p.3): LeadershipisaprocesswherebyanindividualinfluencesagroupofindividualstoachieveacommongoalLeadershipisaprocessLeadershipinvolvesinfluenceandpowerLeadershipoccursinagroupcontextLeadershipinvolvesgoalattainmentLeadershipDimensionsTraitversusProcessLeadershipAssignedversusEmergentLeadershipGrint’s(2005)typologyLeadershipaspersonLeadershipasprocessLeadershipasresultLeadershipaspositionWhatismanagement?Constructofthe20thcenturyandindustrializedsociety–inventedtoreducechaosandimproveefficiencyFayol(1916)onprimaryfunctionsofmanagement:PlanningOrganizingStaffingControllingTypicalActivityPatternsinManagerialWork(Yukl,2006)PaceofworkishecticandunrelentingContentofworkisvariedandfragmentedManyactivitiesarereactiveInteractionsofteninvolvepeersandoutsidersManyinteractionsinvolveoralcommunicationDecisionprocessesaredisorderlyandpoliticalMostplanningisinformalandadaptiveLeadervs.Manager3differentviews:Leadershipandmanagementarethesame;leadershipisonefacetofmanagementLeadersandmanagersaremutuallyexclusive;leadershavefollowers,managershavesubordinatesLeadershipandmanagementaretwodifferentfunctionsorrolesthatthesamepersoncantakeonatdifferentpointsintimeLeadershipv.Management

(Kotter,1990)LeadershipfunctionsManagementfunctionsCreatinganagendaEstablishesdirection,vision;strategyforgoalachievementPlansandbudgets;decidesactions,allocatesresourcesDevelopingPeopleAligningpeople;communicatesvisionandstrategyOrganisingandstaffing;developspolicy/processandmonitoringExecutionMotivatingandinspiringControlling/problem-solvingOutcomesProducespositive/dramaticchangeProducesorder,consistency,predictabilityTimeline–LeadershipTheoriesTraitTheories

-Stogdill,1948and1974

BehaviouralTheories

-Lewinetal.,1939,BlakeandMouton,1964,McGregor,1960

ContingencyTheories

-Fiedler,1967,VroomandYetton,1973,HouseandDessler,1974,HerseyandBlanchard,1984

NewLeadershipTheories

-Burns,1978,CongerandKanungo,1998,House,1977,AvolioandBass,2000

ImplicitLeadershipTheories

-Calder,1977,Kenneyetal.,1994,PhillipsandLord,1981,Lordetal.,1984

DancesofLeadershipFromthe‘Waltz’Tothe‘Rave’

ArjaRopoandErikaSauer,UniversityofTampere,Finland,2008Whatqualitiesdoleadersneed?TraitsThomasCarlyle(1840)and‘TheGreatManTheory’Whydowewantorneedheroes?ImpactofhistoryandmythDominanceorengineeringofheroes/leaders?Stogdill(1948and1974):theoryandresearchintotraitsLeadersareborn–aimtofindthe‘ultimatelistoftraits’ResearchcouldnotprovethattraitsarethemainexplanatoryfactorforleadershipandeffectiveleadershipLackofevidencehasledtoinclusionofbehaviouralandsituationalfactorsTraitsOveryearssomestudieshaveshownthatcertaincharacteristicsmaycontributetoeffectiveleadershipIntelligenceSelf-confidenceDeterminationIntegritySociabilityTraitsPractitionerstendtoutilisethetraitapproachesanditstools(Myers-BriggsTypeIndicator,LeadershipTraitQuestionnaireetc.)forHiringandselectionSelf-awarenessanddevelopmentPromotionOverviewofStudiesofLeadershipTraitsStogdill(1948)Mann(1959)Stogdill(1974)Lord,deVaderandAlliger(1986)KirckpatrickandLocke(1991)IntelligenceAlertnessInsightResponsibilityInitiativePersistenceSelf-confidenceSociabilityIntelligenceMasculinityAdjustmentDominanceExtroversionConservatismAchievementPersistenceInsightSelf-confidenceResponsibilityCooperativenessToleranceInfluenceSociabilityIntelligenceMasculinityDominanceDriveMotivationIntegrityConfidenceCognitiveabilityTaskknowledgeFive-FactorPersonalityModelandLeadershipNeuroticism=tendencytobedepressed,anxious,insecure,vulnerableandhostileExtraversion=tendencytobesociableandassertiveandtohavepositiveenergyOpenness=tendencytobeinformed,creative,insightfulandcuriousFive-FactorPersonalityModelandLeadershipAgreeableness=tendencytobeaccepting,conforming,trustingandnurturingConscientiousness=tendencytobethorough,organised,controlled,dependableanddecisiveJudgeetal.(2002)foundextraversionandconscientiousnessbeingmostcloselyassociatedwithpositiveleadershipSkillsThree-SkillApproach(Katz,1955):TechnicalSkillHumanSkillConceptualSkillDifferentfocusatdifferentmanageriallevelsSkillsSkillsModel(Mumfordetal.,2000):EnvironmentalInfluencesGeneralcognitiveabilityCrystallizedcognitiveabilityMotivationPersonalityEffectiveProblemSolvingPerformanceProblem-SolvingskillsSocialjudgementskillsKnowledgeIndividualAttributesCompetenciesLeadershipOutcomesCareerExperiencesEmotionalIntelligence(Goleman)FourEmotionalIntelligenceconstructs:Self-awareness

-theabilitytoreadone'semotionsandrecognizetheirimpactwhileusinggutfeelingstoguidedecisionsSelf-management

-involvescontrollingone'semotionsandimpulsesandadaptingtochangingcircumstancesSocialawareness

-theabilitytosense,understand,andreacttoother'semotionswhilecomprehendingsocialnetworksRelationshipmanagement-theabilitytoinspire,influence,anddevelopotherswhilemanagingconflictEmotionalCompetencies(Goleman)AsetofemotionalcompetenciesareassociatedwitheachconstructofEmotionalIntelligenceEmotionalcompetenciesarenotinnatetalents,butratherlearnedcapabilitiesthatmustbeworkedonanddevelopedtoachieveoutstandingperformanceIndividualsarebornwithageneralemotionalintelligencethatthendeterminestheirpotentialforlearningemotionalcompetenciesApplicationTraitApproach:HavingaleaderwithcertaintraitsiscrucialtohavingeffectiveleadershipUsedtocreateleadershipprofiles–hiring/selection,promotion,developmentSkillsApproach:ProvidesstructureforunderstandingthenatureofeffectiveleadershipMapforeffectiveleadershipinorganisations-needdifferentskillssetsatdifferentmanageriallevelsStrengthsTraitapproach:Intuitivelyappealing–greatleadersarebornAbundanceofresearchgivesitcredibilityBenchmarkingtoolforsupervisoryandmanagerialroleSkillsapproach:Firstapproachtofocusonproces