麦克沙恩《组织行为学》7eIChap012课件

Leadershipin

OrganizationalSettingsCopyright©2015McGraw-HillEducation.

Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.TelstraCEO,DavidThodeyDavidThodeyhastransformedTelstra,theAustraliantelecommunicationsgiant,througheffectiveleadershippractices.Inparticular,here-engagedstaffthroughacustomer-centricvisionandpersonallysymbolizedthevisionthroughhisownbehaviors.LeadershipDefinedLeadershipistheabilitytoinfluence,motivate,andenableotherstocontributetowardtheeffectivenessoftheorganizationsofwhichtheyaremembersSharedLeadershipTheviewthatleadershipisarole,notapositionassignedtoonepersonEmployeesleadeachother–e.g.,championideasSharedleadershipflourisheswhere:FormalleadersarewillingtodelegatepowerCollaborative(notcompetitive)cultureEmployeesdevelopeffectiveinfluenceskillsTransformationalLeadershipModelDevelop/communicateastrategicvisionModelthevisionEncourageexperimentationBuildcommitmenttothevisionElementsof

Transformational

LeadershipFeaturesofaStrategicVisionDefinition:Visionisanidealizedfuturestatewithahigherpurpose.FeaturesofaneffectivevisionLinkedtopersonalvaluesFulfillsmultiplestakeholderneedsChallengingobjectiveAbstract

futurestatefuturehasn’tyetbeenexperiencedenablesvisiontoremainstableovertimeAunifyingidealDevelop/

communicateastrategicvisionElementsof

Transformational

LeadershipTransformationalLeadershipElements1.Develop/CommunicatethevisionFramingthevisionCommunicatethevisionwithsincerityandpassionUsesymbols,metaphors,symbols2.ModelthevisionEnactingthevision(“walkingthetalk”)SymbolizeanddemonstratethevisionthroughtheirownbehaviorBuildsemployeetrustintheleaderDevelop/

communicateastrategicvisionModelthevisionElementsof

Transformational

LeadershipTransformationalLeadershipElements3.EncourageexperimentationEncouragequestioningcurrent

practicesEncouragediscovering/tryingout

newpractices(learningorientation)4.BuildcommitmenttothevisionStrengthenedthroughcommunicatingandmodelingthevisionIncreasedthroughexperimentationAlsothroughrewards,recognition,celebrationsEncourageexperimentationBuildcommitmenttothevisionDevelop/

communicateastrategicvisionModelthevisionElementsof

Transformational

LeadershipEvaluatingTransformationalLeadershipTransformationalleadershipisimportantHighersatisfaction,performance,OCBs,creativityTransformationalleadershiplimitationsCircularlogicMixedmodels(behaviorandcompetencies)UniversaltheoryManagerialLeadershipDefinition:Dailyactivitiesthatsupportandguidetheperformanceandwell-beingofindividualemployeesandtheworkunittosupportcurrentobjectivesandpracticesManagerialleadershipdiffersfromtransformationalleadershipAssumesenvironmentisstable(vsdynamic)Micro-focused(vsmacro-focused)TransformationalandmanagerialleadershipareinterdependentTaskvsPeopleStylesofLeadershipTask-orientedbehaviorsAssignwork,clarifyresponsibilitiesSetgoalsanddeadlines,providefeedbackEstablishworkprocedures,planfutureworkPeople-orientedbehaviorsConcernforemployeeneedsMakeworkplacepleasantRecognizeemployeecontributionsListentoemployeesBothstylesnecessary,butdifferenteffects“Theideaofservantleadershipisyouputothersbeforeyourself,”saysLt.Gen.DanielAllynoftheXVIIIthAirborneCorps.“Thatimpliesthatwe’regoingtodoallwecantoensurethatwe’realwayslookingaftertheneedsofourSoldiers.”MilitaryEthosofServantLeadershipServantLeadershipLeadersservefollowerstowardtheirneedfulfillment,development,growthDescribedasselfless,egalitarian,humble,nurturing,empathetic,andethicalcoachesServantleader

characteristics:Naturalcallingto

serveothersHumble,egalitarian,

acceptingrelationshipEthicaldecisionsandactionsPath-GoalLeadershipEffectiveleaderschoosestylesthatbestinfluenceemployeeexpectationsaboutachievingdesiredperformanceandperceivedsatisfactionwithoutcomesofthatperformanceBestleaderstyledependsonemployee/situationFourmainpathgoalleadershipstylesDirective--Task-orientedbehaviors;providestructureSupportive--People-orientedbehaviors;providesupportParticipative--EmployeeinvolvementAchievement-oriented–Stretchgoals;positiveself-fulfillingprophecyPath-GoalLeadershipModelEmployeeContingenciesEnvironmentalContingenciesLeader

BehaviorsDirectiveSupportiveParticipativeAchievement-orientedLeaderEffectivenessEmployeemotivationEmployeesatisfactionAcceptanceofleaderPath-GoalContingenciesSkillandexperienceLow:directiveandsupportiveleadershipLocusofcontrolInternal:participativeandachievementleadershipExternal:directiveandsupportiveleadershipTaskstructureNonroutine:directiveand/orparticipativeleadershipTeamdynamicsLowcohesion:supportiveleadershipDysfunctionalnorms:directiveleadershipOtherManagerialLeadershipTheoriesSituationalLeadershipModelFourstyles:telling,selling,participating,delegatingBeststyledependsonfollowerability/motivationPopularmodel,butlacksresearchsupportFiedler’sContingencyModelLeadershipstyleisstable--basedonpersonalityBeststyledependsonsituationalcontrolTheoryhasproblems,butuniquelypointsoutthatleadershaveapreferredstyle,notveryflexibleLeadershipSubstitutesContingenciesthatlimitaleader’sinfluenceormakeaparticularleadershipstyleunnecessaryExample:Trainingandexperiencereplacetask-orientedleadershipExample:CohesiveteamreplacessupportiveleadershipResearchevidenceSubstituteshelp,butdon’tcompletelysubstituteforrealleadershipImplicitLeadershipPerspectiveFollowerperceptionsofcharacteristicsofeffectiveleadersLeadershipprototypesPreconceivedbeliefsaboutthefeaturesandbehaviorsofeffectiveleaders.FavorableevaluationtoleaderswhofittheprototypeRomanceofleadershipeffectAmplifyleader’sperceivedeffectonfirm’ssuccessDuetoneedtosimplifyexplanationsDuetoneedforsituationalcontrolSelf-conceptLeadershipMotivationComplex,consistent,clearself-viewPositiveself-evaluationMotivationtoleadothersHighneedforsocializedpowerDriveInnermotivationtopursuegoalsInquisitiveness,action-orientedPersonalityExtroversion,conscientiousness

(andotherpersonalitydimensions)EightLeadershipCompetenciesmoreCognitive/PracticalintelligenceAboveaveragecognitiveabilityAbletosolvereal-worldproblemsKnowledgeof

theBusinessUnderstandsorganization’senvironmentEightLeadershipCompetenciesIntegrityTruthfulnessConsistencyinwordsandactionsEmotionalIntelligenceRecognizingandregulatingemotionsinselfandothersAuthenticLeadershipKnowYourselfEngageinself-reflectionFeedbackfromtrustedsourcesKnowyourlifestoryBeYourselfDevelopyourownstyleApplyyourvaluesMaintainapositivecor