管理素质与能力课件 (35).pdf

《管理素质与能力课件 (35).pdf》由会员分享，可在线阅读，更多相关《管理素质与能力课件 (35).pdf（38页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、Five Disciplines of Management Quality and Ability5.4Leadership Situation Theory Manager Li is one of my students who graduated several years ago.He has been promoted to manager of a bank department.His joy was mixed with some bitterness.Among several of his subordinates,Zhang has a strong ability,g

2、raduating from a famous university.But he believes he is underemployed.So,he is often late for work and his attitude to customers is bad.Have A Think Wang majors in engineering in university.He knew little about the financial industry.His business capability is relatively poor.But he is dedicated in

3、 work and ready to improve himself in practice.Yang is very experienced in the financial industry.He is capable,earnest and responsible for his work.Have A Think Compared with them,Zhou has a poor ability.On one hand,he just graduated from university.His major was not related to finance.And he is of

4、ten careless in working.He seldom admits his mistakes,and is often perfunctory to work.Question:Facing these different types of employees,which kind of leadership method should Manager Li adopt?Have A ThinkSituational Leadership TheoryContingency leadership theory&Leadership Situation Theory Situati

5、onal Leadership Theory:There is no one-size-fit-all approach to management activities.Leaders should change their leadership styles according to the changes of the organizational environment and internal conditions.Situational Leadership Theory He believes that there are three factors that determine

6、 the features of leadership situation:Fiedlers Contingency Leadership Theory 1.Relationship between superiors and subordinates.2.Position power.3.Task Structure1.Relationship between superiors and subordinates:it refers that whether leaders can be trusted,respected and loved by subordinates.Fiedlers

7、 Contingency Leadership Theory2.Position power:it refers to the position power that the leaders have and the subordinates recognition to leaders power.Fiedlers Contingency Leadership Theory3.Task Structure:it refers to the complexity of the task that needs to finish,whether the objectives,methods an

8、d steps are clarified.Fiedlers Contingency Leadership Theory12345678Situation featuresFavorableMedicoreUnfavorableGoodBadThe relationship between superior and subordinateTask StructurePosition powerStrongStrongStrongStrongWeakWeakWeakWeakExplicit AmbiguousExplicit AmbiguousCondition Leadership style

9、Task-oriented modeRelation-oriented modeTask-oriented mode1.It required the respondents to evaluate their least-preferred colleague at first.2.To evaluate him from level 1-8 for his 16 adjectives.3.If one used relatively positive words to describe this colleague,his leadership style belongs to relat

10、ion-oriented mode.4.If he gave bad evaluations to the least preferred colleague,his leadership style belongs to task-oriented mode.LPC ScaleLife Cycle Theory of Leadership:was put forward by American scholars HeMsey and BlanchaMd.Life Cycle Theory of LeadershipLife cycle theory of leadership:leaders

11、hip style should change in term of subordinate maturity.According to two dimensions of the concerns for work and employees,the leadership style can be divided into four types.Life Cycle Theory of LeadershipParticipativePersuasiveAuthorizationCommand HighLowWeakStrongWork efficiencyRelationLife Cycle

12、 Theory of Leadership High work efficiency and weak relations Under this leadership,leaders are the ones who decide how to do and when to finish.The leaders care little about the willing of the subordinates,often adopting one-way communication method.Command Leadership High work efficiency and stron

13、g relations.Under this leadership,except assigning tasks to subordinates,the leaders also care for the willing of subordinates,and discuss work details with them.Two-way communication is usually adopted in this mode.Persuasive Leadership Low work efficiency and strong relations Under this leadership

14、,leaders seldom command subordinates and they often make decisions with subordinates to motivate subordinates to work.Participative Leadership Low work efficiency and weak relations Under this leadership,leaders almost never provide guidance or supports to subordinates.They often encourage subordina

15、tes to perform well by authorization.Authorized LeadershipJob maturity:it indicates that whether the subordinates is capable of knowledge and skills to finish this task.Psychology maturity:it refers that whether the subordinate is capable of work willing and motivation.The Maturity of SubordinatesLi

16、fe Cycle Theory of LeadershipM1 Immature Low work and low psychological maturity.Freshman in his careerLow work maturity and high psychological maturity.Confidence is the source of success.M2 Preliminary MatureM3 Pretty MatureHigh work maturity and low psychological maturity.M4 Very matureHigh work

17、maturity and high psychological maturity.Leaders should adopt different leadership styles according to different maturity of the subordinates.M1:ImmatureCommand LeadershipM2:Preliminary MaturePersuasive LeadershipM3:Pretty matureParticipative LeadershipM4:Very MatureAuthorized LeadershipQuestion:Fac

18、ing these different types of employees,which kind of leadership method should Manager Li adopt?Have a Think Zhang belongs to M3 level,with low psychological maturity and high work maturity.Therefore,participative leadership,with strong relations and low work efficiency,should be adopted.Wang belongs

19、 to M2 level with high psychological maturity and low work maturity.Therefore,Persuasive Leadership,with strong relations and high work efficiency,should be adopted.Have a Think Yang belongs to M4 level with high psychological and work maturity.Therefore,Authorization Leadership,with weak relations

20、and weak work efficiency,should be adopted.Zhou belongs to M1 level with low psychological and work maturity.Therefore,Command Leadership,with weak relations and high work efficiency,should be adopted.Have a Think A and B are excellent middle managers in different companies.Under their leadership,em

21、ployees work with high efficiency.Recently,when talking about the management to employees,they hold entirely different viewpoints.Manager A holds that leaders must guide the work tasks and methods,which can save a lot of time.The work efficiency will improve naturally.Have a Try Manager B holds that

22、 leaders would be tired if managing employees by this way.If talking too much,employees would think I dont believe in their ability.I give them freedom and their performance is also pretty good.Question:Why both A and B can achieve good management effects,even if adopting different leadership styles?Have a TryKey to the question,please see Exchange and Discussion.THANK YOU!