LeadershipChapter

17第1頁，共47頁。LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.WhoAreLeadersandWhatIsLeadershipDefineleadersandleadership.Explainwhymanagersshouldbeleaders.EarlyLeadershipTheoriesDiscusswhatresearchhasshownaboutleadershiptraits.Contrastthefindingsofthefourbehavioralleadershiptheories.Explainthedualnatureofaleader’sbehavior.2第2頁，共47頁。LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.ContingencyTheoriesofLeadershipExplainhowFiedler’stheoryofleadershipisacontingencymodel.Contrastsituationalleadershiptheoryandtheleaderparticipationmodel.Discusshowpath-goaltheoryexplainsleadership.ContemporaryViewsonLeadershipDifferentiatebetweentransactionalandtransformationalleaders.Describecharismaticandvisionaryleadership.Discusswhatteamleadershipinvolves.3第3頁，共47頁。LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.LeadershipIssuesintheTwenty-FirstCenturyTellthefivesourcesofaleader’spower.Discusstheissuestoday’sleadersface.Explainwhyleadershipissometimesirrelevant.4第4頁，共47頁。LeadersandLeadershipLeader–SomeonewhocaninfluenceothersandwhohasmanagerialauthorityLeadership–Whatleadersdo;theprocessofinfluencingagrouptoachievegoalsIdeally,allmanagersshouldbeleadersAlthoughgroupsmayhaveinformalleaderswhoemerge,thosearenottheleaderswe’restudyingLeadershipresearchhastriedtoanswer:Whatisaneffectiveleader?5第5頁，共47頁。EarlyLeadershipTheoriesTraitTheories(1920s-30s)(特質(zhì)理論)Researchfocusedonidentifyingpersonalcharacteristicsthatdifferentiatedleadersfromnonleaderswasunsuccessful.Laterresearchontheleadershipprocessidentifiedseventraitsassociatedwithsuccessfulleadership:Drive,thedesiretolead,honestyandintegrity,self-confidence,intelligence,job-relevantknowledge,andextraversion.6第6頁，共47頁。Exhibit17–1 SevenTraitsAssociatedwithLeadershipSource:S.A.KirkpatrickandE.A.Locke,“Leadership:DoTraitsReallyMatter?”AcademyofManagementExecutive,May1991,pp.48–60;T.A.Judge,J.E.Bono,R.llies,andM.W.Gerhardt,“PersonalityandLeadership:AQualitativeandQuantitativeReview,”JournalofAppliedPsychology,August2002,pp.765–780.7第7頁，共47頁。Exhibit17–2 BehavioralTheoriesofLeadership(行為理論)8第8頁，共47頁。Exhibit17–2(cont’d) BehavioralTheoriesofLeadership9第9頁，共47頁。EarlyLeadershipTheories(cont’d)BehavioralTheories（行為理論）UniversityofIowaStudies(KurtLewina勒溫)Identifiedthreeleadershipstyles:Autocraticstyle(獨(dú)裁型風(fēng)格

):centralizedauthority,lowparticipationDemocraticstyle(民主型風(fēng)格

):involvement,highparticipation,feedbackLaissezfairestyle(放任型風(fēng)格

):hands-offmanagementResearchfindings:mixedresultsNospecificstylewasconsistentlybetterforproducingbetterperformanceEmployeesweremoresatisfiedunderademocraticleaderthananautocraticleader.10第10頁，共47頁。EarlyLeadershipTheories(cont’d)BehavioralTheories(cont’d)OhioStateStudies（俄亥俄州立大學(xué)的研究）IdentifiedtwodimensionsofleaderbehaviorInitiatingstructure（定規(guī)維度

）:theroleoftheleaderindefininghisorherroleandtherolesofgroupmembersConsideration（關(guān)懷維度

）:theleader’smutualtrustandrespectforgroupmembers’ideasandfeelings.Researchfindings:mixedresultsHigh-highleadersgenerally,butnotalways,achievedhighgrouptaskperformanceandsatisfaction.Evidenceindicatedthatsituationalfactorsappearedtostronglyinfluenceleadershipeffectiveness.11第11頁，共47頁。EarlyLeadershipTheories(cont’d)BehavioralTheories(cont’d)UniversityofMichiganStudies（密歇根大學(xué)的研究）IdentifiedtwodimensionsofleaderbehaviorEmployeeoriented（員工導(dǎo)向

）:emphasizingpersonalrelationshipsProductionoriented（生產(chǎn)導(dǎo)向

）:emphasizingtaskaccomplishmentResearchfindings:Leaderswhoareemployeeorientedarestronglyassociatedwithhighgroupproductivityandhighjobsatisfaction.12第12頁，共47頁。TheManagerialGridManagerialGrid（管理方格圖）Appraisesleadershipstylesusingtwodimensions:Concernforpeople（關(guān)心員工

）Concernforproduction（關(guān)心生產(chǎn)）Placesmanagerialstylesinfivecategories:Impoverishedmanagement（貧乏型(1,1)

）Taskmanagement（任務(wù)型(9,1)

）Middle-of-the-roadmanagement（中庸之道型(5,5)

）Countryclubmanagement（鄉(xiāng)村俱樂部型(1,9)

）Teammanagement（團(tuán)隊(duì)型(9,9)

）結(jié)論表明管理者應(yīng)該采用(9,9)風(fēng)格也沒有研究證據(jù)支持（9,9）在所有情境下都是最有效的并未回答如何使管理者成為有效的領(lǐng)導(dǎo)者這一問題13第13頁，共47頁。Exhibit17–3

The

Managerial

GridSource:

ReprintedbypermissionofHarvardBusinessReview.Anexhibitfrom“BreakthroughinOrganizationDevelopment”byRobertR.Blake,JaneS.Mouton,LouisB.Barnes,andLarryE.Greiner,November–December1964,p.136.Copyright?1964bythePresidentandFellowsofHarvardCollege.Allrightsreserved.14第14頁，共47頁。ContingencyTheoriesofLeadership（權(quán)變領(lǐng)導(dǎo)理論）TheFiedlerModel(cont’d)（菲德勒模型）Proposesthateffectivegroupperformancedependsuponthepropermatchbetweentheleader’sstyleofinteractingwithfollowersandthedegreetowhichthesituationallowstheleadertocontrolandinfluence.Assumptions:Acertainleadershipstyleshouldbemosteffectiveindifferenttypesofsituations.Leadersdonotreadilychangeleadershipstyles.Matchingtheleadertothesituationorchangingthesituationtomakeitfavorabletotheleaderisrequired.15第15頁，共47頁。ContingencyTheories…(cont’d)TheFiedlerModel(cont’d)Least-preferredco-worker(LPC)questionnaire（最難共事者問卷(LPC)

）Determinesleadershipstylebymeasuringresponsesto18pairsofcontrastingadjectives.Highscore:arelationship-orientedleadershipstyleLowscore:atask-orientedleadershipstyleSituationalfactorsinmatchingleadertothesituation:Leader-memberrelations（上下級(jí)關(guān)系）Taskstructure（任務(wù)結(jié)構(gòu)）Positionpower（職位權(quán)力）16第16頁，共47頁。Exhibit17–4 FindingsoftheFiedlerModel17第17頁，共47頁。ContingencyTheories…(cont’d)HerseyandBlanchard’sSituationalLeadershipTheory(SLT)(赫塞-布蘭查德的情境領(lǐng)導(dǎo)理論)Arguesthatsuccessfulleadershipisachievedbyselectingtherightleadershipstylewhichiscontingentonthelevelofthefollowers’readiness.Acceptance（）:leadershipeffectivenessdependsonwhetherfollowersacceptorrejectaleader.Readiness（）:theextenttowhichfollowershavetheabilityandwillingnesstoaccomplishaspecifictask.Leadersmustrelinquishcontroloverandcontactwithfollowersastheybecomemorecompetent.18第18頁，共47頁。ContingencyTheories…(cont’d)HerseyandBlanchard’sSituationalLeadershipTheory(SLT)(赫塞-布蘭查德的情境領(lǐng)導(dǎo)理論)CreatesfourspecificleadershipstylesincorporatingFiedler’stwoleadershipdimensions:Telling（告知

）:hightask-lowrelationshipleadershipSelling（推銷

）:hightask-highrelationshipleadershipParticipating（參與

）:lowtask-highrelationshipleadershipDelegating(授權(quán)

):lowtask-lowrelationshipleadership19第19頁，共47頁。ContingencyTheories…(cont’d)HerseyandBlanchard’sSituationalLeadershipTheory(SLT)Positsfourstagesfollowerreadiness:R1:followersareunableandunwillingR2:followersareunablebutwillingR3:followersareablebutunwillingR4:followersareableandwilling20第20頁，共47頁。ContingencyTheories…(cont’d)LeaderParticipationModel(VroomandYetton)(領(lǐng)導(dǎo)參與模型)Positsthatleaderbehaviormustbeadjustedtoreflectthetaskstructure—whetheritisroutine,nonroutine,orinbetween—basedonasequentialsetofrules(contingencies)fordeterminingtheformandamountoffollowerparticipationindecisionmakinginagivensituation.21第21頁，共47頁。ContingencyTheories…(cont’d)LeaderParticipationModelContingencies（領(lǐng)導(dǎo)參與模型）:DecisionsignificanceImportanceofcommitmentLeaderexpertiseLikelihoodofcommitmentGroupsupportGroupexpertiseTeamcompetence22第22頁，共47頁。Exhibit17–5 LeadershipStylesintheVroomLeaderParticipationModelDecide(裁決

):Leadermakesthedecisionaloneandeitherannouncesorsellsittogroup.ConsultIndividually（個(gè)別磋商

）:Leaderpresentstheproblemtogroupmembersindividually,getstheirsuggestions,andthenmakesthedecision.ConsultGroup（群體磋商

）:Leaderpresentstheproblemtogroupmembersinameeting,getstheirsuggestions,andthenmakesthedecision.Facilitate（推動(dòng)和促進(jìn)

）:Leaderpresentstheproblemtothegroupinameetingand,actingasfacilitator,definestheproblemandtheboundarieswithinwhichadecisionmustbemade.Delegate（授權(quán)

）:Leaderpermitsthegrouptomakethedecisionwithinprescribedlimits.Source:

BasedonV.Vroom,“LeadershipandtheDecision-MakingProcess,”O(jiān)rganizationalDynamics,vol.28,no.4(2000),p.84.23第23頁，共47頁。Exhibit17–6

Time-Driven

ModelSource:

AdaptedfromV.Vroom,“LeadershipandtheDecision-MakingProcess,”O(jiān)rganizationalDynamics,vol.28,no.4(2000),p.87.24第24頁，共47頁。ContingencyTheories…(cont’d)Path-GoalModel（途徑目標(biāo)模型）Statesthattheleader’sjobistoassisthisorherfollowersinattainingtheirgoalsandtoprovidedirectionorsupporttoensuretheirgoalsarecompatiblewithorganizationalgoals.Leadersassumedifferentleadershipstylesatdifferenttimesdependingonthesituation:Directiveleader（指示型領(lǐng)導(dǎo)者）Supportiveleader（支持型領(lǐng)導(dǎo)者）Participativeleader（參與型領(lǐng)導(dǎo)者）Achievementorientedleader（成就取向型領(lǐng)導(dǎo)者）25第25頁，共47頁。Exhibit17–7 Path-GoalTheory26第26頁，共47頁。ContemporaryViewsonLeadershipTransactionalLeadership(事務(wù)型領(lǐng)導(dǎo)者

)Leaderswhoguideormotivatetheirfollowersinthedirectionofestablishedgoalsbyclarifyingroleandtaskrequirements.TransformationalLeadership(變革型領(lǐng)導(dǎo)者

)Leaderswhoinspirefollowerstotranscendtheirownself-interestsforthegoodoftheorganizationbyclarifyingroleandtaskrequirements.Leaderswhoalsoarecapableofhavingaprofoundandextraordinaryeffectontheirfollowers.27第27頁，共47頁。ContemporaryViews…(cont’d)CharismaticLeadership(領(lǐng)袖魅力的領(lǐng)導(dǎo))Anenthusiastic,self-confidentleaderwhosepersonalityandactionsinfluencepeopletobehaveincertainways.Characteristicsofcharismaticleaders(魅力型領(lǐng)導(dǎo)的特征)Haveavision.Areabletoarticulatethevision.Arewillingtotakeriskstoachievethevision.Aresensitivetotheenvironmentandfollowerneeds.Exhibitbehaviorsthatareoutoftheordinary.28第28頁，共47頁。ContemporaryViews…(cont’d)VisionaryLeadership(愿景規(guī)劃的領(lǐng)導(dǎo))Aleaderwhocreatesandarticulatesarealistic,credible,andattractivevisionofthefuturethatimprovesuponthepresentsituation.Visionaryleadershavetheabilityto(愿景規(guī)劃的領(lǐng)導(dǎo)具有以下能力)Explainthevisiontoothers.Expressthevisionnotjustverballybutthroughbehavior.Extendorapplythevisiontodifferentleadershipcontexts.29第29頁，共47頁。ContemporaryViews…(cont’d)TeamLeadershipCharacteristics(團(tuán)隊(duì)領(lǐng)導(dǎo)的特征)HavingpatiencetoshareinformationBeingabletotrustothersandtogiveupauthorityUnderstandingwhentointerveneTeamLeader’sJob(團(tuán)隊(duì)型領(lǐng)導(dǎo)的工作)Managingtheteam’sexternalboundaryFacilitatingtheteamprocessCoaching,facilitating,handlingdisciplinaryproblems,reviewingteamandindividualperformance,training,andcommunication30第30頁，共47頁。Exhibit17–8 SpecificTeamLeadershipRoles31第31頁，共47頁。LeadershipIssuesinthe21stCentury(２１世紀(jì)的領(lǐng)導(dǎo)事項(xiàng))ManagingPowerLegitimatepower（法定權(quán)力）Thepoweraleaderhasasaresultofhisorherposition.Coercivepower（強(qiáng)制權(quán)力

）Thepoweraleaderhastopunishorcontrol.Rewardpower（獎(jiǎng)賞權(quán)力

）Thepowertogivepositivebenefitsorrewards.Expertpower（專家權(quán)力

）Theinfluencealeadercanexertasaresultofhisorherexpertise,skills,orknowledge.Referentpower（參照權(quán)力

）Thepowerofaleaderthatarisebecauseofaperson’sdesirableresourcesoradmiredpersonaltraits.32第32頁，共47頁。DevelopingCredibilityandTrustCredibility(ofaLeader)（信譽(yù)）Theassessmentofaleader’shonesty,competence,andabilitytoinspirebyhisorherfollowersTrust（信任

）Isthebeliefoffollowersandothersintheintegrity,character,andabilityofaleader.Dimensionsoftrust(信任的維度):integrity,competence,consistency,loyalty,andopenness.(正直，勝任力，一致性，忠誠(chéng)，開放性)Isrelatedtoincreasesinjobperformance,organizationalcitizenshipbehaviors,jobsatisfaction,andorganizationcommitment.33第33頁，共47頁。Exhibit17–9 SuggestionsforBuildingTrust（建立信任

）Practiceopenness（工作透明化）.Befair（公正）.Speakyourfeelings（分享情感）.Tellthetruth（講真話）.Showconsistency（始終如一）.Fulfillyourpromises（兌現(xiàn)承諾）.Maintainconfidences（保護(hù)隱私？）.Demonstratecompetence（展現(xiàn)實(shí)力）.34第34頁，共47頁。ProvidingEthicalLeadershipEthicsarepartofleadershipwhenleadersattemptto:Fostermoralvirtuethroughchangesinattitudesandbehaviors.Usetheircharismainsociallyconstructiveways.Promoteethicalbehaviorbyexhibitingtheirpersonaltraitsofhonestyandintegrity.MoralLeadership()Involvesaddressingthemeansthataleaderusestoachievegoalsaswellasthemoralcontentofthosegoals.35第35頁，共47頁。EmpoweringEmployees(員工授權(quán))Empowerment(授權(quán))Involvesincreasingthedecision-makingdiscretionofworkerssuchthatteamscanmakekeyoperatingdecisionsindevelopbudgets,schedulingworkloads,controllinginventories,andsolvingqualityproblems.Whyempoweremployees?Quickerresponsesproblemsandfasterdecisions.Addressestheproblemofincreasedspansofcontrolinrelievingmanagerstoworkonotherproblems.36第36頁，共47頁。Cross-CulturalLeadership(跨文化領(lǐng)導(dǎo))UniversalElementsofEffectiveLeadershipVisionForesightProvidingencouragementTrustworthinessDynamismPositivenessProactiveness37第37頁，共47頁。Exhibit17–10 SelectedCross-CulturalLeadershipFindingsKoreanleadersareexpectedtobepaternalistictowardemployees.ArableaderswhoshowkindnessorgenerositywithoutbeingaskedtodosoareseenbyotherArabsasweak.Japaneseleadersareexpectedtobehumbleandspeakfrequently.ScandinavianandDutchleaderswhosingleoutindividualswithpublicpraisearelikelytoembarrass,notenergize,thoseindividuals.EffectiveleadersinMalaysiaareexpectedtoshowcompassionwhileusingmoreofanautocraticthanaparticipativestyle.EffectiveGermanleadersarecharacterizedbyhighperformanceorientation,lowcompassion,lowself-protection,lowteamorientation,highautonomy,andhighparticipation.Source:BasedonJ.C.Kennedy,“LeadershipinMalaysia:TraditionalValues,InternationalOutlook,”AcademyofManagementExecutive,August2002,pp.15–17;F.C.Brodbeck,M.Frese,andM.Javidan,“LeadershipMadeinGermany:LowonCompassion,HighonPerformance,”AcademyofManagementExecutive,February2002,pp.16–29;M.F.PetersonandJ.G.Hunt,“InternationalPerspectivesonInternationalLeadership,”LeadershipQuarterly,Fall1997,pp.203–31;R.J.HouseandR.N.Aditya,“TheSocialScientificStudyofLeadership:QuoVadis?”JournalofManagement,vol.23,no.3,(1997),p.463;andR.J.House,“LeadershipintheTwenty-FirstCentury,”inA.Howard(ed.),TheChangingNatureofWork(SanFrancisco:Jossey-Bass,1995),p.442.38第38頁，共47頁。GenderDifferencesandLeadership(性別與領(lǐng)導(dǎo))ResearchFindingsMalesandfemalesusedifferentstyles:Womentendtoadoptamoredemocraticorparticipativestyleunlessinamale-dominatedjob.Womentendtousetransformationalleadership.Mentendtousetransactionalleadership.39第39頁，共47頁。Exhibit17–11 WhereFemaleManagersDoBetter:AScorecard（女性經(jīng)理在哪些方面做得更好）Source:

R.Sharpe,“AsLeaders,WomenRule,”BusinessWeek,November20.2000,p.75.40第40頁，共47頁。BasicsofLeadershipGivepeopleareasontocometowork.Beloyaltotheorganization’speopleSpendtimewithpeoplewhodotherealworkoftheorganization.Bemoreopenandmorecandidaboutwhatbusinesspracticesareacceptableandproperandhowtheunacceptableonesshouldbefixed.41第41頁，共47頁。LeadershipCanBeIrrelevant!（有時(shí)領(lǐng)導(dǎo)根本沒必要!

SubstitutesforLeadership（對(duì)領(lǐng)導(dǎo)的替代）Followercharacteristics（一些下屬特點(diǎn)）Experience,training,professionalorientation,ortheneedforindependenceJobcharacteristics（一些工作特點(diǎn)）Routine,unambiguous,andsatisfyingjobsOrganizationcharacteristics（一些組織特點(diǎn)）Explicitformalizedgoals,rigidrulesandprocedures,orcohesiveworkgroups42第42頁，共47頁。案例

哪種領(lǐng)導(dǎo)類型最有效

ABC公司是一家中等規(guī)模的汽車配件生產(chǎn)集團(tuán)。最近，對(duì)該公司的三個(gè)重要部門經(jīng)理進(jìn)行了一次有關(guān)領(lǐng)導(dǎo)類型的調(diào)查。一安西爾

安西爾對(duì)他本部門的產(chǎn)出感到自豪。他總是強(qiáng)調(diào)對(duì)生產(chǎn)過程、出產(chǎn)量控制的必要性，堅(jiān)持下屬人員必須很好地理解生產(chǎn)指令以得到迅速、完整、準(zhǔn)確的反饋。安西爾當(dāng)遇到小問題時(shí)，會(huì)放手交給下級(jí)去處理，當(dāng)問題很嚴(yán)重時(shí)，他則委派幾個(gè)有能力的下屬人員去解決問題。通常情況下，他只是大致規(guī)定下屬人員的工作方針、完成怎樣的報(bào)告及完成期限。安西爾認(rèn)為只有這樣才能導(dǎo)致更好的合作，避免重復(fù)工作。