管理学课件-第17章-领导Leadership.ppt

Leadership,Chapter17,172,LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.,WhoAreLeadersandWhatIsLeadershipDefineleadersandleadership.Explainwhymanagersshouldbeleaders.EarlyLeadershipTheoriesDiscusswhatresearchhasshownaboutleadershiptraits.Contrastthefindingsofthefourbehavioralleadershiptheories.Explainthedualnatureofaleadersbehavior.,173,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,ContingencyTheoriesofLeadershipExplainhowFiedlerstheoryofleadershipisacontingencymodel.Contrastsituationalleadershiptheoryandtheleaderparticipationmodel.Discusshowpath-goaltheoryexplainsleadership.ContemporaryViewsonLeadershipDifferentiatebetweentransactionalandtransformationalleaders.Describecharismaticandvisionaryleadership.Discusswhatteamleadershipinvolves.,174,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,LeadershipIssuesintheTwenty-FirstCenturyTellthefivesourcesofaleaderspower.Discusstheissuestodaysleadersface.Explainwhyleadershipissometimesirrelevant.,175,LeadersandLeadership,LeaderSomeonewhocaninfluenceothersandwhohasmanagerialauthorityLeadershipWhatleadersdo;theprocessofinfluencingagrouptoachievegoalsIdeally,allmanagersshouldbeleadersAlthoughgroupsmayhaveinformalleaderswhoemerge,thosearenottheleaderswerestudyingLeadershipresearchhastriedtoanswer:Whatisaneffectiveleader?,176,EarlyLeadershipTheories,TraitTheories(1920s-30s)(特质理论)Researchfocusedonidentifyingpersonalcharacteristicsthatdifferentiatedleadersfromnonleaderswasunsuccessful.Laterresearchontheleadershipprocessidentifiedseventraitsassociatedwithsuccessfulleadership:Drive,thedesiretolead,honestyandintegrity,self-confidence,intelligence,job-relevantknowledge,andextraversion.,177,Exhibit171SevenTraitsAssociatedwithLeadership,Source:S.A.KirkpatrickandE.A.Locke,“Leadership:DoTraitsReallyMatter?”AcademyofManagementExecutive,May1991,pp.4860;T.A.Judge,J.E.Bono,R.llies,andM.W.Gerhardt,“PersonalityandLeadership:AQualitativeandQuantitativeReview,”JournalofAppliedPsychology,August2002,pp.765780.,178,Exhibit172BehavioralTheoriesofLeadership(行为理论),179,Exhibit172(contd)BehavioralTheoriesofLeadership,1710,EarlyLeadershipTheories(contd),BehavioralTheories（行为理论）UniversityofIowaStudies(KurtLewina勒温)Identifiedthreeleadershipstyles:Autocraticstyle(独裁型风格):centralizedauthority,lowparticipationDemocraticstyle(民主型风格):involvement,highparticipation,feedbackLaissezfairestyle(放任型风格):hands-offmanagementResearchfindings:mixedresultsNospecificstylewasconsistentlybetterforproducingbetterperformanceEmployeesweremoresatisfiedunderademocraticleaderthananautocraticleader.,1711,EarlyLeadershipTheories(contd),BehavioralTheories(contd)OhioStateStudies（俄亥俄州立大学的研究）IdentifiedtwodimensionsofleaderbehaviorInitiatingstructure（定规维度）:theroleoftheleaderindefininghisorherroleandtherolesofgroupmembersConsideration（关怀维度）:theleadersmutualtrustandrespectforgroupmembersideasandfeelings.Researchfindings:mixedresultsHigh-highleadersgenerally,butnotalways,achievedhighgrouptaskperformanceandsatisfaction.Evidenceindicatedthatsituationalfactorsappearedtostronglyinfluenceleadershipeffectiveness.,1712,EarlyLeadershipTheories(contd),BehavioralTheories(contd)UniversityofMichiganStudies（密歇根大学的研究）IdentifiedtwodimensionsofleaderbehaviorEmployeeoriented（员工导向）:emphasizingpersonalrelationshipsProductionoriented（生产导向）:emphasizingtaskaccomplishmentResearchfindings:Leaderswhoareemployeeorientedarestronglyassociatedwithhighgroupproductivityandhighjobsatisfaction.,1713,TheManagerialGrid,ManagerialGrid（管理方格图）Appraisesleadershipstylesusingtwodimensions:Concernforpeople（关心员工）Concernforproduction（关心生产）Placesmanagerialstylesinfivecategories:Impoverishedmanagement（贫乏型(1,1)）Taskmanagement（任务型(9,1)）Middle-of-the-roadmanagement（中庸之道型(5,5)）Countryclubmanagement（乡村俱乐部型(1,9)）Teammanagement（团队型(9,9)）结论表明管理者应该采用(9,9)风格也没有研究证据支持（9,9）在所有情境下都是最有效的并未回答如何使管理者成为有效的领导者这一问题,1714,Exhibit173TheManagerialGrid,Source:ReprintedbypermissionofHarvardBusinessReview.Anexhibitfrom“BreakthroughinOrganizationDevelopment”byRobertR.Blake,JaneS.Mouton,LouisB.Barnes,andLarryE.Greiner,NovemberDecember1964,p.136.Copyright1964bythePresidentandFellowsofHarvardCollege.Allrightsreserved.,1715,ContingencyTheoriesofLeadership（权变领导理论）,TheFiedlerModel(contd)（菲德勒模型）Proposesthateffectivegroupperformancedependsuponthepropermatchbetweentheleadersstyleofinteractingwithfollowersandthedegreetowhichthesituationallowstheleadertocontrolandinfluence.Assumptions:Acertainleadershipstyleshouldbemosteffectiveindifferenttypesofsituations.Leadersdonotreadilychangeleadershipstyles.Matchingtheleadertothesituationorchangingthesituationtomakeitfavorabletotheleaderisrequired.,1716,ContingencyTheories(contd),TheFiedlerModel(contd)Least-preferredco-worker(LPC)questionnaire（最难共事者问卷(LPC)）Determinesleadershipstylebymeasuringresponsesto18pairsofcontrastingadjectives.Highscore:arelationship-orientedleadershipstyleLowscore:atask-orientedleadershipstyleSituationalfactorsinmatchingleadertothesituation:Leader-memberrelations（上下级关系）Taskstructure（任务结构）Positionpower（职位权力）,1717,Exhibit174FindingsoftheFiedlerModel,1718,ContingencyTheories(contd),HerseyandBlanchardsSituationalLeadershipTheory(SLT)(赫塞-布兰查德的情境领导理论)Arguesthatsuccessfulleadershipisachievedbyselectingtherightleadershipstylewhichiscontingentonthelevelofthefollowersreadiness.Acceptance（）:leadershipeffectivenessdependsonwhetherfollowersacceptorrejectaleader.Readiness（）:theextenttowhichfollowershavetheabilityandwillingnesstoaccomplishaspecifictask.Leadersmustrelinquishcontroloverandcontactwithfollowersastheybecomemorecompetent.,1719,ContingencyTheories(contd),HerseyandBlanchardsSituationalLeadershipTheory(SLT)(赫塞-布兰查德的情境领导理论)CreatesfourspecificleadershipstylesincorporatingFiedlerstwoleadershipdimensions:Telling（告知）:hightask-lowrelationshipleadershipSelling（推销）:hightask-highrelationshipleadershipParticipating（参与）:lowtask-highrelationshipleadershipDelegating(授权):lowtask-lowrelationshipleadership,1720,ContingencyTheories(contd),HerseyandBlanchardsSituationalLeadershipTheory(SLT)Positsfourstagesfollowerreadiness:R1:followersareunableandunwillingR2:followersareunablebutwillingR3:followersareablebutunwillingR4:followersareableandwilling,1721,ContingencyTheories(contd),LeaderParticipationModel(VroomandYetton)(领导参与模型)Positsthatleaderbehaviormustbeadjustedtoreflectthetaskstructurewhetheritisroutine,nonroutine,orinbetweenbasedonasequentialsetofrules(contingencies)fordeterminingtheformandamountoffollowerparticipationindecisionmakinginagivensituation.,1722,ContingencyTheories(contd),LeaderParticipationModelContingencies（领导参与模型）:DecisionsignificanceImportanceofcommitmentLeaderexpertiseLikelihoodofcommitmentGroupsupportGroupexpertiseTeamcompetence,1723,Exhibit175LeadershipStylesintheVroomLeaderParticipationModel,Decide(裁决):Leadermakesthedecisionaloneandeitherannouncesorsellsittogroup.ConsultIndividually（个别磋商）:Leaderpresentstheproblemtogroupmembersindividually,getstheirsuggestions,andthenmakesthedecision.ConsultGroup（群体磋商）:Leaderpresentstheproblemtogroupmembersinameeting,getstheirsuggestions,andthenmakesthedecision.Facilitate（推动和促进）:Leaderpresentstheproblemtothegroupinameetingand,actingasfacilitator,definestheproblemandtheboundarieswithinwhichadecisionmustbemade.Delegate（授权）:Leaderpermitsthegrouptomakethedecisionwithinprescribedlimits.,Source:BasedonV.Vroom,“LeadershipandtheDecision-MakingProcess,”OrganizationalDynamics,vol.28,no.4(2000),p.84.,1724,Exhibit176Time-DrivenModel,Source:AdaptedfromV.Vroom,“LeadershipandtheDecision-MakingProcess,”OrganizationalDynamics,vol.28,no.4(2000),p.87.,1725,ContingencyTheories(contd),Path-GoalModel（途径目标模型）Statesthattheleadersjobistoassisthisorherfollowersinattainingtheirgoalsandtoprovidedirectionorsupporttoensuretheirgoalsarecompatiblewithorganizationalgoals.Leadersassumedifferentleadershipstylesatdifferenttimesdependingonthesituation:Directiveleader（指示型领导者）Supportiveleader（支持型领导者）Participativeleader（参与型领导者）Achievementorientedleader（成就取向型领导者）,1726,Exhibit177Path-GoalTheory,1727,ContemporaryViewsonLeadership,TransactionalLeadership(事务型领导者)Leaderswhoguideormotivatetheirfollowersinthedirectionofestablishedgoalsbyclarifyingroleandtaskrequirements.TransformationalLeadership(变革型领导者)Leaderswhoinspirefollowerstotranscendtheirownself-interestsforthegoodoftheorganizationbyclarifyingroleandtaskrequirements.Leaderswhoalsoarecapableofhavingaprofoundandextraordinaryeffectontheirfollowers.,1728,ContemporaryViews(contd),CharismaticLeadership(领袖魅力的领导)Anenthusiastic,self-confidentleaderwhosepersonalityandactionsinfluencepeopletobehaveincertainways.Characteristicsofcharismaticleaders(魅力型领导的特征)Haveavision.Areabletoarticulatethevision.Arewillingtotakeriskstoachievethevision.Aresensitivetotheenvironmentandfollowerneeds.Exhibitbehaviorsthatareoutoftheordinary.,1729,ContemporaryViews(contd),VisionaryLeadership(愿景规划的领导)Aleaderwhocreatesandarticulatesarealistic,credible,andattractivevisionofthefuturethatimprovesuponthepresentsituation.Visionaryleadershavetheabilityto(愿景规划的领导具有以下能力)Explainthevisiontoothers.Expressthevisionnotjustverballybutthroughbehavior.Extendorapplythevisiontodifferentleadershipcontexts.,1730,ContemporaryViews(contd),TeamLeadershipCharacteristics(团队领导的特征)HavingpatiencetoshareinformationBeingabletotrustothersandtogiveupauthorityUnderstandingwhentointerveneTeamLeadersJob(团队型领导的工作)ManagingtheteamsexternalboundaryFacilitatingtheteamprocessCoaching,facilitating,handlingdisciplinaryproblems,reviewingteamandindividualperformance,training,andcommunication,1731,Exhibit178SpecificTeamLeadershipRoles,1732,LeadershipIssuesinthe21stCentury(世纪的领导事项),ManagingPowerLegitimatepower（法定权力）Thepoweraleaderhasasaresultofhisorherposition.Coercivepower（强制权力）Thepoweraleaderhastopunishorcontrol.Rewardpower（奖赏权力）Thepowertogivepositivebenefitsorrewards.,Expertpower（专家权力）Theinfluencealeadercanexertasaresultofhisorherexpertise,skills,orknowledge.Referentpower（参照权力）Thepowerofaleaderthatarisebecauseofapersonsdesirableresourcesoradmiredpersonaltraits.,1733,DevelopingCredibilityandTrust,Credibility(ofaLeader)（信誉）Theassessmentofaleadershonesty,competence,andabilitytoinspirebyhisorherfollowersTrust（信任）Isthebeliefoffollowersandothersintheintegrity,character,andabilityofaleader.Dimensionsoftrust(信任的维度):integrity,competence,consistency,loyalty,andopenness.(正直，胜任力，一致性，忠诚，开放性)Isrelatedtoincreasesinjobperformance,organizationalcitizenshipbehaviors,jobsatisfaction,andorganizationcommitment.,1734,Exhibit179SuggestionsforBuildingTrust（建立信任）,Practiceopenness（工作透明化）.Befair（公正）.Speakyourfeelings（分享情感）.Tellthetruth（讲真话）.Showconsistency（始终如一）.Fulfillyourpromises（兑现承诺）.Maintainconfidences（保护隐私？）.Demonstratecompetence（展现实力）.,1735,ProvidingEthicalLeadership,Ethicsarepartofleadershipwhenleadersattemptto:Fostermoralvirtuethroughchangesinattitudesandbehaviors.Usetheircharismainsociallyconstructiveways.Promoteethicalbehaviorbyexhibitingtheirpersonaltraitsofhonestyandintegrity.MoralLeadership()Involvesaddressingthemeansthataleaderusestoachievegoalsaswellasthemoralcontentofthosegoals.,1736,EmpoweringEmployees(员工授权),Empowerment(授权)Involvesincreasingthedecision-makingdiscretionofworkerssuchthatteamscanmakekeyoperatingdecisionsindevelopbudgets,schedulingworkloads,controllinginventories,andsolvingqualityproblems.Whyempoweremployees?Quickerresponsesproblemsandfasterdecisions.Addressestheproblemofincreasedspansofcontrolinrelievingmanagerstoworkonotherproblems.,1737,Cross-CulturalLeadership(跨文化领导),UniversalElementsofEffectiveLeadershipVisionForesightProvidingencouragementTrustworthinessDynamismPositivenessProactiveness,1738,Exhibit1710SelectedCross-CulturalLeadershipFindings,Koreanleadersareexpectedtobepaternalistictowardemployees.ArableaderswhoshowkindnessorgenerositywithoutbeingaskedtodosoareseenbyotherArabsasweak.Japaneseleadersareexpectedtobehumbleandspeakfrequently.ScandinavianandDutchleaderswhosingleoutindividualswithpublicpraisearelikelytoembarrass,notenergize,thoseindividuals.EffectiveleadersinMalaysiaareexpectedtoshowcompassionwhileusingmoreofanautocraticthanaparticipativestyle.EffectiveGermanleadersarecharacterizedbyhighperformanceorientation,lowcompassion,lowself-protection,lowteamorientation,highautonomy,andhighparticipation.,Source:BasedonJ.C.Kennedy,“LeadershipinMalaysia:TraditionalValues,InternationalOutlook,”AcademyofManagementExecutive,August2002,pp.1517;F.C.Brodbeck,M.Frese,andM.Javidan,“LeadershipMadeinGermany:LowonCompassion,HighonPerformance,”AcademyofManagementExecutive,February2002,pp.1629;M.F.PetersonandJ.G.Hunt,“InternationalPerspectivesonInternationalLeadership,”LeadershipQuarterly,Fall1997,pp.20331;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.,1739,GenderDifferencesandLeadership(性别与领导),ResearchFindingsMalesandfemalesusedifferentstyles:Womentendtoadoptamoredemocraticorparticipativestyleunlessinamale-dominatedjob.Womentendtousetransformationalleadership.Mentendtousetransactionalleadership.,1740,Exhibit1711WhereFemaleManagersDoBetter:AScorecard（女性经理在哪些方面做得更好）,Source:R.Sharpe,“AsLeaders,WomenRule,”BusinessWeek,November20.2000,p.75.,1741,BasicsofLeadership,Givepeopleareasontocometowork.BeloyaltotheorganizationspeopleSpendtimewithpeoplewhodotherealworkoftheorganization.Bemoreopenandmorecandidaboutwhatbusinesspracticesareacceptableandproperandhowtheunacceptableonesshouldbefixed.,1742,LeadershipCanBeIrrelevant!（有时领导根本没必要!,SubstitutesforLeadership（对领导的替代）Followercharacteristics（一些下属特点）Experience,training,professionalorientation,ortheneedforindependenceJobcharacteristics（一些工作特点）Routine,unambiguous,andsatisfyingjobsOrganizationcharacteristics（一些组织特点）Explicitformalizedgoals,rigidrulesandprocedures,orcohesiveworkgroups,1743,案例哪种领导类型最有效,ABC公司是一家中等规模的汽车配件生产集团。最近，对该公司的三个重要部门经理进行了一次有关领导类型的调查。一安西尔安西尔对他本部门的产出感到自豪。他总是强调对生产过程、出产量控制的必要性，坚持下属人员必须很好地理解生产指令以得到迅速、完整、准确的反馈。安西尔当遇到小问题时，会放手交给下级去处理，当问题很严重时，他则委派几个有能力的下属人员去解决问题。通常情况下，他只是大致规定下属人员的工作方针、完成怎样的报告及完成期限。安西尔认为只有这样才能导致更好的合作，避免重复工作。安西尔认为对下属人员采取敬而远之的态度对一个经理来说是最好的行为方式，所谓的亲密无间会松懈纪律。他不主张公开谴责或表扬某个员工，相信他的每