领导者与管理者的区别课件

0.LearningObjectivesYoushouldlearnto:Explainthedifferencebetweenmanagersandleaders(管理者与领导者的区别)Describethetrait(个性特征)andbehavioraltheoriesofleadershipExplaintheFiedlercontingencymodel(菲德勒权变模型)ContrasttheHersey-Blanchard(何塞-布兰查)andleaderparticipation(参与)modelsofleadershipSummarizethepath-goal(路径-目标)

model20.LearningObjectives(cont.)Youshouldlearnto:

Explainthevarioussources(多种来源)ofpoweraleadermightpossessDescribehowleaderscancreate(创造)acultureoftrust(信任)Explaingender(性别)andcultural(文化)differencesinleadership3一.Leadership领导1.Leader(领导者)

someonewhocaninfluenceothers(影响别人)andwhohasmanagerialauthorityallmanagersshouldideally(最好)beleadersnotallleadershavetheabilitytobeaneffectivemanager2.Leadership(领导)processofinfluencingagrouptowardtheachievementofgoalsaheavilyresearchedtopic(一个热门的研究题目)4二.EarlyLeadershipTheories早期理论1.TraitTheories(特质理论)leadertraits(领导者个性特征)-characteristicsthatmightbeusedtodifferentiateleadersfromnonleadersmightbeusedasabasisforselectingthe“right(合适)”peopletoassume(任命)formalleadershippositionsprovedtobeimpossibletoidentifyasetoftraitsthatwouldalwaysdifferentiate(区分)leadersfromnonleadersexplanationsbasedsolely(仅仅)ontraitsignoredtheinteractions(相互作用)ofleaders,theirgroups,andsituationalfactorsEx.17-1SevenTraitsassociatedwithleadership5二.EarlyLeadershipTheories(续1)2.BehavioralTheories(领导行为理论)knowingwhateffectiveleadersdowouldprovidethebasisfortrainingleaders(知道有效领导者做什么，用于领导的训练)(1)UniversityofIowaStudies(依阿华大学的研究)-KurtLewin(勒文)exploredthreeleadershipstyles(领导模式)Autocratic(独裁式)-leaderdictated(指定)workmethodsDemocratic(民主式)-involved(参与)employeesindecisionmakingusedfeedbacktocoachemployeeslaissez-faire(放任式)-gavethegroupcompletefreedomresultsweremixedwith

(不确定)respectto(就)performance-satisfactionhigherwithdemocraticleader6二.EarlyLeadershipTheories(续2)2.BehavioralTheories(cont.)(2)OhioStateStudies(俄核俄州大学)-identifiedtwodimensionsofleadership(两个影响领导的维度)，组合出四种领导方式initiatingstructure(以工作为重)-extenttowhichaleaderwaslikelytodefineandstructureher/hisroleandtherolesofgroupmemberstoseekgoalattainmentConsideration(以人为重)-extenttowhichaleaderhadjobrelationshipscharacterizedbymutualtrustandrespectforgroupmembers’ideasandfeelingsfindings-high-highleadersachievedhighgrouptaskperformanceandsatisfactionhowever,high-highwasnotalwayseffective(不是始终有效的领导方式)7二.EarlyLeadershipTheories(续3.)2.BehavioralTheories(cont.)(3)UniversityofMichigan(密歇根大学)Studies-identifiedtwodimensionsofleadership：两种领导方式employeeoriented(员工导向)-emphasizedinterpersonalrelationshipsacceptsindividualdifferencesamongsubordinatesassociatedwithhighgroupproductivity，高生产效率productionoriented(生产导向)-emphasizedthetechnicalortaskaspectsofthejobconcernedwithaccomplishingthegroup’stasksassociatedwithlowgroupproductivityandlowjobsatisfaction，低生产率和低员工满意8二.EarlyLeadershipTheories(续4.)2.BehavioralTheories(cont.)(4)ManagerialGrid(管理方格理论)-two-dimensionalgrid(两维方格)thatprovidesaframeworkforconceptualizingleadershipstyledimensionsareconcernforpeopleandconcernforproduction(关心工作)fivemanagementstyles(五种管理方式)describedimpoverished(1,1)，贫乏型-minimumefforttoreachgoalsandsustainorganizationmembershiptask(9,1)，任务型-arrangeoperationstobeefficientwithminimumhumaninvolvementmiddle-of-the-road(5,5)，中间型-adequateperformancebybalancingworkandhumanconcerns9二.EarlyLeadershipTheories(续5.)2.BehavioralTheories(cont.)(2)ManagerialGrid(管理方格，cont.)fivemanagementstylesdescribed(cont.)countryclub(1,9)，俱乐部型-attentiontohumanneedsandcreationofcomfortableworkenvironmentteam(9,9)，团队型-committedpeoplemotivatedbyacommonpurpose,trust,andmutualrespectconcludedthatmanagersshoulduse(9,9)stylelittleempiricalevidencetosupportthisconclusion(几乎没有经验证据支持这个结论)norationaleforwhatmadeamanageraneffectiveleader10ContingencyTheoriesOfLeadership

领导权变理论*.BasicAssumptionsleadereffectivenessdependsonthesituation(领导的有效性与情景有关)mustisolatesituationalconditionsorcontingencies(必须分离出情景条件或者说情景变量)111.FiedlerModel(菲德勒模型)effectivegroupperformancedependsonmatchingtheleader’sstyle(领导方式)andthedegreetowhichthesituationpermits(让)theleadertocontrolandinfluence(控制和影响)Least-PreferredCoworker(LPC，最喜欢的员工)-measurestheleader’sstyleofinteractingwithsubordinates——来刻画领导模式highLPC-leastpreferredcoworkerdescribedinrelativelyfavorabletermsleaderisrelationshiporientedlowLPC-leastpreferredcoworkerdescribedinrelativelyunfavorabletermsleaderistaskoriented三.ContingencyTheories(续1)12三.ContingencyTheories(续2)1.FiedlerModel(菲德勒模型，cont.)modelassumesthatleader’sstylewasalwaysthesameandcouldnotchangeindifferentsituationsthreecontingencyfactors(三个权变因素)thatidentifyeightpossibleleadershipsituationsthatvaryinfavorability(有利性)。三个因素如下：leader-memberrelations(领导与成员关系)-degreeofconfidence,trust,andrespectmembershadforleadertaskstructure(任务结构)-degreetowhichjobassignmentswereformalizedandprocedurizedpositionpower(职务权力)-degreeofinfluencealeaderhadoverpower-basedactivities13*FindingsOfTheFiedlerModelCategoryLeader-MemberRelationsTaskStructurePositionPowerIIIIIIIVVVIVIIVIIIGoodGoodGoodGoodPoorPoorPoorPoorHighHighLowLowHighHighLowLowStrongWeakStrongWeakStrongWeakStrongWeakFavorableUnfavorableModerateGoodPoorPerformance绩效RelationshipOrientedTaskOriented14三.ContingencyTheories(续3)1.FiedlerModel(菲德勒模型，cont.)resultsindicatedthat:task-orientedleadersperformedbetterinsituationsthatareveryfavorabletothemandinsituationsthatareveryunfavorablerelationship-oriented(关系导向)leadersperformedbetterinsituationsthataremoderatelyfavorableimplicationsforimprovingleadershipplaceleadersinsituationssuitedtotheirstylechangethesituationtofittheleaderconsiderableempiricalsupport(经验支持这个理论模型)forthemodelUnrealistic(不现实)to

assumethatleadercannotalter(改变)

theirstyle15三.ContingencyTheories(续4)2.HerseyandBlanchard’sSituationalLeadershipTheory(何塞-布兰查情景领导理论)appropriateleadershipstyleiscontingentonthefollowers’readiness(成熟性)readiness-extenttowhichpeoplehavetheabilityandwillingness(能力和意愿)toaccomplishaspecifictaskreflectstherealitythatitisfollowerswhoacceptorrejecttheleaderbasedontwoleadershipdimensions(两大领导维度)taskbehaviors：任务行为者relationshipbehaviors：关系行为者16三.ContingencyTheories(续5)2.SituationalLeadershipTheory(续)fourleadershipstylesdefinedbythetwodimensions(识别出四种领导风格或方式)Telling，命令型-leaderdefinesrolesandtellspeoplehowtodotheirjobs，--peopleareneithercompetentnorconfidentSelling，推销型-leaderisbothdirectiveandsupportivepeopleareunablebutwillingtodonecessarytasksParticipating，参与型-leaderandfollowermakedecisionspeopleareablebutunwillingtodothejobDelegating，授权型-leaderprovideslittledirectionorsupport.-peopleareableandwillingtodothejobtestsofthetheoryhaveyieldeddisappointingresults(实证研究结论，令人失望)17HerseyandBlanchard’sSituationalLeadershipModel18三.ContingencyTheories(续5)3.Leader-Participation(领导-参与)Model3.1理论起源和基本观点：VictorVroom(佛如姆)andassociates(同事)-relateleadershipbehaviorandparticipationtodecisionmaking(考察了领导行为与决策的关系)providesasequentialsetofrulestofollowindeterminingtheformandamountofparticipationindecisionmakingruleselectiondeterminedbythesituationprovidesanexcellent(非常有力的)guideto

helpmanagerschooseanappropriateleadershipstyletofitthesituation193.LeaderParticipationModel(cont.)-5LeadershipStylesDecide(决断型)-leadermakesdecisionalone,eitherannouncingorsellingtogroupConsultIndividually(个别咨询型)-leadermakesdecisionafterobtainingfeedbackfromgroupmembersindividuallyConsultGroup(顾问团型)-leadermakesdecisionafterobtainingfeedbackfromgroupmembersinmeetingFacilitate(促进型)-leader,actingasfacilitator,definesproblemandboundariesfordecision-makingafterpresentingittogroupDelegate(授权型)-leaderpermitsgrouptomakedecisionwithinprescribedlimits三.ContingencyTheories(续6)20三.ContingencyTheories(续6)4.Path-Goal(路径-目标)ModelRobertHouse(罗伯特.豪斯)-leader’sjobistoassistfollowersinattainingtheirgoalsthatarecompatible相容withtheoverallobjectivesofthegroupororganizationleaderbehavioris:Acceptable，接受tothedegreethatgroupviewsitasasourceofimmediateorfuturesatisfactionMotivational，激励，totheextentthatit:makessatisfactionofsubordinates’needscontingentoneffectiveperformanceprovidesthecoaching,guidance,support,andrewardsnecessaryforeffectiveperformance21三.ContingencyTheories(续7)4.Path-GoalModel(路径-目标，cont.)identifiesfourleadershipbehaviors，识别出四种领导行为Directive，命令式-describestasks,setsschedules,andoffersguidanceontaskperformanceSupportive，支持式-showsconcernforsubordinatesParticipative，参与式-reliesonsubordinates’suggestionswhenmakingadecisionAchievementoriented，成就导向式-setschallenginggoalsAssumes(假定)thataleadercandisplayanyorallofthebehaviorsdependingonthesituationPathgoal22三.ContingencyTheories(续8.)4.Path-GoalModel(路径-目标，cont.)twoclassesofcontingencyvariables(权变变量)Environment(环境)-outsidethecontrolofthefollowerdeterminethetypeofleaderbehaviorrequirediffolloweroutcomesaretobemaximizedPersonal-characteristicsofthefollowerdeterminehowtheenvironmentandleaderbehaviorareinterpretedleaderbehaviorwillbeineffectivewhen:itisredundant(多余的)withsourcesofenvironmentalstructureitisincongruentwith(不一致)followercharacteristicsmostevidencesupportsthelogicunderlying(蕴涵的逻辑)themodel23*Path-GoalTheory小结EnvironmentalContingencyFactors

TaskStructureFormalAuthoritySystemWorkGroupLeaderBehavior

DirectiveSupportiveParticipativeAchievementorientedOutcomesPerformanceSatisfactionSubordinateContingencyFactors

LocusofControlExperiencePerceivedAbility24ContemporaryIssuesInLeadership1.LeadersandPower(领导与权力)fivesourcesofpower(五种权力来源)Legitimate(法定)-authorityassociatedwithapositionCoercive(威胁)-abilitytopunishorcontrolfollowersreactoutoffearReward(奖励)-abilitytogivepositivebenefitsprovideanythingthatanotherpersonvaluesExpert(专业)-influencebasedonspecialskillsorknowledgeReferent(声望、品德)-arisesbecauseofaperson’sdesirableresourcesorpersonaltraitsleadstoadmirationanddesiretobelikethatperson25四.ContemporaryIssuesInLeadership(cont.)2.CreatingaCultureofTrust(创造信任的文化)Credibility(可信性)-honesty,competence,andabilitytoinspire(激发，鼓动)honestyisthenumberonecharacteristicofadmiredleadersTrust-beliefintheintegrity,character,andabilityoftheleaderconfidentthatrightsandinterestswillnotbeabused(滥用)importantforempoweringsubordinatesmusttrustemployeestousetheirnewauthoritytrendtowardexpandingnon-authorityrelationshipswithinandbetweenorganizationswidens(扩大)theneedfortrust26*BuildingTrust(建立信任

)PracticeopennessTellthetruthMaintainconfidencesShowconsistencyFulfillyourpromisesTrustSpeakyourfeelingsDemonstratecompetenceBefair27四.ContemporaryIssuesInLeadership(cont.)3.LeadingThroughEmpowerment(通过授权领导)managersincreasinglyleadingbyempowermentneedforquickdecisionsbypeoplewhoaremostknowledgeable(最清楚)abouttheissues(问题)largerspansofcontrol(控制幅度增大)resultingfromdownsizingmeantthatsubordinateshadtobeempoweredtodealwithworkload4.GenderandLeadership(性别与领导)genderprovidesbehavioraltendencies(行为倾向)inleadershipwomenadoptmoredemocraticstyle,sharepowerandinformation,andattempttoenhancefollowers’self-worth(自我价值)menmoredirective,command-in-controlstyle28四.ContemporaryIssuesInLeadership(cont.)4.GenderandLeadership(cont.)Isdifferentbetter(有各自的长处)?When

ratedbypeers,employees,andbosses,womenexecutivesscorebetterthanmalecounterpartsexplanationsofdifferenceineffectivenessinclude:Flexibility(灵活性),teamwork(团队工作),trust(信任),andinformationsharing(信息共享)arereplacing(替代)rigidstructures,competitiveindividualism(个人竞争),control,andsecrecy(保密)bestmanagerslisten,motivate,andprovidesupportwomendotheabovebetterthanmenthereisstillno“onebest”leadershipstyle(没有最佳的领导方式)can’tassume认为thatwomen’sstyleisalwaysbetter29**WhereFemaleManagersDoBetter(女领导者的优点)30ContemporaryIssuesInLeadership(cont.)5.LeadershipStylesinDifferentCountrieseffectivenessofleadershipstyleinfluencedbynationalcultureLeadersconstrainedbytheculturalconditionstheirfollowershavecometoexpectmostleadershiptheoriesdevelopedintheU.S.emphasizefollowerresponsibilities

ratherthanrightsassumeself-gratification(自我满意)ratherthancommitmenttoduty(尽职)assumecentralityofwork(以工作中心)anddemocraticvalue

orientationstressrationality(理性)ratherthanspirituality(精神)31四.ContemporaryIssuesinLeadership(cont.)6.SometimesLeadershipisIrrelevant!leaderbehaviors(领导者行为)maybeirrelevantinsomesituationsfactorsthatreduceleadershipimportanceinclude:followercharacteristics(下属特性)-experience,training,professionalorientation,orneedforindependencereplacetheneedforleadersupportandabilitytoreduceambiguity(减少模糊性)jobcharacteristics(工作特性)-unambiguous(清楚)androutinetasks,ortasksthatareintrinsically(内在的)satisfying,placefewerdemandsonleadersorganizationalcharacteristics(组织特性)-explicit(清楚的)goals,rigid(固定的)rulesandprocedures,andcohesive(内聚力的)workgroupscansubstituteforformalleadership32CurrentApproachestoLeadershipTransactionalLeadershipLeaderswhoguideormotivatetheirfollowersinthedirectionofestablishedgoalsbyclarifyingroleandtaskrequirements.TransformationalLeadershipLeaderswhoinspirefollowerstotranscendtheirownself-interestsforthegoodoftheorganizationbyclarifyingroleandtaskrequirements.Leaderswhoalsoarecapableofhavingaprofoundandextraordinaryeffectontheirfollowers.33ProvidingOnlineLeadershipChallengesofOnlineLeadershipCommunicationChoosingtherig