管理学第17章领导Leadershipppt课件

1、LeadershipChapter17.L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Who Are Leaders and What Is LeadershipDefine leaders and leadership.Explain why managers should be leaders.Early Leadership TheoriesDiscuss what research has shown about leadership trait

2、s.Contrast the findings of the four behavioral leadership theories.Explain the dual nature of a leaders behavior.2.L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.Contingency Theories of LeadershipExplain how Fiedlers theory of leadership is a co

3、ntingency model.Contrast situational leadership theory and the leader participation model.Discuss how path-goal theory explains leadership.Contemporary Views on LeadershipDifferentiate between transactional and transformational leaders.Describe charismatic and visionary leadership.Discuss what team

4、leadership involves.3.L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.Leadership Issues in the Twenty-First CenturyTell the five sources of a leaders power.Discuss the issues todays leaders face.Explain why leadership is sometimes irrelevant.4.Le

5、aders and LeadershipLeader Someone who can influence others and who has managerial authorityLeadership What leaders do; the process of influencing a group to achieve goalsIdeally, all managers should be leadersAlthough groups may have informal leaders who emerge, those are not the leaders were study

6、ingLeadership research has tried to answer: What is an effective leader?5.Early Leadership TheoriesTrait Theories (1920s-30s)(特质实际)Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful. Later research on the leadership process identifie

7、d seven traits associated with successful leadership:Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.6.Exhibit 171Seven Traits Associated with LeadershipSource: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really

8、Matter? Academy of Management Executive, May 1991, pp. 4860; T. A. Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative and Quantitative Review, Journal of Applied Psychology, August 2002, pp. 765780.7.Exhibit 172Behavioral Theories of Leadership(行为实际)8.Exhibit

9、 172 (contd)Behavioral Theories of Leadership9.Early Leadership Theories (contd)Behavioral Theories行为实际University of Iowa Studies (Kurt Lewina勒温)Identified three leadership styles:Autocratic style(独裁型风格 ): centralized authority, low participationDemocratic style(民主型风格 ): involvement, high participat

10、ion, feedbackLaissez faire style(放任型风格 ): hands-off managementResearch findings: mixed resultsNo specific style was consistently better for producing better performanceEmployees were more satisfied under a democratic leader than an autocratic leader.10.Early Leadership Theories (contd)Behavioral The

11、ories (contd)Ohio State Studies俄亥俄州立大学的研讨 Identified two dimensions of leader behaviorInitiating structure定规维度 : the role of the leader in defining his or her role and the roles of group membersConsideration关怀维度 : the leaders mutual trust and respect for group members ideas and feelings.Research fin

12、dings: mixed resultsHigh-high leaders generally, but not always, achieved high group task performance and satisfaction.Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.11.Early Leadership Theories (contd)Behavioral Theories (contd)University of Mich

13、igan Studies密歇根大学的研讨 Identified two dimensions of leader behaviorEmployee oriented员工导向 : emphasizing personal relationshipsProduction oriented消费导向 : emphasizing task accomplishmentResearch findings: Leaders who are employee oriented are strongly associated with high group productivity and high job s

14、atisfaction.12.The Managerial GridManagerial Grid管理方格图Appraises leadership styles using two dimensions:Concern for people关怀员工 Concern for production关怀消费Places managerial styles in five categories:Impoverished management贫乏型(1,1) Task management 义务型 (9,1) Middle-of-the-road management 中庸之道型(5,5) Count

15、ry club management 乡村俱乐部型 (1,9) Team management 团队型 (9,9) 结论阐明管理者应该采用 (9,9) 风格也没有研讨证据支持9,9在一切情境下都是最有效的 并未回答如何使管理者成为有效的指点者这一问题13.Exhibit 173TheManagerialGridSource: Reprinted by permission of Harvard Business Review. An exhibit from “Breakthrough in Organization Development by Robert R. Blake, Jane S

16、. Mouton, Louis B. Barnes, and Larry E. Greiner, NovemberDecember 1964, p. . Copyright 1964 by the President and Fellows of Harvard College. All rights reserved.14.Contingency Theories of Leadership权变指点实际The Fiedler Model (contd)菲德勒模型Proposes that effective group performance depends upon the proper

17、match between the leaders style of interacting with followers and the degree to which the situation allows the leader to control and influence.Assumptions:A certain leadership style should be most effective in different types of situations.Leaders do not readily change leadership styles.Matching the

18、 leader to the situation or changing the situation to make it favorable to the leader is required.15.Contingency Theories (contd)The Fiedler Model (contd)Least-preferred co-worker (LPC) questionnaire最难共事者问卷 (LPC) Determines leadership style by measuring responses to 18 pairs of contrasting adjective

19、s.High score: a relationship-oriented leadership styleLow score: a task-oriented leadership styleSituational factors in matching leader to the situation:Leader-member relations上下级关系Task structure义务构造Position power职位权益16.Exhibit 174Findings of the Fiedler Model17.Contingency Theories (contd)Hersey an

20、d Blanchards Situational Leadership Theory (SLT)(赫塞-布兰查德的情境指点实际 )Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers readiness.Acceptance: leadership effectiveness depends on whether followers accept or reject a lead

21、er.Readiness: the extent to which followers have the ability and willingness to accomplish a specific task.Leaders must relinquish control over and contact with followers as they become more competent.18.Contingency Theories (contd)Hersey and Blanchards Situational Leadership Theory (SLT)(赫塞-布兰查德的情境

22、指点实际 )Creates four specific leadership styles incorporating Fiedlers two leadership dimensions:Telling告知 : high task-low relationship leadershipSelling推销 : high task-high relationship leadershipParticipating参与 : low task-high relationship leadershipDelegating(授权 ): low task-low relationship leadersh

23、ip19.Contingency Theories (contd)Hersey and Blanchards Situational Leadership Theory (SLT)Posits four stages follower readiness:R1: followers are unable and unwillingR2: followers are unable but willingR3: followers are able but unwillingR4: followers are able and willing20.Contingency Theories (con

24、td)Leader Participation Model (Vroom and Yetton)(指点参与模型)Posits that leader behavior must be adjusted to reflect the task structurewhether it is routine, nonroutine, or in betweenbased on a sequential set of rules (contingencies) for determining the form and amount of follower participation in decisi

25、on making in a given situation.21.Contingency Theories (contd)Leader Participation Model Contingencies指点参与模型:Decision significanceImportance of commitmentLeader expertiseLikelihood of commitmentGroup supportGroup expertiseTeam competence22.Exhibit 175Leadership Styles in the Vroom Leader Participati

26、on ModelDecide(判决 ): Leader makes the decision alone and either announces or sells it to group.Consult Individually个别磋商 : Leader presents the problem to group members individually, gets their suggestions, and then makes the decision.Consult Group群体磋商 : Leader presents the problem to group members in

27、 a meeting, gets their suggestions, and then makes the decision.Facilitate推进和促进 : Leader presents the problem to the group in a meeting and, acting as facilitator, defines the problem and the boundaries within which a decision must be made.Delegate授权 : Leader permits the group to make the decision w

28、ithin prescribed limits.Source: Based on V. Vroom, “Leadership and the Decision-Making Process, Organizational Dynamics, vol. 28, no. 4 (2000), p. 84.23.Exhibit 176Time-DrivenModelSource: Adapted from V. Vroom, “Leadership and the Decision-Making Process, Organizational Dynamics, vol. 28, no. 4 (200

29、0), p. 87.24.Contingency Theories (contd)Path-Goal Model途径目的模型States that the leaders job is to assist his or her followers in attaining their goals and to provide direction or support to ensure their goals are compatible with organizational goals.Leaders assume different leadership styles at differ

30、ent times depending on the situation:Directive leader指示型指点者 Supportive leader支持型指点者 Participative leader参与型指点者 Achievement oriented leader 成就取向型指点者 25.Exhibit 177Path-Goal Theory26.Contemporary Views on LeadershipTransactional Leadership(事务型指点者 )Leaders who guide or motivate their followers in the d

31、irection of established goals by clarifying role and task requirements.Transformational Leadership(变革型指点者 )Leaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements.Leaders who also are capable of having a profound a

32、nd extraordinary effect on their followers.27.Contemporary Views(contd)Charismatic Leadership(领袖魅力的指点)An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.Characteristics of charismatic leaders(魅力型指点的特征)Have a vision.Are able to articulate t

33、he vision.Are willing to take risks to achieve the vision.Are sensitive to the environment and follower needs.Exhibit behaviors that are out of the ordinary.28.Contemporary Views(contd)Visionary Leadership(愿景规划的指点)A leader who creates and articulates a realistic, credible, and attractive vision of t

34、he future that improves upon the present situation.Visionary leaders have the ability to(愿景规划的指点具有以下才干)Explain the vision to others.Express the vision not just verbally but through behavior.Extend or apply the vision to different leadership contexts.29.Contemporary Views(contd)Team Leadership Charac

35、teristics(团队指点的特征)Having patience to share informationBeing able to trust others and to give up authorityUnderstanding when to interveneTeam Leaders Job(团队型指点的任务)Managing the teams external boundaryFacilitating the team processCoaching, facilitating, handling disciplinary problems, reviewing team an

36、d individual performance, training, and communication30.Exhibit 178Specific Team Leadership Roles31.Leadership Issues in the 21st Century(世纪的指点事项)Managing PowerLegitimate power法定权益 The power a leader has as a result of his or her position.Coercive power强迫权益 The power a leader has to punish or contro

37、l.Reward power奖赏权益 The power to give positive benefits or rewards.Expert power专家权益 The influence a leader can exert as a result of his or her expertise, skills, or knowledge.Referent power参照权益 The power of a leader that arise because of a persons desirable resources or admired personal traits.32.Dev

38、eloping Credibility and TrustCredibility (of a Leader)信誉 The assessment of a leaders honesty, competence, and ability to inspire by his or her followersTrust信任 Is the belief of followers and others in the integrity, character, and ability of a leader.Dimensions of trust(信任的维度): integrity, competence

39、, consistency, loyalty, and openness.(耿直，胜任力，一致性，忠实，开放性)Is related to increases in job performance, organizational citizenship behaviors, job satisfaction, and organization commitment.33.Exhibit 179Suggestions for Building Trust建立信任 Practice openness任务透明化.Be fair公正.Speak your feelings分享情感.Tell the t

40、ruth讲真话.Show consistency一直如一.Fulfill your promises兑现承诺.Maintain confidences维护隐私？.Demonstrate competence展现实力.34.Providing Ethical LeadershipEthics are part of leadership when leaders attempt to:Foster moral virtue through changes in attitudes and behaviors.Use their charisma in socially constructive

41、ways.Promote ethical behavior by exhibiting their personal traits of honesty and integrity.Moral Leadership()Involves addressing the means that a leader uses to achieve goals as well as the moral content of those goals.35.Empowering Employees(员工授权)Empowerment(授权)Involves increasing the decision-maki

42、ng discretion of workers such that teams can make key operating decisions in develop budgets, scheduling workloads, controlling inventories, and solving quality problems.Why empower employees?Quicker responses problems and faster decisions.Addresses the problem of increased spans of control in relie

43、ving managers to work on other problems.36.Cross-Cultural Leadership(跨文化指点)Universal Elements of Effective LeadershipVisionForesightProviding encouragementTrustworthinessDynamismPositivenessProactiveness37.Exhibit 1710Selected Cross-Cultural Leadership FindingsKorean leaders are expected to be pater

44、nalistic toward employees.Arab leaders who show kindness or generosity without being asked to do so are seen by other Arabs as weak.Japanese leaders are expected to be humble and speak frequently.Scandinavian and Dutch leaders who single out individuals with public praise are likely to embarrass, no

45、t energize, those individuals.Effective leaders in Malaysia are expected to show compassion while using more of an autocratic than a participative style.Effective German leaders are characterized by high performance orientation, low compassion, low self-protection, low team orientation, high autonom

46、y, and high participation.Source: Based on J. C. Kennedy, “Leadership in Malaysia: Traditional Values, International Outlook, Academy of Management Executive, August 2002, pp. 1517; F.C. Brodbeck, M. Frese, and M. Javidan, “Leadership Made in Germany: Low on Compassion, High on Performance, Academy

47、of Management Executive, February 2002, pp. 1629; M. F. Peterson and J. G. Hunt, “International Perspectives on International Leadership, Leadership Quarterly, Fall 1997, pp. 20331; R. J. House and R. N. Aditya, “The Social Scientific Study of Leadership: Quo Vadis? Journal of Management, vol. 23, n

48、o. 3, (1997), p. 463; and R. J. House, “Leadership in the Twenty-First Century, in A. Howard (ed.), The Changing Nature of Work (San Francisco: Jossey-Bass, 1995), p. 442.38.Gender Differences and Leadership(性别与指点)Research FindingsMales and females use different styles:Women tend to adopt a more dem

49、ocratic or participative style unless in a male-dominated job.Women tend to use transformational leadership.Men tend to use transactional leadership.39.Exhibit 1711Where Female Managers Do Better: A Scorecard女性经理在哪些方面做得更好Source: R. Sharpe, “As Leaders, Women Rule, BusinessWeek, November 20. 2000, p.

50、 75.40.Basics of LeadershipGive people a reason to come to work.Be loyal to the organizations peopleSpend time with people who do the real work of the organization.Be more open and more candid about what business practices are acceptable and proper and how the unacceptable ones should be fixed. 41.L

51、eadership Can Be Irrelevant!有时指点根本没必要 !Substitutes for Leadership对指点的替代Follower characteristics一些下属特点Experience, training, professional orientation, or the need for independenceJob characteristics一些任务特点Routine, unambiguous, and satisfying jobsOrganization characteristics 一些组织特点Explicit formalized goals, rigid rules and procedures, or cohesive work groups42.案例 哪种指点类型最有效 ABC公司是一家中等规模的汽车配件消费集团。最近，对该公司的三个重要部门经理进展了一次有关指点类型的调查。一 安西尔 安西尔对他本部门的产出感到骄傲。他总是强调对消费过程、出产量控制的必要性，坚持下属人员必需很好地了解消费指令以得到迅速、完好、准确的反响。安西尔当遇到小问题时，会放手交给下级去处置，当问题很严重时，他那么委派几个有才干的下属人员去处理问题。通常情况下，他只是