组织领导学（第9版）课件 第十五章 概览与整合

LeadershipinOrganizationsNinthEditionChapter15OverviewandIntegrationCopyright©2020,2013,2010PearsonEducation,Inc.AllRightsReservedLearningObjectivesAfterstudyingthischapter,youshouldbeableto:15.1 Summarizemajorfindingsaboutleadershiptraits,skills,behavior,andinfluenceprocesses.15.2 Understandkeypointsofconvergenceinfindingsfromthedifferentperspectives.15.3 Understandsimilarexplanatoryprocessesindyadic,group,andorganizationaltheories.15.4 Understandwhatprogresshasbeenmadeintheresearchoneffectiveleadership.15.5 Understandhowthemethodsusedtostudyleadershipaffectwhatislearnedaboutit.15.6 Understandwhattypeofresearchismostusefulforlearningabouteffectiveleadership.MajorFindingsAboutEffectiveLeadershipTheLeadershipSituationLeadershipBehaviorPowerandInfluenceTraitsandSkillsIntegrationofDiversePerspectivesAboutEffectiveLeadershipMulti-LevelExplanatoryProcesses(1of2)MotivationandCommitmentSocialIdentificationTrustandCooperationKnowledgeandSkillsSpecializationPerceivedEfficacyandOptimismEmpowermentCollectiveLearningandInnovationMulti-LevelExplanatoryProcesses(2of2)Table15.1SimilarExplanatoryConstructsatThreeLevelsofConceptualizationDyadGrouporTeamOrganizationSubordinatetaskcommitmentMembercommitmenttogroup

goalsMissioncommitmentbyall

membersandsubunitsInternalizedvaluesandbeliefsforsubordinatesGroupnormsandvalues,sharedmentalmodelsCorporatecultureandcorevaluesfortheorganizationSubordinatetrustandcooperationwithleaderTrustandcooperationamongmembersIntegrationamongsubunits,trustoftopmanagementPersonalidentificationwiththeleaderCollectiveidentificationwiththeteamorunitCollectiveidentificationwiththeorganizationSubordinateknowledgeandskillsLevelanddiversityofteammemberskillsHumancapitalandemployeetalentRolespecializationforsubordinateRolespecializationintheteamordepartmentDifferentiationamongsubunitsoftheorganizationSubordinateself-efficacyandself-confidenceCollectiveefficacyorpotency

fortheteamSharedoptimismandhope

amongorganization

membersSubordinateautonomyandempowermentTeamorunitautonomyand

empowermentDecentralizationandpower

sharingintheorganizationCreativityandlearningbyindividualsubordinatesCreativeproblemsolving,collectivelearningbyteamOrganizationallearning,andinnovationWaystoImproveLeadershipResearch(1of3)QualitativeVersusQuantitativeMethodsSurveyStudiesVersusExperimentsLevelofAnalysisLimitationsinBehaviorStudiesOtherMethodologicalissuesWaystoImproveLeadershipResearch(2of3)Table15.2CommonandUncommonFeaturesinLeadershipStudiesFeatureCommonUncommonTypeofresearchmethodResearchobjectiveLevelofprocessesTimeframeCausalityCriterionvariablesMediatingvariablesDatasourcesSampleLevelofleaderSurveystudyReplicationIndividualordyadicShort-termUnidirectionalOneortwoFewornoneSingleConvenienceSupervisorExperiment,ormultiple

methodsExplorenewissuesGroupororganizationalLongitudinalReciprocalSeveralSeveralMultipleSystematicselectionExecutiveWaystoImproveLeadershipResearch(3of3)SummaryofResearchLimitationsEventhoughmanydifferentmethodsofcollectinginformationandanalyzingitareavailable,mostoftheleadershipresearchduringthepasthalfcenturyhasreliedonweakmethodssuchassurveystudieswithquestionnairesfilledoutbyleadersortheirsubordinatesatonepointintime.Itisimportanttoselectmethodsthatareappropriateforthetypeofknowledgesought,ratherthanmerelyusingthemostconvenientmethods. Theresearchquestionshoulddictatethemethodologyandchoiceofsamples,nottheotherwayaround. GeneralGuidelinesforEffectiveLeadershipHelpinterpretthemeaningofevents. Createalignmentonobjectivesandstrategies. Buildcommitmentandoptimism. Buildmutualtrustandcooperation. Strengthencollectiveidentity.Organizeandcoordinateactivities. Encourageandfacilitatecollectivelearning. Obtainnecessaryresourcesandsupport. Developandempowerpeople. Promotesocialjusticeandmorality.TheStateoftheFieldProgressinunderstandingleadershiphasbeenslowerthanexpectedfromthelargevolumeofpublicationsandtheimmenseamountofeffortexpendedonleadershipresearch. Fortunately,inrecentyearstherehasbeenanincreaseintherichnessofresearchquestionsandthevarietyofapproachesusedtostudythem,andthefieldappearstobeundergoinganacceleratingpaceof

discovery. Withsuchavitalsubject,itisimperativethatwecontinuetoupgradethequalityofleadershipresearchandtheory. CopyrightThisworkisprotectedbyUnitedStatescopyrightlawsandisprovidedsolelyfortheuseofinstructorsinteachingtheircoursesandassessingstudentlearning.Disseminationorsaleofanypartofthiswork(includingontheWorldWideWeb)willdestroytheintegrityoftheworkandisnotpermitted.Theworkandmaterialsfromitshouldneverbem