管理与组织 (2)ppt课件

1、Define leader and leadershipCompare and contrast early theories of leadershipDescribe the three major contingency theories of leadershipDescribe contemporary views of leadershipDiscuss contemporary issues affecting leadershipChapter 17: LeadershipWho Are Leaders and What Is Leadership?Leader - Someo

2、ne who can influence others and who has managerial authority.Leadership - What leaders do; the process of influencing a group to achieve goals.Ideally, all managers should be leaders.Early Leadership TheoriesTrait Theories (1920s -1930s)Research focused on identifying personal characteristics that d

3、ifferentiated leaders from non-leaders was unsuccessful. Later research on the leadership process identified seven traits associated with successful leadership:Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversionExhibit 17-1: Seven

4、 Traits Associated withLeadershipEarly Leadership Theories (cont.)Behavioral TheoriesUniversity of Iowa Studies (Kurt Lewin)Identified three leadership styles:Autocratic style: centralized authority, low participationDemocratic style: involvement, high participation, feedbackLaissez faire style: han

5、ds-off managementResearch findings: mixed resultsNo specific style was consistently better for producing better performance.Employees were more satisfied under a democratic leader than under an autocratic leader.Behavioral Theories (cont.)Ohio State StudiesIdentified two dimensions of leader behavio

6、r:Initiating structure: the role of the leader in defining his or her role and the roles of group members.Consideration: the leaders mutual trust and respect for group members ideas and feelings.Mixed Results of Ohio State StudiesHigh consideration/high structure leaders generally, but not always, a

7、chieved high scores on group task performance and satisfaction.Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.University of Michigan StudiesIdentified two dimensions of leader behavior:Employee oriented: emphasizing personal relationshipsProductio

8、n oriented: emphasizing task accomplishmentResearch findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.The Managerial GridAppraises leadership styles using two dimensions:Concern for peopleConcern for productionPlaces managerial

9、 styles in five categories:Impoverished managementTask managementMiddle-of-the-road managementCountry club managementTeam managementExhibit 17-2: Behavioral Theoriesof LeadershipExhibit 17-2: Behavioral Theories ofLeadership (cont.)Contingency Theories of LeadershipThe Fiedler ModelProposes that eff

10、ective group performance depends upon the proper match between the leaders style of interacting with followers and the degree to which the situation allows the leader to control and influence.The Fiedler Model (cont.)Assumptions:A certain leadership style should be most effective in different types

11、of situations.Leaders do not readily change leadership styles.Matching the leader to the situation or changing the situation to make it favorable to the leader is required.The Fiedler Model (cont.)Least-preferred co-worker (LPC) questionnaireDetermines leadership style by measuring responses to 18 p

12、airs of contrasting adjectivesHigh score: a relationship-oriented leadership styleLow score: a task-oriented leadership styleSituational factors in matching leader to the situation:Leader-member relationsTask structurePosition powerExhibit 17-3: The Fiedler ModelContingency Theories of LeadershipHer

13、sey and Blanchards Situational Leadership Theory (SLT)Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers readinessAcceptance: leadership effectiveness depends on whether followers accept or reject a leaderReadiness:

14、 the extent to which followers have the ability and willingness to accomplish a specific taskLeaders must relinquish control over and contact with followers as they become more competent.Situational Leadership Theory (SLT) Creates four specific leadership styles incorporating Fiedlers two leadership

15、 dimensions:Telling: high task-low relationship leadershipSelling: high task-high relationship leadershipParticipating: low task-high relationship leadershipDelegating: low task-low relationship leadershipSituational Leadership Theory (SLT) Four stages of follower readiness:R1: followers are unable

16、and unwillingR2: followers are unable but willingR3: followers are able but unwillingR4: followers are able and willingContingency Theories of LeadershipPath-Goal ModelStates that the leaders job is to assist his or her followers in attaining their goals and to provide direction or support to ensure

17、 that their goals are compatible with those of the organizationDepending on the situation, leaders assume different leadership styles at different times:Directive leaderSupportive leaderParticipative leaderAchievement oriented leaderExhibit 17-4: Path-Goal ModelContemporary Views of LeadershipTransa

18、ctional LeadershipLeaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.Transformational LeadershipLeaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task r

19、equirements.Contemporary Views of LeadershipCharismatic LeadershipAn enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.Characteristics of charismatic leaders:Have a visionAre able to articulate the visionAre willing to take risks to achieve

20、the visionAre sensitive to the environment and follower needsExhibit behaviors that are out of the ordinaryContemporary Views of LeadershipVisionary LeadershipA leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation.Visi

21、onary leaders have the ability to:Explain the vision to othersExpress the vision not just verbally but through behaviorExtend or apply the vision to different leadership contextsContemporary Views of LeadershipTeam Leadership Characteristics:Having patience to share informationBeing able to trust ot

22、hers and to give up authorityUnderstanding when to interveneTeam Leaders JobManaging the teams external boundaryFacilitating the team processIncludes coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communicationExhibit 17-5: Team Leade

23、rship RolesManaging PowerLegitimate powerThe power a leader has as a result of his or her position.Coercive powerThe power a leader has to punish or control.Reward powerThe power to give positive benefits or rewards.Expert powerThe influence a leader can exert as a result of his or her expertise, sk

24、ills, or knowledge.Referent powerThe power of a leader that arises because of a persons desirable resources or admired personal traits.Developing TrustCredibility (of a Leader)The assessment of a leaders honesty, competence, and ability to inspire by his or her followersTrustThe belief of followers

25、(and others) in the integrity, character, and ability of a leaderDimensions of trust: integrity, competence, consistency, loyalty, and opennessIs related to increases in job performance, organizational citizenship behaviors, job satisfaction, and organization commitmentExhibit 17-6: Building TrustEm

26、powering EmployeesEmpowermentIncreasing the decision-making discretion of workers such that teams can make key operating decisions in developing budgets, scheduling workloads, controlling inventories, and solving quality problems.Why Empower employees?Quicker responses to problems and faster decisio

27、nsAddresses the problem of increased spans of control in relieving managers so they can address other problemsCross-Cultural LeadershipUniversal Elements of Effective LeadershipVisionForesightProviding encouragementTrustworthinessDynamismPositivenessProactivenessExhibit 17-7: Cross-Cultural LeadershipGender Differences and LeadershipResearch FindingsMales and females use different styles:Women tend to adopt a more democratic or participative style unless in a male-dominated job.Women tend to use transformational leadership.Men tend to use transactional leadership.Le