管理者的领导力框架英文课件

1、Leadership & OrganisationsLeadership & OrganisationsFramework of Managerial Leadership(The Emerging Views of Leadership Part 1)Leadership Behaviour & Styles(Len Ryder)A framework for the study of managerial leadershipPREAMBLELeadership style is the way in which the FUNCTIONS of leadership are carrie

2、d out, the way in which the manager typically behaves towards the members of the group. (Mullins, 2010)The Emerging Views on Leadership1. Leadership as a Behavioural category2. Styles of leadership2A framework for the study of managerial leadership1. Leadership as a Behavioural CategoryFocuses on ki

3、nds of behaviour of people in leadership positions.The Behaviour approach says that anyone who adopts the appropriate behaviour can be a good leader. (You either act like a leader or you do not!)Behaviours can be learned more readily than traits, enabling leadership to be accessible to all. The impl

4、ication is that if we can observe how leaders act, we can codify and measure this behaviour, find out ways to teach it, and help to develop future leaders. Common to all behavioural theories of leadership is the notion that there are two underlying behavioural structures an orientation towards:- Int

5、eracting and relating to other human beings- The task at hand or the technical side of work.(Clegg, et al, 2011)qOhio State Leadership studyqUniversity of Michigan studyqBlake & McCanses Leadership Grid3A framework for the study of managerial leadershipBlake & McCanses Leadership GridTwo principle d

6、imensions:q Concern for Production emphasis the leader places on accomplishing the taskq Concern for People emphasis the leader gives to subordinates needs and expectationsBlake, R.R. and McCanse, A.A. (1991)“Concern for” is not a mathematically measurable dimension i.e. how much but indicates the s

7、trength of the assumptions that underlie the leaders basic attitudes.4Leadership GridConcern for PeopleConcern for Production523416789123456789Impoverished ManagementExertion of minimum effort to get required work done that is appropriate to sustain organisation membershipAuthority-ObedienceEfficien

8、cy in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degreeCountry Club ManagementThoughtful attention to needs of people for satisfying relationships leads to a comfortable friendly organisation atmosphere and work tempoTeam ManagementW

9、ork accomplishment is from committed people; inter-dependence through a “common stake” in organisation purpose leads to relationships of trust and respectMiddle-of-the-Road ManagementAdequate organisation performance is possible through balancing the necessity to get out work with maintaining morale

10、 of people at a satisfactory level1,99,91,19,15,50A framework for the study of managerial leadership2. Styles of LeadershipLeadership style is the way in which the functions of leadership are carried out.Broad classifications of leadership style include:qAuthoritarian (or autocratic) styleqDemocrati

11、c (or Participative) styleqLaissez-faire (or Delegative) style(Laissez= to let; faire=to do “to let do”)(Kurt Lewin, 1939)(Can be related to McGregors Theory X & Y assumptions)6A framework for the study of managerial leadership2. Styles of LeadershipTannenbaum and Schmidt (1958, updated 1973) identi

12、fied a continuum of leadership styles in decision-making, based on:The degree of authority used by the managerThe area of freedom available to the non-managerThe four main styles are when a manager:Tells Sells Consults Joins7Figure 10.4 Source: Tannenbaum, R. and Schmidt, W. H., How to choose a lead

13、ership pattern, Harvard Business Review, May/June 1973, p. 167. Copyright 1973 Harvard BusinessSchool Publishing Corporation; all rights reserved. Reprinted by permissionA framework for the study of managerial leadership2. Styles of Leadership : Tannenbaum & SchmidtUse of authority by managerArea of

14、 freedom for subordinatesManager makes decision and announces itManager makes decision and sells itManager presents ideas and invites questionsManager presents tentative decision subject to changeManager presents problems, gets suggestions, makes decisionManager defines limits, asks group to make de

15、cisionManager permits subordinates to function within limits defined by superiorManager allows employees complete freedom of actionAutocraticDemocraticLaissez-fairAdapted from Hannagan (2005) Styles of Leadership : Tannenbaum & SchmidtTELLSSELLSCONSULTSJOINS.A framework for the study of managerial l

16、eadershipServant Leadership10q Servant Leadership was first described by Robert Greenleaf in his book, Servant Leadership (Greenleaf, 1977).q Servant leaders transcend self-interest to serve the needs of others, help others grow and develop and provide opportunities for others to gain materially and

17、 emotionally.q In organisations, these leaders top priority is service to employees, customers, shareholders and the general public.the purpose of their existence is to serve.leadership flows out of the act of service. (Sendjaya & Sarros, 2002).q There are 4 basic precepts in Greenleafs Servant Lead

18、ership model:1. Put service before self-interest2. Listen first to affirm others (affirm their confidence in others)3. Inspire trust by being trustworthy4. Nourish others and help them become wholeq Servant Leadership is leadership upside-down! (Daft, 2005)A framework for the study of managerial lea

19、dershipEmotional Leadership Styles11For your further reading1. Visionary2. Coaching3. Affiliative4. Democratic5. Pacesetting6. CommandingDaniel Goleman, Richard Boyatzis, and Annie McKee (2004), Primal Leadership. Harvard Business School PressA framework for the study of managerial leadershipReferen

20、cesBlake, R.R. and McCanse, A.A. (1991) Leadership Dilemmas Grid Solutions. Gulf PublishingClegg, S. Kornberger, M., Pitsis, T. (2008) Managing and Organizations. SageDaft, Richard L. (2005) The Leadership Experience. Thomson Wouth-WesternGreenleaf, Robert K. (1977) Servant Leadership: A Journey into the Nature of Legitimate Power a