管理学英文版课件 16

Chapter16ManagersasLeadersContentsDefineLeaderandLeadershipCompareandcontrastearlytheoriesofleadershipDescribethethreemajorcontingencytheoriesofleadershipDescribemodernviewsofleadershipLeadersandLeadershipLeader–ApersonwhocaninfluenceothersandwhohasmanagerialauthorityLeadership–AprocessofinfluencingagrouptoachievegoalsIdeally,allmanagersshouldbeleadersAlthoughgroupsmayhaveinformalleaderswhoemerge,thosearenottheleaderswe’restudyingLeadershipresearchhastriedtoanswer:Whatisaneffectiveleader?ContentsDefineLeaderandLeadershipCompareandcontrastearlytheoriesofleadershipDescribethethreemajorcontingencytheoriesofleadershipDescribemodernviewsofleadershipTraitTheoriesTraitTheories(1920s-30s)Researchfocusedonidentifyingpersonalcharacteristicsthatdifferentiatedleadersfromnonleaderswasunsuccessful.（Why？）Laterresearchontheleadershipprocessidentifiedseventraitsassociatedwithsuccessfulleadership:Drive,thedesiretolead,honestyandintegrity,self-confidence,intelligence,job-relevantknowledge,andextraversion.

SevenTraitsAssociatedwithLeadershipEarlyLeadershipTheories(cont’d)BehavioralTheoriesUniversityofIowaStudies(KurtLewin)Identifiedthreeleadershipstyles:Autocraticstyle:centralizedauthority,lowparticipationDemocraticstyle:involvement,highparticipation,feedbackLaissezfairestyle:hands-offmanagementResearchfindings:mixedresultsNospecificstylewasconsistentlybetterforproducingbetterperformanceEmployeesweremoresatisfiedunderademocraticleaderthananautocraticleader.EarlyLeadershipTheories

(cont’d)BehavioralTheories(cont’d)OhioStateStudiesIdentifiedtwodimensionsofleaderbehaviorInitiatingstructure:theroleoftheleaderindefininghisorherroleandtherolesofgroupmembersConsideration:theleader’smutualtrustandrespectforgroupmembers’ideasandfeelings.Researchfindings:mixedresultsHigh-highleadersgenerally,butnotalways,achievedhighgrouptaskperformanceandsatisfaction.EarlyLeadershipTheories

(cont’d)BehavioralTheories(cont’d)UniversityofMichiganStudiesIdentifiedtwodimensionsofleaderbehaviorEmployeeoriented:emphasizingpersonalrelationshipsProductionoriented:emphasizingtaskaccomplishmentResearchfindings:Leaderswhoareemployeeorientedarestronglyassociatedwithhighgroupproductivityandhighjobsatisfaction.TheManagerialGridManagerialGridAppraisesleadershipstylesusingtwodimensions:ConcernforpeopleConcernforproductionPlacesmanagerialstylesinfivecategories:ImpoverishedmanagementTaskmanagementMiddle-of-the-roadmanagementCountryclubmanagementTeammanagementExhibit17.3TheManagerialGridContentsWhoAreLeadersandWhatIsLeadership?EarlyLeadershipTheoriesContigencyTheoriesofLeadershipLeadershipIssuesintheTwenty-FirstCenturyContingencyTheoriesofLeadershipTheFiedlerModelProposesthateffectivegroupperformancedependsuponthepropermatchbetweentheleader’sstyleofinteractingwithfollowersandthedegreetowhichthesituationallowstheleadertocontrolandinfluence.Assumptions:Acertainleadershipstyleshouldbemosteffectiveindifferenttypesofsituations.Leadersdonotreadilychangeleadershipstyles.Matchingtheleadertothesituationorchangingthesituationtomakeitfavorabletotheleaderisrequired.ContingencyTheories…(cont’d)TheFiedlerModel(cont’d)Least-preferredco-worker(LPC)questionnaireDeterminesleadershipstylebymeasuringresponsesto18pairsofcontrastingadjectives.Highscore:arelationship-orientedleadershipstyleLowscore:atask-orientedleadershipstyleSituationalfactorsinmatchingleadertothesituation:Leader-memberrelationsTaskstructurePositionpowerContingencyTheories…(cont’d)HerseyandBlanchard’sSituationalLeadershipTheory(SLT)Arguesthatsuccessfulleadershipisachievedbyselectingtherightleadershipstylewhichiscontingentonthelevelofthefollowers’readiness.Acceptance:leadershipeffectivenessdependsonwhetherfollowersacceptorrejectaleader.Readiness:theextenttowhichfollowershavetheabilityandwillingnesstoaccomplishaspecifictask.Leadersmustrelinquishcontroloverandcontactwithfollowersastheybecomemorecompetent.ContingencyTheories…(cont’d)HerseyandBlanchard’sSituationalLeadershipTheory(SLT)CreatesfourspecificleadershipstylesincorporatingFiedler’stwoleadershipdimensions:Telling:hightask-lowrelationshipleadershipSelling:hightask-highrelationshipleadershipParticipating:lowtask-highrelationshipleadershipDelegating:lowtask-lowrelationshipleadershipContingencyTheories…(cont’d)HerseyandBlanchard’sSituationalLeadershipTheory(SLT)Positsfourstagesfollowerreadiness:R1:followersareunableandunwillingR2:followersareunablebutwillingR3:followersareablebutunwillingR4:followersareableandwillingContingencyTheories…(cont’d)LeaderParticipationModel(VroomandYetton)Positsthatleaderbehaviormustbeadjustedtoreflectthetaskstructure—whetheritisroutine,nonroutine,orinbetween—basedonasequentialsetofrules(contingencies)fordeterminingtheformandamountoffollowerparticipationindecisionmakinginagivensituation.LeadershipStyles:VroomLeaderParticipationModelDecide:Leadermakesthedecisionaloneandeitherannouncesorsellsittogroup.ConsultIndividually:Leaderpresentstheproblemtogroupmembersindividually,getstheirsuggestions,andthenmakesthedecision.ConsultGroup:Leaderpresentstheproblemtogroupmembersinameeting,getstheirsuggestions,andthenmakesthedecision.Facilitate:Leaderpresentstheproblemtothegroupinameetingand,actingasfacilitator,definestheproblemandtheboundarieswithinwhichadecisionmustbemade.Delegate:Leaderpermitsthegrouptomakethedecisionwithinprescribedlimits.ContingencyTheories…(cont’d)Path-GoalModel——HouseStatesthattheleader’sjobistoassisthisorherfollowersinattainingtheirgoalsandtoprovidedirectionorsupporttoensuretheirgoalsarecompatiblewithorganizationalgoals.Leadersassumedifferentleadershipstylesatdifferenttimesdependingonthesituation.ContingencyTheories…(cont’d)Path-GoalModel——House(cont’d)Houseidentifiedfourleadershipbehaviors:Directiveleader:Letssubordinatesknowwhat’sexpectedofthem,schedulesworktobedone,andgivesspecificguidanceonhowtoaccomplishtasks.Supportiveleader:Isfriendlyandshowsconcernfortheneedsoffollowers.Participativeleader:Consultswithgroupmembersandusestheirsuggestionsbeforemakingadecision.Achievementorientedleader:Setschallenginggoalsandexpectsfollowerstoperformattheirhighestlevel.ContentsWhoAreLeadersandWhatIsLeadership?EarlyLeadershipTheoriesContigencyTheoriesofLeadershipLeadershipIssuesintheTwenty-FirstCenturyContemporaryViewsonLeadershipTransactionalLeadershipLeaderswhoguideormotivatetheirfollowersinthedirectionofestablishedgoalsbyclarifyingroleandtaskrequirements.TransformationalLeadershipLeaderswhoinspirefollowerstotranscendtheirownself-interestsforthegoodoftheorganizationbyclarifyingroleandtaskrequirements.Leaderswhoalsoarecapableofhavingaprofoundandextraordinaryeffectontheirfollowers.ContemporaryViews…(cont’d)CharismaticLeadershipAnenthusiastic,self-confidentleaderwhosepersonalityandactionsinfluencepeopletobehaveincertainways.Characteristicsofcharismaticleaders:Haveavision.Areabletoarticulatethevision.Arewillingtotakeriskstoachievethevision.Aresensitivetotheenvironmentandfollowerneeds.Exhibitbehaviorsthatareoutoftheordinary.ContemporaryViews…(cont’d)VisionaryLeadershipAleaderwhocreatesandarticulatesarealistic,credible,andattractivevisionofthefuturethatimprovesuponthepresentsituation.Visionaryleadershavetheabilityto:Explainthevisiontoothers.Expressthevisionnotjustverballybutthroughbehavior.Extendorapplythevisiontodifferentleadershipcontexts.ContemporaryViews…(cont’d)TeamLeadershipCharacteristicsHavingpatiencetoshareinformationBeingabletotrustothersandtogiveupauthorityUnderstandingwhentointerveneTeamLeader’sJobManagingtheteam’sexternalboundaryFacilitatingtheteamprocessCoaching,facilitating,handlingdisciplinaryproblems,reviewingteamandindividualperformance,training,andcommunicationExhibit17–8 SpecificTeamLeadershipRolesLeadershipIssuesinthe21stCenturyManagingPowerLegitimatepowerThepoweraleaderhasasaresultofhisorherposition.CoercivepowerThepoweraleaderhastopunishorcontrol.RewardpowerThepowertogivepositivebenefitsorrewards.ExpertpowerTheinfluencealeadercanexertasaresultofhisorherexpertise,skills,orknowledge.ReferentpowerThepowerofaleaderthatarisebecauseofaperson’sdesirableresourcesoradmiredpersonaltraits.DevelopingCredibilityandTrustCredibility(ofaLeader)Theassessmentofaleader’shonesty,competence,andabilitytoinspirebyhisorherfollowersTrustIsthebeliefoffollowersandothersintheintegrity,character,andabilityofaleader.Dimensionsoftrust:integrity,competence,consistency,loyalty,andopenness.Isrelatedtoincreasesinjobperformance,organizationalcitizenshipbehaviors,jobsatisfaction,andorganizationcommitment.ProvidingEthicalLeadershipEthicsarepartofleadershipwhenleadersattemptto:Fostermoralvirtuethroughchangesinattitudesandbehaviors.Usetheircharismainsociallyconstructiveways.Promoteethicalbehaviorbyexhibitingtheirpersonaltraitsofhonestyandintegrity.MoralLeadershipInvolvesaddressingthemeansthataleaderusestoachievegoalsaswellasthemoralcontentofthosegoals.EmpoweringEmployeesEmpowermentInvolvesincreasingthedecision-makingdiscretionofworkerssuchthatteamscanmakekeyoperatingdecisionsindevelopbudgets,schedulingworkloads,controllinginventories,andsolvingqualityproblems.Whyempoweremployees?Quickerresponsesproblemsandfasterdecisions.Addressestheproblemofincreasedspansofcontrolinrelievingmanagerstoworkonotherproblems.Cross-CulturalLeadershipUniversalElementsofEffectiveLeadershipVisionForesightProvidingencouragementTrustworthinessDynamismPositivenessProactivenessSelectedCross-CulturalLeadershipFindingsKoreanleadersareexpectedtobepaternalistictowardemployees.ArableaderswhoshowkindnessorgenerositywithoutbeingaskedtodosoareseenbyotherArabsasweak.Japaneseleadersareexpectedtobehumbleandspeakfrequently.ScandinavianandDutchleaderswhosingleoutindividualswithpublicpraisearelikelytoembarrass,notenergize,thoseindividuals.EffectiveleadersinMalaysiaareexpectedtoshowcompassionwhileusingmoreofanautocraticthanaparticipativestyle.EffectiveGermanleadersarecharacterizedbyhighperformanceorientation,lowcompassion,lowself-protection,lowteamorientation,highautonomy,andhighparticipation.GenderDifferencesandLeadershipResearchFindingsMalesandfemalesusedifferentstyles:Womentendtoadoptamoredemocraticorparticipativestyleunlessinamale-dominatedjob.Womentendtousetransformationalleadership.Mentendtousetransactionalleadership.WhereFemaleManagersDoBetter:AScorecardLeadershipCanBeIrrelevant!SubstitutesforLeadershipFollowercharacteristicsExperience,training,professionalorientat