罗宾斯管理学管理者的领导力ManagersasLeaders课件

1、罗宾斯管理学管理者的领导力ManagersasLeaders2022/7/31罗宾斯管理学管理者的领导力ManagersasLeadersContents Who Are Leaders and What Is LeadershipEarly Leadership TheoriesContingency Theories of LeadershipContemporary Views on LeadershipLeadership Issues in the Twenty-First Century罗宾斯管理学管理者的领导力ManagersasLeadersWho Are Leaders an

2、d What Is Leadership？罗宾斯管理学管理者的领导力ManagersasLeadersLeaders and LeadershipD Leader 领导 Someone who can influence others and who has managerial authority罗宾斯管理学管理者的领导力ManagersasLeadersLeaders and LeadershipD Leader 领导 Someone who can influence others and who has managerial authority罗宾斯管理学管理者的领导力Managers

3、asLeadersLeaders and LeadershipD Leadership 领导力 What leaders do; the process of influencing a group to achieve goals管理者为取得目标而做的一系列影响群体成员行为的过程Ideally, all managers should be leadersAlthough groups may have informal leaders who emerge, those are not the leaders were studying罗宾斯管理学管理者的领导力ManagersasLead

4、ersLeaders and LeadershipLeadership research has tried to answer: What is an effective leader?如何成为有效的领导？罗宾斯管理学管理者的领导力ManagersasLeadersQ1：Do you think leaders have particular traits? 领导是否有特质？Researchers at the University of Cambridge found: “Men with longer ring fingers,compared with their index fing

5、ers, tended to be more sucessful in the high-frequency trading in the London financial district.” 罗宾斯管理学管理者的领导力ManagersasLeadersQ2: If yes, What are traits of leaders in your opinion?罗宾斯管理学管理者的领导力ManagersasLeadersOutlines2. Early Leadership TheoriesTrait TheoriesBehavioral Theories University of Iow

6、a Studies The Ohio State Studies University of Michigan Studies The Managerial Grid罗宾斯管理学管理者的领导力ManagersasLeaders2.1 Trait Theories (1920s-30s) 特质理论Personal trait identification research Physical stature, appearance, social class, emotional stability, fluency of speech, and sociability unsuccessful.

7、 罗宾斯管理学管理者的领导力ManagersasLeaders2.1 Trait Theories (1920s-30s) 特质理论Leadership (领导力） trait identification research successfulDrive, 内在驱动力The desire to lead, 领导愿望 Honesty and integrity, 诚实与正直Self-confidence, 自信Intelligence, 智慧Job-relevant knowledge, 工作相关知识 Extraversion. 外向性罗宾斯管理学管理者的领导力ManagersasLeader

8、sExhibit 171Seven Traits Associated with LeadershipSource: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really 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

9、 Review,” Journal of Applied Psychology, August 2002, pp. 765780.P461罗宾斯管理学管理者的领导力ManagersasLeadersLimitation of trait theory Trait theories Focused on traits, ignored interaction of leaders and their group members as well as situational factorsFurther thinking about leadership What effective leader

10、s did? Behaviors罗宾斯管理学管理者的领导力ManagersasLeaders2.2 Behavioral Theories 行为理论（1）University of Iowa Studies (Kurt Lewin) 爱荷华大学研究Identified three leadership styles:Autocratic style 独裁风格: centralized authority, low participationDemocratic style 民主风格: involvement, high participation, feedbackLaissez faire

11、style 放任风格: hands-off management罗宾斯管理学管理者的领导力ManagersasLeadersExhibit 172Behavioral Theories of LeadershipP462Research findings: mixed resultsNo specific style was consistently better for producing better performanceEmployees were more satisfied under a democratic leader than an autocratic leader.罗宾

12、斯管理学管理者的领导力ManagersasLeadersBehavioral Theories (contd)(2) Ohio State Studies 俄亥俄州立大学Identified two dimensions of leader behaviorInitiating structure 定规维度: Consideration 关怀维度: 罗宾斯管理学管理者的领导力ManagersasLeadersBehavioral Theories (contd)(2) Ohio State Studies 俄亥俄州立大学Identified two dimensions of leader b

13、ehaviorInitiating structure 定规维度: The extent to which a leader defined his or her role and the roles of group members。 It included behaviors that involved attempts to organize work, work relationships, and goals. 领导者界定自己和成员的角色的程度，包括组织安排工作，梳理工作关系和明确目标的程度Consideration 关怀维度: The extend to which a leade

14、r had work relationships characterized by mutual trust and respect for group members ideas and feelings. 领导者在工作中尊重下属的看法和情感并与下属建立相互信任的程度。罗宾斯管理学管理者的领导力ManagersasLeadersExhibit 172Behavioral Theories of LeadershipP462Research findings: mixed resultsHigh-high leaders generally, but not always, achieved

15、high group task performance and satisfaction.Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.罗宾斯管理学管理者的领导力ManagersasLeadersBehavioral Theories （3）University of Michigan Studies 密歇根大学研究Identified two dimensions of leader behaviorEmployee oriented 员工

16、导向: emphasizing personal relationships (employees needs, interpersonal relationships)Production oriented 生产导向: emphasizing task accomplishment ( technical or task aspect of job)罗宾斯管理学管理者的领导力ManagersasLeadersExhibit 172 (contd) Behavioral Theories of LeadershipP462Research findings: Leaders who are e

17、mployee oriented are strongly associated with high group productivity and high job satisfaction.罗宾斯管理学管理者的领导力ManagersasLeaders（4） The Managerial Grid 管理方格D Managerial GridAppraises leadership styles using two dimensions:Concern for people 关心人Concern for production 关心生产Places managerial styles in fiv

18、e categories:See next page Exhibit 17X Managerial grid罗宾斯管理学管理者的领导力ManagersasLeadersExhibit 17xTheManagerialGridSource: Reprinted by permission of Harvard Business Review. An exhibit from “Breakthrough in Organization Development” by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and Larry E. Gre

19、iner, NovemberDecember 1964, p. 136. Copyright 1964 by the President and Fellows of Harvard College. All rights reserved.P374罗宾斯管理学管理者的领导力ManagersasLeadersExhibit 172 (contd)Behavioral Theories of LeadershipP462罗宾斯管理学管理者的领导力ManagersasLeadersOutline3. Contingency Theories of LeadershipThe Fiedler Mod

20、elHersey and Blanchards Situational Leadership TheoryRobert Houses Path-Goal Model权变的领导理论罗宾斯管理学管理者的领导力ManagersasLeadersContingency Theories If, Then罗宾斯管理学管理者的领导力ManagersasLeaders3.1 The Fiedler Model 费德勒模型D The Fiedler Model 费德勒模型If a managers leader style is this, then he/she should work in this si

21、tuationIf a situation is that, then that situation needs a that type of leaderAssumptions of Fiedler: There are different types of works (situations) and different types of managers. Leaders do not readily change leadership styles.A certain leadership style should be most effective in different type

22、s of situations.Matching the leader to the situation or changing the situation to make it favorable to the leader is required.罗宾斯管理学管理者的领导力ManagersasLeaders3.1 The Fiedler Model 费德勒模型D The Fiedler Model 费德勒模型Proposes that effective group performance depends upon the proper match between the leaders

23、style of interacting with followers and the degree to which the situation allows the leader to control and influence.领导风格与员工的匹配；领导者能够控制和影响情境的程度；绩效取决于这两者的匹配罗宾斯管理学管理者的领导力ManagersasLeaderskey factors in leadership successHow to identify styles of leadershipHow to evaluate the situation罗宾斯管理学管理者的领导力Mana

24、gersasLeadersHow to match? -The Fiedler Model (contd)Measurement and Match 测量与匹配方法：Leader ship style: Least-preferred co-worker (LPC) questionnaire最难共事者问卷 Determines leadership style by measuring responses to 18 pairs of contrasting adjectives. pleasant-unpleasant cold-warm boring-interestingHigh sc

25、ore 64 : a relationship-oriented leadership style 关系取向Low score Telling 命令型R2: followers are unable but willing Selling 教练型R3: followers are able but unwilling Participating 参与型R4: followers are able and willing Delegating 授权型罗宾斯管理学管理者的领导力ManagersasLeaders3.3 Path-Goal Model 路径-目标模型 罗伯特 豪斯States tha

26、t 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. 领导者的工作是帮助下属达到他们的目标，为下属提供指导与支持，以确保下属各自的目标与组织的目标保持一致。Leaders assume different leadership styles at different times depending

27、on the situation:Directive leader 指示型Supportive leader 支持型Participative leader 参与型Achievement oriented leader 成就导向型罗宾斯管理学管理者的领导力ManagersasLeadersExhibit 174Path-Goal Theory 路径-目标理论 罗伯特 豪斯P468罗宾斯管理学管理者的领导力ManagersasLeadersSome Prediction & ConclusionsSome PredictionsDirective leadership Supportive le

28、adershipParticipative leadership 参与型Achievement oriented leadership 成就导向型. ConclusionLeaders compensates for shortcomings Employee performance and satisfaction Explaining already clear tasks/tasks able to be handled Employee performance and satisfactionRP468罗宾斯管理学管理者的领导力ManagersasLeadersLearning Out

29、lines 4. Contemporary Views of LeadershipTransactional and transformational leaders.Charismatic and visionary leadership.Team leadership.罗宾斯管理学管理者的领导力ManagersasLeaders4.1 Leader-Member Exchange（LMX) TheoryLeader-Member Exchange TheoryThe leadership theory that says leaders create in-groups and out-g

30、roups and those in the in-group will have higher performance ratings, less turnover, and greater job satisfactionHow to choose members: similarities, competence. Characteristics drive the decisions 罗宾斯管理学管理者的领导力ManagersasLeaders4.2 Transformational Leadership-Transactional Leadership 变革型与交易型领导Transa

31、ctional Leadership 交易型领导Leaders who guide or motivate their followers in the direction of established goals by exchanging rewards for their productivity.Transformational Leadership 变革型领导Leaders who stimulate and inspire followers to achieve extraordinary outcomes.Focus on followers interesting and d

32、evelopment needs, help followers by looking at old problems in new waysResearches support TLBusiness, military leadersLeaders in Start-up firms罗宾斯管理学管理者的领导力ManagersasLeadersThink different罗宾斯管理学管理者的领导力ManagersasLeaders乔布斯希望挖走百事可乐高管约翰斯卡利(John Sculley)，因此对斯卡利说:罗宾斯管理学管理者的领导力ManagersasLeaders4.3 Charism

33、atic-Visionary Leadership 领袖魅力型与愿景规划型领导Charismatic Leadership 领袖魅力型领导D An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.Ex: Jeff Bezos, founder and CEO of A罗宾斯管理学管理者的领导力ManagersasLeaders Jeff Bezos, founder and CEO of A罗宾斯管理学管理者的领导力Manag

34、ersasLeaders4.3 Charismatic-Visionary Leadership 领袖魅力型与愿景规划型领导Characteristics of charismatic leaders:Have a vision.Are able to articulate 表达 the 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.E

35、x: Jeff Bezos, founder and CEO of A罗宾斯管理学管理者的领导力ManagersasLeaders4.3 Charismatic-Visionary Leadership 领袖魅力型与愿景规划型领导Charismatic Leadership 领袖魅力型领导Most research shows positive relationship between charismatic leadership and high performance and satisfactionCharismatic leadership can be learned. EX: ch

36、arismatic coursesCharismatic leadership is not always productive, most appropriate when the followers task has an ideological purpose or when the environment involves a high degree of stress and uncertainty罗宾斯管理学管理者的领导力ManagersasLeaders4.3 Charismatic-Visionary Leadership Visionary Leadership 愿景规划型领

37、导A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation.Visionary leaders have the ability to:Explain the vision to others.Express the vision not just verbally but through behavior.Extend or apply the vision to differe

38、nt leadership contexts. EX: Chiairman Mao Zhedong Founders of many venture companies 罗宾斯管理学管理者的领导力ManagersasLeaders4.4 Team Leadership 团队领导Team Leadership CharacteristicsHaving patience to share informationBeing able to trust others and to give up authorityUnderstanding when to interveneTeam Leaders

39、 JobManaging the teams external boundaryFacilitating the team processCoaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communication罗宾斯管理学管理者的领导力ManagersasLeadersExhibit 175Specific Team Leadership RolesP472罗宾斯管理学管理者的领导力ManagersasLeaders

40、Learning Outline5. Leadership Issues in the Twenty-First CenturyFive sources of a leaders power.Issues todays leaders face.自罗宾斯管理学管理者的领导力ManagersasLeaders5.1 Managing PowerSources of Leaders PowerLegitimate power 法定权力The power a leader has as a result of his or her position.Coercive power 强制权力The po

41、wer a leader has to punish or control.Reward power 奖赏权力The power to give positive benefits or rewards.Expert power 专家权力The influence a leader can exert as a result of his or her expertise, skills, or knowledge.Referent power 参照权力The power of a leader that arise because of a persons desirable resourc

42、es or admired personal traits.Most effective leaders rely on several different forms of power to affect the behavior and performance of their followers.罗宾斯管理学管理者的领导力ManagersasLeaders5.2 Developing Credibility and TrustCredibility (of a Leader) 信誉The assessment of a leaders honesty, competence, and a

43、bility to inspire by his or her followers 对领导的诚实、胜任力和鼓舞他人的能力的判断。Trust 信任Is the belief of followers and others in the integrity, character, and ability of a leader. 为人、人格和领导能力的信仰。Dimensions of trust: integrity, competence, consistency, loyalty, and openness. 正直，能力，一贯，忠诚，开放Is related to increases in j

44、ob performance, organizational citizenship behaviors, job satisfaction, and organization commitment.罗宾斯管理学管理者的领导力ManagersasLeadersExhibit 176Suggestions for Building TrustPractice openness.Be fair.Speak your feelings.Tell the truth.Show consistency.Fulfill your promises.Maintain confidences.Demonstr

45、ate competence.P474罗宾斯管理学管理者的领导力ManagersasLeaders5.3 Empowering EmployeesEmpowerment 授权Why empower employees?Quicker responses problems and faster decisions.Addresses the problem of increased spans of control in relieving managers to work on other problems.罗宾斯管理学管理者的领导力ManagersasLeaders5.4 Leading A

46、cross Cultures Effective leaders use different leading styles in different cultures Universal Elements of Effective LeadershipVision 愿景Foresight 远见Providing encouragement 鼓励Trustworthiness 值得信耐Dynamism 充满活力Positiveness 积极性Proactiveness 主动性罗宾斯管理学管理者的领导力ManagersasLeadersExhibit 177Selected Cross-Cultu

47、ral Leadership FindingsKorean leaders are expected to be paternalistic 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

48、out individuals with public praise are likely to embarrass, not 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 compa

49、ssion, low self-protection, low team orientation, high autonomy, 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 Ma

50、de in Germany: Low on Compassion, High on Performance,” Academy 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

51、Study of Leadership: Quo Vadis?” Journal of Management, vol. 23, no. 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.P475罗宾斯管理学管理者的领导力ManagersasLeaders5.5 Gender Differences and LeadershipResearc