基本的领导方法

1、精选优质文档-倾情为你奉上精选优质文档-倾情为你奉上专心-专注-专业专心-专注-专业精选优质文档-倾情为你奉上专心-专注-专业Chapter 8 Basic Approaches to leadership基本的领导方法After studying this chapter, you should be able to：学习本章后,你应该可以Contrast leadership and management对比领导和管理Summarize the conclusions of trait theories总结特质理论的结论Describe Fiedlers contingency model

2、描述菲德勒的权变模式Explain heresy and Blanchards situational theory解释异端和布兰查德的情境理论Summarize leader-member exchange theory总结-交换理论Describe the path-goal theory描述路径目标理论Identify the situational variables in the leader-participation model确定leader-participation模型中的情境变量1、Whats leadership? 什么是领导Whats the difference b

3、etween leadership and management? 领导和管理之间的区别是什么?John kotter of the Harvard Business School argues that management is about coping with complexity. Good management brings about order and consistency by drawing up formal plans, designing rigid organization structures, and monitoring results against th

4、e plans. Leadership, in contrast, is about coping with change Leaders establish direction by developing a vision of the future, then they align people by communicating this vision and inspiring them to overcome hurdles.哈佛商学院的约翰科特认为,管理是关于应对复杂性。良好的管理带来了秩序和一致性,通过制定正式的计划,设计僵化的组织结构,以及对计划和监测结果做相比之下,领导应对其改

5、变，领导者通过开发未来的愿景确立方向，然后他们使人们通过沟通这一愿景，鼓励他们克服障碍The definition of leadership领导的定义We define leadership as the ability to influence a group toward the achievement of a vision or set of goals 我们领导定义为能够影响一个群体朝着实现一个愿景或一组目标的能力。One last comment before we move on: Organizations need strong leadership and strong

6、management for optimal effectiveness. In todays dynamic world, we need leaders to challenge the status quo, to create visions of the future, and to inspire organizational members to want to achieve the visions. We also need managers to formulate detailed plans, create efficient organizational struct

7、ures, and oversee day-today operations.最后一个意见之前，我们继续前进：企业需要强有力的领导和强有力的管理以达到最佳效果。在当今不断变化的世界，我们需要领导者挑战现状，创造未来的愿景，并激发组织成员要实现的愿景。我们还需要管理者制定详细计划，建立高效的组织结构，并监督日常业务。2、Trait theories特质理论Trait theories of leadership differentiate leaders from non leaders by focusing on personal qualities and characteristics.

8、 领导特质理论；领导人通过专注于个人品质和特征来区分是否能成为领导人Leaders who are extraverted (individuals who like being around people and are able to assert themselves), conscientious (individuals who are disciplined and keep commitments they make), ambition and energy, and open (individuals who are creative and flexible ) do se

9、em to have an advantage when it comes to leadership, suggesting that good leaders do have key traits in common 领导人是外向的(个人喜欢被周围的人肯定自己),认真的(个人自律,保持他们做出的承诺),有抱负和有能量的以及开放的(创意和灵活的人) 当谈到领导时，似乎都有一个优势,表明优秀的领导人确实有共同的关键特征The fact that an individual exhibits the traits and others consider that person to be a l

10、eader does not necessarily mean that the leader is successful at getting his or her group to achieve its goals.个人表现出的特征和其他人认为那个人是领袖，但这并不一定意味着领导者能成功地让他或她的组织实现其目标3.Behavioral Theories行为理论The failures of early trait studies led researchers in the late 1940s through the 1960s to go in a different direct

11、ion. They began looking at the behaviors exhibited by specific leaders. They wondered if there was something unique in the way that effective leaders behave. In this section, We look at three different behavioral theories of leadership to answer that question.早期特性研究的失败导致研究人员在20世纪40年代末到60年代去了一个不同的方向。

12、他们开始寻找特定的领导者表现的行为。他们想知道，有什么是领导者最有效的，独特的行为方式。在这一部分，我们来看看三种不同的领导行为理论来回答这个问题。If the behavioral approach to leadership were successful it would have implications quite different from those of the trait approach.如果领导行为的方法是成功的，将从这些特性的方法完全不同的含义。 Ohio State Studies俄亥俄州的研究Researchers at Ohio State sought to

13、identify independent dimensions of leader behavior .Beginning with over a thousand dimensions, they eventually narrowed the list to two categories that substantially accounted for most of the leadership behavior described by employees. They called these two dimensions initiating structure and consid

14、eration.研究人员在美国俄亥俄州立试图确定的领导行为独立的维度。有超过一千尺寸开始时，他们最终名单缩小到两个类别，大大占了大多数员工所描述的领导行为。他们称这两个维度倡导型与关怀Initiating structure refers to the extent to which a leader is likely to define and structure his or her role and those of employees in the research for goal attainment. It includes behavior that attempts to

15、organize work, work relationships, and goals. The leader characterized as high in initiating structure could be described as someone who “assigns group members to particular tasks” ,”expects workers to maintain definite standards of performance”, and” emphasizes the meeting of deadlines”.启动结构是指在何种程度

16、上的领导者很可能定义和构建他或她在研究员工的作用，并为这些目标的实现。它包括行为，试图组织工作，工作中的人际关系，和目标。领导定性为高发起结构可以描述为别人谁“分配组成员特别任务”，“期望工人维持一定的性能标准”和“强调期限的会议。”Consideration is described as the extent to which a person is likely to have job relationships that are characterized by mutual trust, respect for employees ideas, and regard for thei

17、r feelings. The Person Show concern for followers comfort, well-being, status and satisfaction. A leader high in consideration could be described as one who helps employees with personal problems, is friendly and approachable, and treats all employees as equals. AOL Time Warners CEO Richard Parsons

18、rates high on consideration behavior. His leadership style is very people-oriented, emphasizing cooperation and consensus-building.价被描述为在何种程度上一个人可能拥有的特点是相互信任，尊重员工的想法，并顾及他们的感受的工作关系。该人士关心追随者的舒适度，幸福感，状态和满意度。一个领导者的高代价可以被描述为一个谁可以帮助员工个人问题，是友好，平易近人，对待所有员工一律平等。美国在线 - 时代华纳的首席执行官理查德帕森斯率高于考虑的行为。他的领导风格是非常以人为本，强

19、调合作和建立共识.University of Michigan Studies密歇根州的研究大学。Leadership studies undertaken at the University of Michigans Survey Research Center, at about the same time as those being done at Ohio State, had similar research objectives: to locate behavioral characteristics of leaders that appeared to be related

20、 to measures of performance effectiveness领导研究开展在密歇根大学的调查研究中心的大学，大约在同一时间，那些正在做在俄亥俄州立，也有类似的研究目标：找出领导者，似乎是与绩效有效性的措施的行为特性的影响。The Michigan group also came up with two dimensions of leadership behavior that they labeled employee-oriented and production-oriented.密歇根集团还想出了两个维度的领导行为,他们分为员工导向和生产导向。Leaders who

21、 were employee-oriented were described as emphasizing interpersonal relations; they look a personal interest in the needs of their employees and accepted individual differences among members.员工导向的领导人都强调人际关系;在他们看来员工需要个人兴趣和接受成员之间的个体差异。The production-oriented leaders, in contrast, tended to emphasize t

22、he technical or task aspects on the jobtheir main concern was in accomplishing their groups tasks, and the group members were a means to that end.生产导向领导人,相反,倾向于强调技术噩工作或任务方面他们主要关心的是完成组织的任务,和团队成员的一种手段。These dimensions employee-oriented and product-origented are closely related to the Ohio State dimens

23、ions.The conclusions arrived at by the Michigan researchers Strongly favored the leaders who were employee-oriented in their behavior.这些维度员工导向俄亥俄州立维度密切相关。密歇根大学的研究人员的结论的领导者都强烈支持员工导向行为。3、The Managerial Grid 管理网络A graphic portrayal of a two dimensional view of leadership style was developed by Blake an

24、d Mouton. They proposed a managerial grid(sometimes also now called the leadership grid)based on the styles of(concern for people”and(concern for production)which essentially represent the Ohio State dimensions of consideration and initiating structure or the Michigan dimensions of employee oriented

25、 and production oriented图形描述的二维视图的领导风格是由布莱克和木桐。他们提出了一个管理网(有时也称为领导网格)风格的基础上关心人和关心生产,基本上代表了俄亥俄州立维度考虑和初始结构或面向员工和生产面向的密歇根维度管理网络多1,99,95.5关注人少1,91,1多少关注生产The grid, depicted in Exhibit bellow, has 9 possible positions along each axis, creating 81 different positions in which the leaders style may fall. Th

26、e grid does not show results produced, but, rather, the dominating factors in a leaders thinking in regard to getting results. Based on the findings of Blake and mouton, managers were found to perform best under a 9,9 style, as contrasted, for example, with a 9,1(authority type) or 1,9(laissez-faire

27、) style.下列所展示的表格的描述，沿着坐标轴有9个可能的职位，创造81个不同的职位，这些不同职位的领导人的风格可能下降。表格并没有展示产生的结果，但却验证领导者想法的支配因素被当作去获得的结果。根据布莱克的调查结果和羊皮管理者在（9,9）坐标上展现最好，相反地，例如，用9,1（权威型）或1,9（放任）的样式。Unfortunately, the grid offers a better framework for conceptualizing leadership style than for presenting any tangible new information in cla

28、rifying the leadership quandary, because it doesnt really convey any new information in addition to the Ohio state and the University of Michigan research.不幸的是，网格提供了概念化一个更好的框架比提出任何具体的新信息中的领导风格明确了领导的窘境，因为它并没有真正传达任何新信息，除了俄亥俄州和密歇根大学信息研究。 Summary of Behavioral Theories and Trait Theories 行为理论和人性理论的总结 Tr

29、ait theories and behavioral theories arent the last word on leadership. Missing is consideration of the situational factors that in fluence success or failure. For example, it seems unlikely that Martin Luther King, Jr, would have been a great civil rights leader at the turn of the twentieth century

30、, yet he was in 1950s and 1960s.人性理论和行为理论不是领导层最终的话题。缺少的是考虑环境因素，在能量密度的成功或失败。举例来说，似乎不太可能，马丁路德金，将有一直在二十世纪之交的伟大的民权领袖，但他在20世纪50年代和60年代。Contingency Theories 权变理论 Several approaches to isolating key situational variables have proven more 有几种方法来隔离关键情境因素已被证明更成功比其他人，因此，已经 successful than others and, as a resu

31、lt, have gained wider recognition. We 获得了广泛的认可。我们应考虑这五个：在菲德勒模型，赫西和布兰查德的shall consider five of these: the fielder model, Hersey and Blanchards 情境理论，领导者- 参与模型。situational theory, leader-participation models. Fiedler Model 菲德勒模型The first comprehensive contingency model for leadership was developed by 被

32、开发的第一个综合性的应急模式领导弗雷德菲德勒。该菲德勒权变模型Fred Fiedler. The Fiedler contingency model proposes that effective group 提出有效组性能取决于领导者的作风和之间的适当匹配程度的情况performance depends on the proper match between the leaders style and the 将控制权交给领导。degree to which the situation gives control to the leader. Identifying leadership s

33、tyle: Fiedler believes a key factor in leadership success is the individuals basic leadership style. So he begins by trying to find out what basic style is. Fiedler created the least preferred coworker(LPC) questionnaire for this purpose; it purports to measure whether a person is task-or relationsh

34、ip -oriented. Fiedler also assumes that an individuals leadership is fixed. As well show, this is important because it means that if a situation requires a take-oriented leader and the person in that leadership position is relationship-oriented, either the situation has to be modified or the leader

35、replaced if optimal effectiveness is to be achieved. 确定领导风格：菲德勒认为，领导的关键因素成功是个人的基本领导风格。于是，他开始试图通过找出哪些基本风格是。费德勒创造了最难共事（LPC） 问卷为此，看来是衡量一个人是否是任务或关系导向。费德勒还假设，一个人的领导是固定的。正如我们将要展示，这是很重要的，因为这意味着，如果一个形势要求采取为导向的领导者和负责人，领导力位置关系为导向，无论局势有可能被修改或如果最佳效果的方法是可以实现的领导者取代。 Define the situation 定义的情况 After an individuals

36、 basic leadership style has been assessed 经过个人的基本领导风格被评定Through the LPC ,it is necessary to match the leader with the situation . Fiedler has identified three contingency dimensions that , he argues , define the key situational factors that determine leadership effectiveness .These are leader-member

37、 relations , task structure ,and position power . They are defined as follows:通过LPC ，需要相匹配的领导者的情况。费德勒已经确定了三个偶然性维度，他认为，定义领导有效性的关键情境因素，这些都是领导 - 成员关系，任务结构和职位权力。它们的定义如下：Leader-member relations: The degree of confidence , trust , and respect members have in their leader . 领导 - 成员关系：信任度，在他们的领导下信任和尊重成员。Tas

38、k structure: The degree to which the job assignments are procedurized (that is ,structured or unstructured )任务结构：前往的工作任务是程序化的程度（即结构化或非结构化）Position power: The degree of influence a leader has over power variables such as hiring , firing , discipline ,promotions , and salary increases .职位权力：影响领导者拥有权力的

39、变量，如雇用，解雇，纪律，晋升和薪酬增长。The next step in the Fiedler model is to evaluate the situation in terms of these three contingency variables . Leader-member relations are either good or poor , task structure is either high or low , and position power is either strong or weak .在菲德勒模型中的下一个步骤是评估这三个变量的情况。领导 - 成员关

40、系好或差，任务结构是高或低，职位权力要么是强还是弱。Matching leaders and situations.匹配的领导人和情况。With knowledge of an individuals LPC and an assessment of the three contingency dimensions ,the Fiedler model proposes matching them up to achieve maximum leadership effectiveness . Based on his research , Fiedler now says that task

41、-oriented leaders perform best in situations of high and low control, while relationship-oriented leaders perform best in moderate control situations . But remember that Fiedler views an individuals leadership style as being fixed . There fore ,there are really only two ways in which to improve lead

42、er effectiveness . First ,you can change the leader to fit the situation .The second alternative would be to change the situation to fit the leader .随着一个人的LPC的知识和三个偶然性尺寸的评估，菲德勒模型将匹配提出来，以实现最大的领导效能。根据他的研究，菲德勒现在说，以任务为导向的领导人在高和低控制的情况下表现最好，同时以关系为导向的领导者表现最佳的适度控制的情况。但请记住，菲德勒观看一个人的领导风格是固定的。目前，脱颖而出，有且只有两个，其中

43、以提高领导有效性的方法。首先，你可以改变领导者，以适应形势。第二个办法是改变这种局面，以适应领导者。Task-oriented任务导向Relationship-oriented关系导向Exhibit: Finding from the Fiedler Model图表：菲德勒模型得出的结果Category类别Leader-member relations领导 - 成员关系GoodGoodGoodGoodPoorPoorPoorPoorTask structure任务结构HighHighLowLowHighHighLowLowPosition Power权力地位StrongWeakStrongWe

44、akStrongWeakStrongWeakHersey and Blanchards Situational Theory Hersey 和Blanchard的情境理论Paul Hersey and Ken Blanchard have developed a leadership model that has gained strong following among management development specialists. This model called situational leadership theory(SLT)_has been incorporated i

45、nto leadership training programs at over 400 of the Fortune 500 companies; and over one million managers a year from a wide of organizations are being taught its basic elements.Paul Hersey 和Ken Blanchard已经开发出一种领导模式而它受到了广大管理发展专家的追捧。这种模式叫做情境领导理论（SLT）而在世界前500强企业中有超过400多家的公司已经将它纳入到自己领导力培训项目中了；一年中有超过一百万的

46、来自各个组织的管理者们正在学习该理论的基本元素。Situational leadership is a contingency theory that focuses on the followers. Successful leadership is achieved by selecting the right leadership style, Which Hersey and Blanchard argue is contingent on the level of the followers? And what do they mean by the term readiness情境

47、领导是一种着重关注追随者的权变理论,成功的领导能力是通过选择正确的领导风格来实现的，Hercy和 Blanchard认为的是这将视部下的水平和他们对一定准备的理解而定。The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leader. The term readiness, as defined by Hersey and Blanchard, refers to the extent to

48、 which people have the ability and willingness to accomplish a specific task .要想强调追随者在领导有效性反应现实的情况就是看谁追随者中谁接受或反对领导者。一定的准备由Hersey和Blanchard定义，是指人的能力和意愿的程度来完成特定的任务SLT says if a follower is unable and unwilling to do a task, the leader needs to give clear and specific directions; if followers are unabl

49、e and willing, the leader needs to display high task orientation to compensate for the followers lack of ability and high relationship orientation to get the followers to “by into” the leaders desires; if followers are able and unwilling ,the leader needs to use a supportive and participative style;

50、 and if employee is both able and willing, the leader doesnt need to do muchSLT指出要是一个部下没有能力和意愿来完成一项任务的时候领导者就需要给出清晰且具体的方向；如果部下没能力但有意愿去完成这个任务，那领导者需要展示工作的高取向从而弥补追随者的低能力却较高的关系取向使追随者到达领导的意愿；如果追随者有能力却不愿意，那领导者需要使用一种支持半参与的管理风格；而如果受雇者有能力且愿意完成任务那领导者就不需要做太多。. Leader Member Exchange Theory 领导成员交换理论For the most

51、part, the leadership theories weve covered to this point have largely assumed that leaders treat all their followers in the same manner. However, the leader member exchange (LMX) theory argues that because of time pressures, leaders establish a special relationship with a small group of their follow

52、ers. These individuals make us the in group they are trusted, get a disproportionate amount of the leaders attention, and are more likely to receive special privileges.在大多数情况下,我们讨论了领导理论这一点在很大程度上认为领导人以相同的方式对待所有他们的追随者。然而，领导者与成员交换理论认为由于时间压力，领导者会和他的追随者中的一个小群体建有一个特殊的关系。这些人组成了这个群体，在这个圈里他们是可信的，在领导之间得到过多关注，

53、并且更有机会来得到特权。 Just precisely how the leader chooses who falls into each category is unclear, but there is evidence that leaders tend to choose in group members because they have attitude and personality characteristics that are similar to the leaders or a high level of competence than out group membe

54、rs.(see Exhibit bellow ). Followers with in group status will have higher performance ratings, lower turnover intentions, greater satisfaction with their superior, and higher overall satisfaction than will the out group. 只是究竟领导是怎么分门别类的我们并不清楚，但是有迹象表明领导者们更愿意选择群体内的成员，因为他们有一些态度和个人性格是和领导者相似的或者说与圈子外的竞争者来比

55、会有一个高的水平。拥有圈内地位的追随者会有更高的性能评价，更低的失误，更好的领导的满意度，比圈外人更高的整体满意度。展览：领导者 - 成员交换理论个人兼容性，下属的能力， 领导者和/或外向的性格 信任 明显的相互影响 正式的关系下属 下属 下属 下属 下属 下属A B C D E F 内集团 外集团Path-Goal Theory路径 - 目标理论The essence of path-goal theory is that its the leaders job to provide followers with the information support, other resource

56、s necessary for them to achieve their goals. the term path-goal is derived form the belief that effective leaders clarify the path to help their followers get from where they are to the achievement of their work goals and to make the journey along the path easier by reducing roadblocks.路径 - 目标理论的精髓在

57、于它的领导者的工作提供追随者的信息，支持或其他必要的资源为他们实现自己的目标。术语路径 - 目标派生形成的信念就是有效率的领导者明确路径来帮助他们的追随者认识到他们在哪里，以实现自己的工作目标，并通过减少障碍，使沿路径的旅途更轻松。House identified four leadership behaviors. The directive leader lets followers know what is expected of them , schedules work to be done and gives specific guidance as to how to accom

58、plish task. The supportive leader is friendly and show concern for the needs of followers. The participative leader consults with followers and uses their suggestions before making a decision. The achievement-oriented leader sets challenging goals and expects followers to perform at their highest le

59、vel. In contrast to Fiedler, House assumes leaders are flexible and that the same leader can display any or all of these behaviors depending on the situation.房子确定了四种领导行为。该指令的领导者让追随者知道什么是对他们的期望，日程安排要做的工作，并给出了具体的指导如何完成任务。支持性的领导者是友好的并且表现出关心对那些有需求的下属。有分担性的领导会和下属商讨，并在作决定之前利用好他们的建议。导向型的领导者会制定具有挑战性的目标，并期望下

60、属高水平发挥。而相比于总裁，众议院可以假定领导人是灵活的并且同样的领导者可以视情况而定显示任何或者全部的这些行为。contingency variables and predictions应急变量和预测 As Exhibit bellow illustrates, path-goal theory proposes two classes of contingency variables that moderate the leadership behavior-outcome relationship-those in the environment that are outside the