1、172,0. Learning Objectives,You should learn to: Explain the difference between managers and leaders( 管理者與領(lǐng)導(dǎo)者的區(qū)別) Describe the trait(個(gè)性特征) and behavioral theories of leadership Explain the Fiedler contingency model(菲德勒權(quán)變模型) Contrast the Hersey-Blanchard(何塞-布蘭查) and leader participation (參與)models of

2、leadership Summarize the path-goal (路徑-目標(biāo)) model,173,0. Learning Objectives (cont.),You should learn to: Explain the various sources (多種來(lái)源)of power a leader might possess Describe how leaders can create (創(chuàng)造)a culture of trust(信任) Explain gender (性別)and cultural (文化)differences in leadership,174,一. L

3、eadership 領(lǐng)導(dǎo),1 . Leader(領(lǐng)導(dǎo)者) someone who can influence others(影響別人) and who has managerial authority all managers should ideally(最好) be leaders not all leaders have the ability to be an effective manager 2. Leadership (領(lǐng)導(dǎo)) process of influencing a group toward the achievement of goals a heavily rese

4、arched topic(一個(gè)熱門(mén)的研究題目),175,二. Early Leadership Theories 早期理論,1. Trait Theories(特質(zhì)理論) leader traits(領(lǐng)導(dǎo)者個(gè)性特征) - characteristics that might be used to differentiate leaders from nonleaders might be used as a basis for selecting the “right(合適)” people to assume(任命) formal leadership positions proved to

5、 be impossible to identify a set of traits that would always differentiate(區(qū)分) leaders from nonleaders explanations based solely (僅僅)on traits ignored the interactions (相互作用)of leaders, their groups, and situational factors Ex.17-1 Seven Traits associated with leadership,176,二. Early Leadership Theo

6、ries(續(xù)1),2. Behavioral Theories(領(lǐng)導(dǎo)行為理論) knowing what effective leaders do would provide the basis for training leaders(知道有效領(lǐng)導(dǎo)者做什么，用于領(lǐng)導(dǎo)的訓(xùn)練) (1) University of Iowa Studies(依阿華大學(xué)的研究) - Kurt Lewin(勒文) explored three leadership styles(領(lǐng)導(dǎo)模式) Autocratic(獨(dú)裁式)- leader dictated(指定) work methods Democratic(民主式

7、) - involved (參與)employees in decision making used feedback to coach employees laissez-faire(放任式) - gave the group complete freedom results were mixed with (不確定)respect to (就)performance-satisfaction higher with democratic leader,177,二. Early Leadership Theories(續(xù)2),2. Behavioral Theories (cont.) (2

8、) Ohio State Studies(俄核俄州大學(xué)) - identified two dimensions of leadership(兩個(gè)影響領(lǐng)導(dǎo)的維度)，組合出四種領(lǐng)導(dǎo)方式 initiating structure(以工作為重) - extent to which a leader was likely to define and structure her/his role and the roles of group members to seek goal attainment Consideration(以人為重) - extent to which a leader had

9、 job relationships characterized by mutual trust and respect for group members ideas and feelings findings - high-high leaders achieved high group task performance and satisfaction however, high-high was not always effective(不是始終有效的領(lǐng)導(dǎo)方式),178,二. Early Leadership Theories (續(xù)3.),2. Behavioral Theories

10、(cont.) (3) University of Michigan(密歇根大學(xué)) Studies - identified two dimensions of leadership：兩種領(lǐng)導(dǎo)方式 employee oriented(員工導(dǎo)向) - emphasized interpersonal relationships accepts individual differences among subordinates associated with high group productivity，高生產(chǎn)效率 production oriented(生產(chǎn)導(dǎo)向) - emphasized t

11、he technical or task aspects of the job concerned with accomplishing the groups tasks associated with low group productivity and low job satisfaction，低生產(chǎn)率和低員工滿(mǎn)意,179,二. Early Leadership Theories (續(xù)4.),2. Behavioral Theories (cont.) (4) Managerial Grid(管理方格理論) - two-dimensional grid (兩維方格)that provide

12、s a framework for conceptualizing leadership style dimensions are concern for people and concern for production(關(guān)心工作) five management styles(五種管理方式) described impoverished (1,1)，貧乏型- minimum effort to reach goals and sustain organization membership task (9,1)，任務(wù)型 - arrange operations to be efficient

13、 with minimum human involvement middle-of-the-road (5,5)，中間型 - adequate performance by balancing work and human concerns,1710,二. Early Leadership Theories (續(xù)5.),2. Behavioral Theories (cont.) (2) Managerial Grid (管理方格， cont.) five management styles described (cont.) country club (1,9)，俱樂(lè)部型 - attenti

14、on to human needs and creation of comfortable work environment team (9,9)，團(tuán)隊(duì)型- committed people motivated by a common purpose, trust, and mutual respect concluded that managers should use (9,9) style little empirical evidence to support this conclusion (幾乎沒(méi)有經(jīng)驗(yàn)證據(jù)支持這個(gè)結(jié)論) no rationale for what made a m

15、anager an effective leader,1711,Contingency Theories Of Leadership 領(lǐng)導(dǎo)權(quán)變理論,*. Basic Assumptions leader effectiveness depends on the situation(領(lǐng)導(dǎo)的有效性與情景有關(guān)) must isolate situational conditions or contingencies(必須分離出情景條件或者說(shuō)情景變量),1712,1. Fiedler Model(菲德勒模型) effective group performance depends on matchin

16、g the leaders style(領(lǐng)導(dǎo)方式) and the degree to which the situation permits(讓) the leader to control and influence(控制和影響) Least-Preferred Coworker (LPC，最喜歡的員工) - measures the leaders style of interacting with subordinates來(lái)刻畫(huà)領(lǐng)導(dǎo)模式 high LPC - least preferred coworker described in relatively favorable terms

17、 leader is relationship oriented low LPC - least preferred coworker described in relatively unfavorable terms leader is task oriented,三. Contingency Theories (續(xù)1),1713,三. Contingency Theories (續(xù)2 ),1. Fiedler Model (菲德勒模型，cont.) model assumes that leaders style was always the same and could not chan

18、ge in different situations three contingency factors (三個(gè)權(quán)變因素)that identify eight possible leadership situations that vary in favorability(有利性)。三個(gè)因素如下： leader-member relations(領(lǐng)導(dǎo)與成員關(guān)系) - degree of confidence, trust, and respect members had for leader task structure(任務(wù)結(jié)構(gòu)) - degree to which job assignm

19、ents were formalized and procedurized position power(職務(wù)權(quán)力) - degree of influence a leader had over power-based activities,1714,* Findings Of The Fiedler Model,1715,三. Contingency Theories (續(xù)3),1. Fiedler Model (菲德勒模型，cont.) results indicated that: task-oriented leaders performed better in situations

20、 that are very favorable to them and in situations that are very unfavorable relationship-oriented(關(guān)系導(dǎo)向) leaders performed better in situations that are moderately favorable implications for improving leadership place leaders in situations suited to their style change the situation to fit the leader

21、 considerable empirical support (經(jīng)驗(yàn)支持這個(gè)理論模型)for the model Unrealistic(不現(xiàn)實(shí))to assume that leader cannot alter(改變) their style,1716,三. Contingency Theories (續(xù)4),2. Hersey and Blanchards Situational Leadership Theory(何塞-布蘭查情景領(lǐng)導(dǎo)理論) appropriate leadership style is contingent on the followers readiness(成熟

22、性) readiness - extent to which people have the ability and willingness (能力和意愿)to accomplish a specific task reflects the reality that it is followers who accept or reject the leader based on two leadership dimensions(兩大領(lǐng)導(dǎo)維度) task behaviors：任務(wù)行為者 relationship behaviors：關(guān)系行為者,1717,三. Contingency Theor

23、ies (續(xù)5),2. Situational Leadership Theory (續(xù)) four leadership styles defined by the two dimensions(識(shí)別出四種領(lǐng)導(dǎo)風(fēng)格或方式) Telling，命令型 - leader defines roles and tells people how to do their jobs，-people are neither competent nor confident Selling，推銷(xiāo)型 - leader is both directive and supportive people are unabl

24、e but willing to do necessary tasks Participating，參與型 - leader and follower make decisions people are able but unwilling to do the job Delegating，授權(quán)型 - leader provides little direction or support . -people are able and willing to do the job tests of the theory have yielded disappointing results(實(shí)證研究

25、結(jié)論，令人失望),1718,Hersey and Blanchards Situational Leadership Model,1719,三. Contingency Theories (續(xù)5),3. Leader-Participation (領(lǐng)導(dǎo)-參與)Model 3.1 理論起源和基本觀點(diǎn)： Victor Vroom (佛如姆)and associates(同事)- relate leadership behavior and participation to decision making(考察了領(lǐng)導(dǎo)行為與決策的關(guān)系) provides a sequential set of rul

26、es to follow in determining the form and amount of participation in decision making rule selection determined by the situation provides an excellent(非常有力的) guide to help managers choose an appropriate leadership style to fit the situation,1720,3. Leader Participation Model(cont.)-5 Leadership Styles

27、 Decide(決斷型) - leader makes decision alone, either announcing or selling to group Consult Individually(個(gè)別咨詢(xún)型) - leader makes decision after obtaining feedback from group members individually Consult Group(顧問(wèn)團(tuán)型) - leader makes decision after obtaining feedback from group members in meeting Facilitate

28、(促進(jìn)型) - leader, acting as facilitator, defines problem and boundaries for decision-making after presenting it to group Delegate(授權(quán)型) - leader permits group to make decision within prescribed limits,三. Contingency Theories (續(xù)6 ),1721,三. Contingency Theories (續(xù)6),4. Path-Goal(路徑-目標(biāo)) Model Robert House

29、(羅伯特.豪斯) - leaders job is to assist followers in attaining their goals that are compatible相容 with the overall objectives of the group or organization leader behavior is: Acceptable，接受 to the degree that group views it as a source of immediate or future satisfaction Motivational，激勵(lì)，to the extent that

30、 it: makes satisfaction of subordinates needs contingent on effective performance provides the coaching, guidance, support, and rewards necessary for effective performance,1722,三. Contingency Theories (續(xù)7),4. Path-Goal Model (路徑-目標(biāo)，cont.) identifies four leadership behaviors，識(shí)別出四種領(lǐng)導(dǎo)行為 Directive，命令式

31、- describes tasks, sets schedules, and offers guidance on task performance Supportive，支持式 - shows concern for subordinates Participative，參與式 - relies on subordinates suggestions when making a decision Achievement oriented，成就導(dǎo)向式 - sets challenging goals Assumes(假定) that a leader can display any or al

32、l of the behaviors depending on the situation Path goal,1723,三. Contingency Theories (續(xù)8.),4. Path-Goal Model (路徑-目標(biāo)，cont.) two classes of contingency variables(權(quán)變變量) Environment(環(huán)境) - outside the control of the follower determine the type of leader behavior required if follower outcomes are to be m

33、aximized Personal - characteristics of the follower determine how the environment and leader behavior are interpreted leader behavior will be ineffective when: it is redundant(多余的) with sources of environmental structure it is incongruent with(不一致) follower characteristics most evidence supports the

34、 logic underlying (蘊(yùn)涵的邏輯) the model,1724,* Path-Goal Theory小結(jié),Environmental Contingency Factors,Task Structure Formal Authority System Work Group,Leader Behavior,Directive Supportive Participative Achievement oriented,Outcomes,Performance Satisfaction,Subordinate Contingency Factors,Locus of Control

35、 Experience Perceived Ability,1725,Contemporary Issues In Leadership,1. Leaders and Power(領(lǐng)導(dǎo)與權(quán)力) five sources of power(五種權(quán)力來(lái)源) Legitimate(法定) - authority associated with a position Coercive(威脅) - ability to punish or control followers react out of fear Reward(獎(jiǎng)勵(lì)) - ability to give positive benefits

36、provide anything that another person values Expert(專(zhuān)業(yè)) - influence based on special skills or knowledge Referent(聲望、品德) - arises because of a persons desirable resources or personal traits leads to admiration and desire to be like that person,1726,四. Contemporary Issues In Leadership (cont.),2. Crea

37、ting a Culture of Trust(創(chuàng)造信任的文化) Credibility(可信性) - honesty, competence, and ability to inspire(激發(fā)，鼓動(dòng)) honesty is the number one characteristic of admired leaders Trust - belief in the integrity, character, and ability of the leader confident that rights and interests will not be abused(濫用) importan

38、t for empowering subordinates must trust employees to use their new authority trend toward expanding non-authority relationships within and between organizations widens(擴(kuò)大) the need for trust,1727,* Building Trust(建立信任 ),Trust,1728,四. Contemporary Issues In Leadership (cont.),3. Leading Through Empo

39、werment(通過(guò)授權(quán)領(lǐng)導(dǎo)) managers increasingly leading by empowerment need for quick decisions by people who are most knowledgeable(最清楚)about the issues(問(wèn)題) larger spans of control(控制幅度增大) resulting from downsizing meant that subordinates had to be empowered to deal with work load 4. Gender and Leadership(性別

40、與領(lǐng)導(dǎo)) gender provides behavioral tendencies(行為傾向) in leadership women adopt more democratic style, share power and information, and attempt to enhance followers self-worth(自我價(jià)值) men more directive, command-in-control style,1729,四. Contemporary Issues In Leadership (cont.),4. Gender and Leadership (co

41、nt.) Is different better(有各自的長(zhǎng)處)? When rated by peers, employees, and bosses, women executives score better than male counterparts explanations of difference in effectiveness include: Flexibility(靈活性), teamwork(團(tuán)隊(duì)工作), trust(信任), and information sharing(信息共享) are replacing (替代)rigid structures, compe

42、titive individualism(個(gè)人競(jìng)爭(zhēng)), control, and secrecy(保密) best managers listen, motivate, and provide support women do the above better than men there is still no “one best” leadership style(沒(méi)有最佳的領(lǐng)導(dǎo)方式) cant assume認(rèn)為 that womens style is always better,1730,* Where Female Managers Do Better(女領(lǐng)導(dǎo)者的優(yōu)點(diǎn)),1731,C

43、ontemporary Issues In Leadership (cont.),5. Leadership Styles in Different Countries effectiveness of leadership style influenced by national culture Leaders constrained by the cultural conditions their followers have come to expect most leadership theories developed in the U.S. emphasize follower r

44、esponsibilities rather than rights assume self-gratification(自我滿(mǎn)意) rather than commitment to duty(盡職) assume centrality of work(以工作中心) and democratic value orientation stress rationality(理性) rather than spirituality(精神),1732,四. Contemporary Issues in Leadership (cont.),6. Sometimes Leadership is Irr

45、elevant! leader behaviors(領(lǐng)導(dǎo)者行為) may be irrelevant in some situations factors that reduce leadership importance include: follower characteristics(下屬特性) - experience, training, professional orientation, or need for independence replace the need for leader support and ability to reduce ambiguity(減少模糊性

46、) job characteristics(工作特性) - unambiguous(清楚) and routine tasks, or tasks that are intrinsically(內(nèi)在的) satisfying, place fewer demands on leaders organizational characteristics(組織特性) - explicit(清楚的) goals, rigid(固定的) rules and procedures, and cohesive(內(nèi)聚力的) work groups can substitute for formal leade

47、rship,1733,Current Approaches to Leadership,Transactional Leadership Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Transformational Leadership Leaders who inspire followers to transcend their own self-interests for the g

48、ood of the organization by clarifying role and task requirements. Leaders who also are capable of having a profound and extraordinary effect on their followers.,1734,Providing Online Leadership,Challenges of Online Leadership Communication Choosing the right words, structure, tone, and style for digital communications Performance management Defining, facilitating, and encouragi