0.LearningObjectivesYoushouldlearnto:Explainthedifferencebetweenmanagersandleaders(管理者與領(lǐng)導(dǎo)者的區(qū)別)Describethetrait(個性特征)andbehavioraltheoriesofleadershipExplaintheFiedlercontingencymodel(菲德勒權(quán)變模型)ContrasttheHersey-Blanchard(何塞-布蘭查)andleaderparticipation(參與)modelsofleadershipSummarizethepath-goal(路徑-目標)

model20.LearningObjectives(cont.)Youshouldlearnto:

Explainthevarioussources(多種來源)ofpoweraleadermightpossessDescribehowleaderscancreate(創(chuàng)造)acultureoftrust(信任)Explaingender(性別)andcultural(文化)differencesinleadership3一.Leadership領(lǐng)導(dǎo)1.Leader(領(lǐng)導(dǎo)者)

someonewhocaninfluenceothers(影響別人)andwhohasmanagerialauthorityallmanagersshouldideally(最好)beleadersnotallleadershavetheabilitytobeaneffectivemanager2.Leadership(領(lǐng)導(dǎo))processofinfluencingagrouptowardtheachievementofgoalsaheavilyresearchedtopic(一個熱門的研究題目)4二.EarlyLeadershipTheories早期理論1.TraitTheories(特質(zhì)理論)leadertraits(領(lǐng)導(dǎo)者個性特征)-characteristicsthatmightbeusedtodifferentiateleadersfromnonleadersmightbeusedasabasisforselectingthe“right(合適)”peopletoassume(任命)formalleadershippositionsprovedtobeimpossibletoidentifyasetoftraitsthatwouldalwaysdifferentiate(區(qū)分)leadersfromnonleadersexplanationsbasedsolely(僅僅)ontraitsignoredtheinteractions(相互作用)ofleaders,theirgroups,andsituationalfactorsEx.17-1SevenTraitsassociatedwithleadership5二.EarlyLeadershipTheories(續(xù)1)2.BehavioralTheories(領(lǐng)導(dǎo)行為理論)knowingwhateffectiveleadersdowouldprovidethebasisfortrainingleaders(知道有效領(lǐng)導(dǎo)者做什么，用于領(lǐng)導(dǎo)的訓(xùn)練)(1)UniversityofIowaStudies(依阿華大學(xué)的研究)-KurtLewin(勒文)exploredthreeleadershipstyles(領(lǐng)導(dǎo)模式)Autocratic(獨裁式)-leaderdictated(指定)workmethodsDemocratic(民主式)-involved(參與)employeesindecisionmakingusedfeedbacktocoachemployeeslaissez-faire(放任式)-gavethegroupcompletefreedomresultsweremixedwith

(不確定)respectto(就)performance-satisfactionhigherwithdemocraticleader6二.EarlyLeadershipTheories(續(xù)2)2.BehavioralTheories(cont.)(2)OhioStateStudies(俄核俄州大學(xué))-identifiedtwodimensionsofleadership(兩個影響領(lǐng)導(dǎo)的維度)，組合出四種領(lǐng)導(dǎo)方式initiatingstructure(以工作為重)-extenttowhichaleaderwaslikelytodefineandstructureher/hisroleandtherolesofgroupmemberstoseekgoalattainmentConsideration(以人為重)-extenttowhichaleaderhadjobrelationshipscharacterizedbymutualtrustandrespectforgroupmembers’ideasandfeelingsfindings-high-highleadersachievedhighgrouptaskperformanceandsatisfactionhowever,high-highwasnotalwayseffective(不是始終有效的領(lǐng)導(dǎo)方式)7二.EarlyLeadershipTheories(續(xù)3.)2.BehavioralTheories(cont.)(3)UniversityofMichigan(密歇根大學(xué))Studies-identifiedtwodimensionsofleadership：兩種領(lǐng)導(dǎo)方式employeeoriented(員工導(dǎo)向)-emphasizedinterpersonalrelationshipsacceptsindividualdifferencesamongsubordinatesassociatedwithhighgroupproductivity，高生產(chǎn)效率productionoriented(生產(chǎn)導(dǎo)向)-emphasizedthetechnicalortaskaspectsofthejobconcernedwithaccomplishingthegroup’stasksassociatedwithlowgroupproductivityandlowjobsatisfaction，低生產(chǎn)率和低員工滿意8二.EarlyLeadershipTheories(續(xù)4.)2.BehavioralTheories(cont.)(4)ManagerialGrid(管理方格理論)-two-dimensionalgrid(兩維方格)thatprovidesaframeworkforconceptualizingleadershipstyledimensionsareconcernforpeopleandconcernforproduction(關(guān)心工作)fivemanagementstyles(五種管理方式)describedimpoverished(1,1)，貧乏型-minimumefforttoreachgoalsandsustainorganizationmembershiptask(9,1)，任務(wù)型-arrangeoperationstobeefficientwithminimumhumaninvolvementmiddle-of-the-road(5,5)，中間型-adequateperformancebybalancingworkandhumanconcerns9二.EarlyLeadershipTheories(續(xù)5.)2.BehavioralTheories(cont.)(2)ManagerialGrid(管理方格，cont.)fivemanagementstylesdescribed(cont.)countryclub(1,9)，俱樂部型-attentiontohumanneedsandcreationofcomfortableworkenvironmentteam(9,9)，團隊型-committedpeoplemotivatedbyacommonpurpose,trust,andmutualrespectconcludedthatmanagersshoulduse(9,9)stylelittleempiricalevidencetosupportthisconclusion(幾乎沒有經(jīng)驗證據(jù)支持這個結(jié)論)norationaleforwhatmadeamanageraneffectiveleader10ContingencyTheoriesOfLeadership

領(lǐng)導(dǎo)權(quán)變理論*.BasicAssumptionsleadereffectivenessdependsonthesituation(領(lǐng)導(dǎo)的有效性與情景有關(guān))mustisolatesituationalconditionsorcontingencies(必須分離出情景條件或者說情景變量)111.FiedlerModel(菲德勒模型)effectivegroupperformancedependsonmatchingtheleader’sstyle(領(lǐng)導(dǎo)方式)andthedegreetowhichthesituationpermits(讓)theleadertocontrolandinfluence(控制和影響)Least-PreferredCoworker(LPC，最喜歡的員工)-measurestheleader’sstyleofinteractingwithsubordinates——來刻畫領(lǐng)導(dǎo)模式highLPC-leastpreferredcoworkerdescribedinrelativelyfavorabletermsleaderisrelationshiporientedlowLPC-leastpreferredcoworkerdescribedinrelativelyunfavorabletermsleaderistaskoriented三.ContingencyTheories(續(xù)1)12三.ContingencyTheories(續(xù)2)1.FiedlerModel(菲德勒模型，cont.)modelassumesthatleader’sstylewasalwaysthesameandcouldnotchangeindifferentsituationsthreecontingencyfactors(三個權(quán)變因素)thatidentifyeightpossibleleadershipsituationsthatvaryinfavorability(有利性)。三個因素如下：leader-memberrelations(領(lǐng)導(dǎo)與成員關(guān)系)-degreeofconfidence,trust,andrespectmembershadforleadertaskstructure(任務(wù)結(jié)構(gòu))-degreetowhichjobassignmentswereformalizedandprocedurizedpositionpower(職務(wù)權(quán)力)-degreeofinfluencealeaderhadoverpower-basedactivities13*FindingsOfTheFiedlerModelCategoryLeader-MemberRelationsTaskStructurePositionPowerIIIIIIIVVVIVIIVIIIGoodGoodGoodGoodPoorPoorPoorPoorHighHighLowLowHighHighLowLowStrongWeakStrongWeakStrongWeakStrongWeakFavorableUnfavorableModerateGoodPoorPerformance績效RelationshipOrientedTaskOriented14三.ContingencyTheories(續(xù)3)1.FiedlerModel(菲德勒模型，cont.)resultsindicatedthat:task-orientedleadersperformedbetterinsituationsthatareveryfavorabletothemandinsituationsthatareveryunfavorablerelationship-oriented(關(guān)系導(dǎo)向)leadersperformedbetterinsituationsthataremoderatelyfavorableimplicationsforimprovingleadershipplaceleadersinsituationssuitedtotheirstylechangethesituationtofittheleaderconsiderableempiricalsupport(經(jīng)驗支持這個理論模型)forthemodelUnrealistic(不現(xiàn)實)to

assumethatleadercannotalter(改變)

theirstyle15三.ContingencyTheories(續(xù)4)2.HerseyandBlanchard’sSituationalLeadershipTheory(何塞-布蘭查情景領(lǐng)導(dǎo)理論)appropriateleadershipstyleiscontingentonthefollowers’readiness(成熟性)readiness-extenttowhichpeoplehavetheabilityandwillingness(能力和意愿)toaccomplishaspecifictaskreflectstherealitythatitisfollowerswhoacceptorrejecttheleaderbasedontwoleadershipdimensions(兩大領(lǐng)導(dǎo)維度)taskbehaviors：任務(wù)行為者relationshipbehaviors：關(guān)系行為者16三.ContingencyTheories(續(xù)5)2.SituationalLeadershipTheory(續(xù))fourleadershipstylesdefinedbythetwodimensions(識別出四種領(lǐng)導(dǎo)風(fēng)格或方式)Telling，命令型-leaderdefinesrolesandtellspeoplehowtodotheirjobs，--peopleareneithercompetentnorconfidentSelling，推銷型-leaderisbothdirectiveandsupportivepeopleareunablebutwillingtodonecessarytasksParticipating，參與型-leaderandfollowermakedecisionspeopleareablebutunwillingtodothejobDelegating，授權(quán)型-leaderprovideslittledirectionorsupport.-peopleareableandwillingtodothejobtestsofthetheoryhaveyieldeddisappointingresults(實證研究結(jié)論，令人失望)17HerseyandBlanchard’sSituationalLeadershipModel18三.ContingencyTheories(續(xù)5)3.Leader-Participation(領(lǐng)導(dǎo)-參與)Model3.1理論起源和基本觀點：VictorVroom(佛如姆)andassociates(同事)-relateleadershipbehaviorandparticipationtodecisionmaking(考察了領(lǐng)導(dǎo)行為與決策的關(guān)系)providesasequentialsetofrulestofollowindeterminingtheformandamountofparticipationindecisionmakingruleselectiondeterminedbythesituationprovidesanexcellent(非常有力的)guideto

helpmanagerschooseanappropriateleadershipstyletofitthesituation193.LeaderParticipationModel(cont.)-5LeadershipStylesDecide(決斷型)-leadermakesdecisionalone,eitherannouncingorsellingtogroupConsultIndividually(個別咨詢型)-leadermakesdecisionafterobtainingfeedbackfromgroupmembersindividuallyConsultGroup(顧問團型)-leadermakesdecisionafterobtainingfeedbackfromgroupmembersinmeetingFacilitate(促進型)-leader,actingasfacilitator,definesproblemandboundariesfordecision-makingafterpresentingittogroupDelegate(授權(quán)型)-leaderpermitsgrouptomakedecisionwithinprescribedlimits三.ContingencyTheories(續(xù)6)20三.ContingencyTheories(續(xù)6)4.Path-Goal(路徑-目標)ModelRobertHouse(羅伯特.豪斯)-leader’sjobistoassistfollowersinattainingtheirgoalsthatarecompatible相容withtheoverallobjectivesofthegroupororganizationleaderbehavioris:Acceptable，接受tothedegreethatgroupviewsitasasourceofimmediateorfuturesatisfactionMotivational，激勵，totheextentthatit:makessatisfactionofsubordinates’needscontingentoneffectiveperformanceprovidesthecoaching,guidance,support,andrewardsnecessaryforeffectiveperformance21三.ContingencyTheories(續(xù)7)4.Path-GoalModel(路徑-目標，cont.)identifiesfourleadershipbehaviors，識別出四種領(lǐng)導(dǎo)行為Directive，命令式-describestasks,setsschedules,andoffersguidanceontaskperformanceSupportive，支持式-showsconcernforsubordinatesParticipative，參與式-reliesonsubordinates’suggestionswhenmakingadecisionAchievementoriented，成就導(dǎo)向式-setschallenginggoalsAssumes(假定)thataleadercandisplayanyorallofthebehaviorsdependingonthesituationPathgoal22三.ContingencyTheories(續(xù)8.)4.Path-GoalModel(路徑-目標，cont.)twoclassesofcontingencyvariables(權(quán)變變量)Environment(環(huán)境)-outsidethecontrolofthefollowerdeterminethetypeofleaderbehaviorrequirediffolloweroutcomesaretobemaximizedPersonal-characteristicsofthefollowerdeterminehowtheenvironmentandleaderbehaviorareinterpretedleaderbehaviorwillbeineffectivewhen:itisredundant(多余的)withsourcesofenvironmentalstructureitisincongruentwith(不一致)followercharacteristicsmostevidencesupportsthelogicunderlying(蘊涵的邏輯)themodel23*Path-GoalTheory小結(jié)EnvironmentalContingencyFactors

TaskStructureFormalAuthoritySystemWorkGroupLeaderBehavior

DirectiveSupportiveParticipativeAchievementorientedOutcomesPerformanceSatisfactionSubordinateContingencyFactors

LocusofControlExperiencePerceivedAbility24ContemporaryIssuesInLeadership1.LeadersandPower(領(lǐng)導(dǎo)與權(quán)力)fivesourcesofpower(五種權(quán)力來源)Legitimate(法定)-authorityassociatedwithapositionCoercive(威脅)-abilitytopunishorcontrolfollowersreactoutoffearReward(獎勵)-abilitytogivepositivebenefitsprovideanythingthatanotherpersonvaluesExpert(專業(yè))-influencebasedonspecialskillsorknowledgeReferent(聲望、品德)-arisesbecauseofaperson’sdesirableresourcesorpersonaltraitsleadstoadmirationanddesiretobelikethatperson25四.ContemporaryIssuesInLeadership(cont.)2.CreatingaCultureofTrust(創(chuàng)造信任的文化)Credibility(可信性)-honesty,competence,andabilitytoinspire(激發(fā)，鼓動)honestyisthenumberonecharacteristicofadmiredleadersTrust-beliefintheintegrity,character,andabilityoftheleaderconfidentthatrightsandinterestswillnotbeabused(濫用)importantforempoweringsubordinatesmusttrustemployeestousetheirnewauthoritytrendtowardexpandingnon-authorityrelationshipswithinandbetweenorganizationswidens(擴大)theneedfortrust26*BuildingTrust(建立信任

)PracticeopennessTellthetruthMaintainconfidencesShowconsistencyFulfillyourpromisesTrustSpeakyourfeelingsDemonstratecompetenceBefair27四.ContemporaryIssuesInLeadership(cont.)3.LeadingThroughEmpowerment(通過授權(quán)領(lǐng)導(dǎo))managersincreasinglyleadingbyempowermentneedforquickdecisionsbypeoplewhoaremostknowledgeable(最清楚)abouttheissues(問題)largerspansofcontrol(控制幅度增大)resultingfromdownsizingmeantthatsubordinateshadtobeempoweredtodealwithworkload4.GenderandLeadership(性別與領(lǐng)導(dǎo))genderprovidesbehavioraltendencies(行為傾向)inleadershipwomenadoptmoredemocraticstyle,sharepowerandinformation,andattempttoenhancefollowers’self-worth(自我價值)menmoredirective,command-in-controlstyle28四.ContemporaryIssuesInLeadership(cont.)4.GenderandLeadership(cont.)Isdifferentbetter(有各自的長處)?When

ratedbypeers,employees,andbosses,womenexecutivesscorebetterthanmalecounterpartsexplanationsofdifferenceineffectivenessinclude:Flexibility(靈活性),teamwork(團隊工作),trust(信任),andinformationsharing(信息共享)arereplacing(替代)rigidstructures,competitiveindividualism(個人競爭),control,andsecrecy(保密)bestmanagerslisten,motivate,andprovidesupportwomendotheabovebetterthanmenthereisstillno“onebest”leadershipstyle(沒有最佳的領(lǐng)導(dǎo)方式)can’tassume認為thatwomen’sstyleisalwaysbetter29**WhereFemaleManagersDoBetter(女領(lǐng)導(dǎo)者的優(yōu)點)30ContemporaryIssuesInLeadership(cont.)5.LeadershipStylesinDifferentCountrieseffectivenessofleadershipstyleinfluencedbynationalcultureLeadersconstrainedbytheculturalconditionstheirfollowershavecometoexpectmostleadershiptheoriesdevelopedintheU.S.emphasizefollowerresponsibilities

ratherthanrightsassumeself-gratification(自我滿意)ratherthancommitmenttoduty(盡職)assumecentralityofwork(以工作中心)anddemocraticvalue

orientationstressrationality(理性)ratherthanspirituality(精神)31四.ContemporaryIssuesinLeadership(cont.)6.SometimesLeadershipisIrrelevant!leaderbehaviors(領(lǐng)導(dǎo)者行為)maybeirrelevantinsomesituationsfactorsthatreduceleadershipimportanceinclude:followercharacteristics(下屬特性)-experience,training,professionalorientation,orneedforindependencereplacetheneedforleadersupportandabilitytoreduceambiguity(減少模糊性)jobcharacteristics(工作特性)-unambiguous(清楚)androutinetasks,ortasksthatareintrinsically(內(nèi)在的)satisfying,placefewerdemandsonleadersorganizationalcharacteristics(組織特性)-explicit(清楚的)goals,rigid(固定的)rulesandprocedures,andcohesive(內(nèi)聚力的)workgroupscansubstituteforformalleadership32CurrentApproachestoLeadershipTransactionalLeadershipLeaderswhoguideormotivatetheirfollowersinthedirectionofestablishedgoalsbyclarifyingroleandtaskrequirements.TransformationalLeadershipLeaderswhoinspirefollowerstotranscendtheirownself-interestsforthegoodoftheorganizationbyclarifyingroleandtaskrequirements.Leaderswhoalsoarecapableofhavingaprofoundandextraordinaryeffectontheirfollowers.33ProvidingOnlineLeadershipChallengesofOnlineLeadershipCommunicationChoosingtherig