压力管理心理学第十讲 领导.ppt

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1、Leadership Chapter NINENINE 2007 Prentice Hall Inc.All rights reserved.安息于此地的人，在自己的事业中起用过安息于此地的人，在自己的事业中起用过许多比他更优秀的人。许多比他更优秀的人。-美国钢铁大王卡内基为自己写的墓志铭 Lead,follow,or get out of the way!-Anonymous 2007 Prentice Hall Inc.All rights reserved.HOMEWORK Divide Politics Class 2 into 4 groups.Each group is requi

2、red to expound one of contingency theory,including Hersey and Blanchards Situational Theory,Leader-Member Exchange Theory,Path-Goal Theory and Leader-Participation Model.At the meantime,each group prepare for 8-minute-presentation,with at least 2-3 PPT slips for next week class.Please describe the f

3、unction of each group member.2007 Prentice Hall Inc.All rights reserved.Leaders and leadership Leadership is an influence process;therefore,leaders are people who,by their actions,encourage a group of people to move toward a common or shared goal.A leader is an individual;leadership is the function

4、that the individual performs.Individuals within an organization who have authority are often referred to as leaders,regardless of how they act in their jobs.2007 Prentice Hall Inc.All rights reserved.What Is Leadership?LeadershipThe ability to influence a group toward the achievement of goals.Manage

5、mentUse of authority inherent in designated formal rank to obtain compliance from organizational members.2007 Prentice Hall Inc.All rights reserved.management and leadership Harvards John Kotter compares management and leadership.Management,Management,he says,is about dealing with complexity:drawing

6、 up formal plans,designing organizational structures,and monitoring outcomes.Leadership,Leadership,in contrast,is about coping with change.Leaders establish direction by developing a vision;then they communicate this vision to people and inspire them to overcome obstacles.While both management and l

7、eadership promote organizational effectiveness,most companies are over-managed and under-led.2007 Prentice Hall Inc.All rights reserved.领导者与管理者的区别领导者与管理者的区别 类别 管理 领导思维过程发起集中于事检视内部接受现实创始集中于人观察外界调查现实指导组织执行计划改善现状即时结算只见树木建立愿景创造未来开拓新市场看见森林 2007 Prentice Hall Inc.All rights reserved.类别 管理 领导与员工的关系严格控制隶属关系

8、教学指导与协调授权结交学习信任与发展执行模式效能感（正确做事）询问“怎么做”、“何时做”处理复杂性管理变革有效感（做正确的事）询问“是什么”、“为什么”包容复杂性创造变革决策方法政策、制度与程序依靠过程与系统不负众望为高层管理者服务价值观与原则依靠观念与权力追求卓越为顾客与客户服务 2007 Prentice Hall Inc.All rights reserved.Transition in Leadership TheoriesLeadership TheoriesTrait Theories Behavioral TheoriesContingency TheoriesFiedler M

9、odelHersey and Blanchards Situational TheoryLeader-Member Exchange TheoryPath-Goal TheoryLeader-Participation Model 2007 Prentice Hall Inc.All rights reserved.Trait TheoriesLeadership TraitsLeadership Traits:ExtraversionExtraversion ConscientiousnessConscientiousness Openness Openness Emotional Emot

10、ional Intelligence Intelligence(qualified)(qualified)Traits Theories of LeadershipTheories that consider personality,social,physical,or intellectual traits to differentiate leaders from nonleaders.2007 Prentice Hall Inc.All rights reserved.Trait TheoriesLimitationsLimitations:No universal traits fou

11、nd that predict No universal traits found that predict leadership in all situations.leadership in all situations.Unclear evidence of the cause and effect Unclear evidence of the cause and effect of relationship of leadership and traits.of relationship of leadership and traits.Better predictor of the

12、 appearance of Better predictor of the appearance of leadership than distinguishing effective leadership than distinguishing effective and ineffective leaders.and ineffective leaders.2007 Prentice Hall Inc.All rights reserved.Trait ApproachTraits(examples)ExtraversionConscientiousnessOpenness Assump

13、tion:Leaders are bornGoal:Select leadersProblemsTraits do not generalize across situationsBetter at predicting leader emergence than leader effectivenessBehavioral Theories Behavioral theory:Behavioral theory:L Leadership behaviors can be eadership behaviors can be taught.taught.Vs.Vs.Trait theory:T

14、rait theory:Leaders are born,not made.Leaders are born,not made.Behavioral Theories of LeadershipTheories proposing that specific behaviors differentiate leaders from nonleaders.2007 Prentice Hall Inc.All rights reserved.Behavioral ApproachOhio State Studies/U.of MichiganInitiating Structure/Product

15、ion OrientationConsideration/Employee OrientationAssumption:Leaders can be trainedGoal:Develop leadersProblem:Effective behaviors do not generalize across situationsOhio State StudiesInitiating StructureThe extent to which a leader is likely to define and structure his or her role and those of sub-o

16、rdinates in the search for goal attainment.ConsiderationThe extent to which a leader is likely to have job relationships characterized by mutual trust,respect for subordinates ideas,and regard for their feelings.2007 Prentice Hall Inc.All rights reserved.研究表明：研究表明：“高高高高”领导常常比其领导常常比其它它3种类型的领导者（结构低、关怀

17、低。种类型的领导者（结构低、关怀低。或两者均低）更能使下属取得高工作绩或两者均低）更能使下属取得高工作绩效和高满意度。但是，当工人从事常规效和高满意度。但是，当工人从事常规任务时，高结构特点的领导行为会导致任务时，高结构特点的领导行为会导致高抱怨率、高缺勤率和高离职率，员工高抱怨率、高缺勤率和高离职率，员工的工作满意度水平也很低。的工作满意度水平也很低。行为论不足之处行为论不足之处：它没有考虑成功与失：它没有考虑成功与失败的情景因素败的情景因素 2007 Prentice Hall Inc.All rights reserved.University of Michigan StudiesEm

18、ployee-Oriented LeaderEmphasizing interpersonal relations;taking a personal interest in the needs of employees and accepting individual differences among members.Production-Oriented LeaderOne who emphasizes technical or task aspects of the job.2007 Prentice Hall Inc.All rights reserved.The Manageria

19、l Grid(Blake and Mouton)E X H I B I T 121 2007 Prentice Hall Inc.All rights reserved.CONTINGENCY THEORIES权变理论的理论假设：权变理论的理论假设：第一，领导者的有效性依赖于情景因素；第二，这些情景条件可以被分离出来。All Consider the SituationFiedlers Contingency ModelHersey and Blanchards Situational TheoryLeader-Member Exchange TheoryPath-Goal TheoryLea

20、der-Participation ModelAssumptions underlying the different models:Fiedler:Leaders style is fixedOthers:Leaders style can and should be changed 2007 Prentice Hall Inc.All rights reserved.Fiedler ModelLeader:Style is Fixed(Task oriented vs.Relationship oriented)Considers Situational Favorableness for

21、 LeaderLeader-member relationsTask structurePosition powerKey AssumptionLeader must fit situation;options to accomplish this:Select leader to fit situationChange situation to fit leaderFiedlers Model:The LeaderLeast Preferred Co-Worker(LPC)QuestionnaireThe way in which a leader will evaluate a co-wo

22、rker that is not liked will indicate whether the leader is task-or relationship-oriented.Assumption:Leaders Style is Fixed&Can be Measured by the Least Preferred Co-Worker(LPC)Questionnaire 2007 Prentice Hall Inc.All rights reserved.测测你的测测你的LPC分数分数 回想一下你最难相处的同事或同学，他（她）可以是现在和你共事的，也可以是过去与你共事的。他（她）不一定是

23、你最不喜欢的人，只不过是你在工作中最难相处的人。用下面16组形容词来描述他（她），记下你认为最准确描述他的每一项得分。不要空下任何一组形容词。令人舒服令人舒服8 7 6 5 4 3 2 1 令人不舒服令人不舒服友善友善8 7 6 5 4 3 2 1 不友善不友善接纳接纳8 7 6 5 4 3 2 1 拒绝拒绝对人有帮助对人有帮助8 7 6 5 4 3 2 1 令人沮丧令人沮丧热心热心8 7 6 5 4 3 2 1 不热心不热心轻松轻松8 7 6 5 4 3 2 1 紧张紧张 2007 Prentice Hall Inc.All rights reserved.测测你的测测你的LPC分数分数接近

24、接近8 7 6 5 4 3 2 1 疏远疏远热情热情8 7 6 5 4 3 2 1 冷漠冷漠合作合作8 7 6 5 4 3 2 1 不合作不合作支持支持8 7 6 5 4 3 2 1 敌意敌意有趣有趣8 7 6 5 4 3 2 1 令人厌烦令人厌烦融洽融洽8 7 6 5 4 3 2 1 好争论好争论自信自信8 7 6 5 4 3 2 1 犹豫犹豫高效高效8 7 6 5 4 3 2 1 低效低效开朗开朗8 7 6 5 4 3 2 1 沉闷沉闷开放开放8 7 6 5 4 3 2 1 防备防备 2007 Prentice Hall Inc.All rights reserved.评价：你在评价：你在

25、LPCLPC量表上的得分表明了量表上的得分表明了你在工作环境下的主要动机和目标。你在工作环境下的主要动机和目标。16项分数加总项分数加总S 64，表明你是一个高，表明你是一个高PLC或关系导向的领导或关系导向的领导:即你即你对你最不喜欢的同事给予积极的描述并且对他人比较对你最不喜欢的同事给予积极的描述并且对他人比较敏感。你主要靠建立起来的并维持较近的人际关系来敏感。你主要靠建立起来的并维持较近的人际关系来激励你自己。一旦高激励你自己。一旦高PLC的领导者与下属建立了较好的领导者与下属建立了较好的人际关系，你就会集中精力完成任务。的人际关系，你就会集中精力完成任务。S 57，表明你是一个低，表明

26、你是一个低PLC或或 任务导向型的领导：任务导向型的领导：低低PLC的领导者主要靠任务与完成任务中获得的满意的领导者主要靠任务与完成任务中获得的满意感来激励自己。如果下级令人满意的完成了分配的任感来激励自己。如果下级令人满意的完成了分配的任务，低务，低PLC的领导者就会试图与下级建立并保持好的的领导者就会试图与下级建立并保持好的关系。关系。58S63，就需要你自己决定你属于哪种类型了。，就需要你自己决定你属于哪种类型了。2007 Prentice Hall Inc.All rights reserved.Fiedlers Model:Defining the SituationLeader-M

27、ember RelationsThe degree of confidence,trust,and respect subordinates have in their leader.Position PowerInfluence derived from ones formal structural position in the organization;includes power to hire,fire,discipline,promote,and give salary increases.Task StructureThe degree to which the job assi

28、gnments are procedurized.2007 Prentice Hall Inc.All rights reserved.Findings of the Fiedler Model Category Leader-Member Relations Task Structure Position PowerIGoodHighStrongIIGoodHighWeakIIIGoodLowStrongIVGoodLowWeakVPoorHighStrongVIPoorHighWeakVIIPoorLowStrongVIIIPoorLowWeakGoodPoorPerformanceRel

29、ationship-OrientedTask-OrientedFavorableModerateUnfavorable 研究发现研究发现：当形势一般时当形势一般时（即处于（即处于4、5区）区）高高PLC（关系导向型）的领导者在促进团队绩（关系导向型）的领导者在促进团队绩效方面更有效率。这时，团队成员对领导者基效方面更有效率。这时，团队成员对领导者基本满意，领导者具有一定的权力，其监督性的本满意，领导者具有一定的权力，其监督性的工作不明显。具有较高人际关系处理技巧的领工作不明显。具有较高人际关系处理技巧的领导者在这种形势下通过与下属的讨论，发挥所导者在这种形势下通过与下属的讨论，发挥所需的领导职

30、能，能清楚的阐明任务。需的领导职能，能清楚的阐明任务。当形势处于非常不利或非常有利时当形势处于非常不利或非常有利时（即处（即处于于1，2，3，7，8区），低区），低PLC（任务导向型）（任务导向型）的领导者能更有效地确保团队绩效的领导者能更有效地确保团队绩效 2007 Prentice Hall Inc.All rights reserved.如何改善领导者的绩效替换领导者以适应情景替换领导者以适应情景改变情景以适应领导者改变情景以适应领导者（1）调整领导者与成员的关系）调整领导者与成员的关系 领导者可以花更多的时间与下属在一起，可以邀请一些人领导者可以花更多的时间与下属在一起，可以邀请一些人

31、员参与他的工作团队；可以主动监督让人心烦的下属；可以让员参与他的工作团队；可以主动监督让人心烦的下属；可以让一定的下属离开或加入团队；可以通过给予下属额外的报酬以一定的下属离开或加入团队；可以通过给予下属额外的报酬以提高士气。提高士气。（2）调整任务结构）调整任务结构 如果领导者想创造结构性低的任务，他可以请求老板让团如果领导者想创造结构性低的任务，他可以请求老板让团队处理信的、不一般的问题，要求团队的支持以解决这些新问队处理信的、不一般的问题，要求团队的支持以解决这些新问题；如果领导者想创造出结构性高的任务，他可以请求老板给题；如果领导者想创造出结构性高的任务，他可以请求老板给予团队更加结构

32、化，更加标准的任务安排，把这些工作进一步予团队更加结构化，更加标准的任务安排，把这些工作进一步细分为更小、更常规的工作，让团队成员去完成。细分为更小、更常规的工作，让团队成员去完成。（3）调整职权）调整职权 如果领导者希望提高职权，他可以利用所有权利向下属表明谁如果领导者希望提高职权，他可以利用所有权利向下属表明谁才是老板；如果领导者希望减少职权，则可以向下属授权。才是老板；如果领导者希望减少职权，则可以向下属授权。2007 Prentice Hall Inc.All rights reserved.Findings from Fiedler ModelE X H I B I T 122 20

33、07 Prentice Hall Inc.All rights reserved.Contingency Approach:Hersey&Blanchard Situational ModelConsiders Leader Behaviors(Task&Relationship)Assumes Leaders CAN change their behaviorsConsiders Followers as the SituationFollower Task maturity(ability&experience)Follower Psychological maturity(willing

34、ness to take responsibility)AssumptionsLeaders can and should change their style to fit their followers degree of readiness(willingness and ability)Therefore,it is possible to TRAIN leaders to better fit their style to their followers.Hersey and Blanchards Situational Leadership TheorySituational Le

35、adership Theory(SLT)A contingency theory that focuses on followers readiness;the more“ready”the followers(the more willing and able)the less the need for leader support and supervision.LOW Amount of Follower Readiness HIGHAmount of Leader Support&Supervision Required HIGH LOW 2007 Prentice Hall Inc.

36、All rights reserved.Leadership Styles and Follower Readiness(Hersey and Blanchard)WillingUnwillingAbleUnableDirectiveDirectiveHigh TaskHigh Taskand and Relationship Relationship OrientationsOrientationsSupportive Supportive Participative Participative MonitoringMonitoringFollower ReadinessLeadership

37、LeadershipStylesStyles 2007 Prentice Hall Inc.All rights reserved.LeaderMember Exchange TheoryLeader-Member Exchange(LMX)TheoryLeaders select certain followers to be“in”(favorites)Based on competence and/or compatibility&similarity to leader“Exchanges”with these“In”followers will be higher quality t

38、han with those who are“Out”RESULT:“In”subordinates will have higher performance ratings,less turnover,and greater job satisfaction 2007 Prentice Hall Inc.All rights reserved.Leader-Member Exchange TheoryE X H I B I T 123 2007 Prentice Hall Inc.All rights reserved.Path-Goal TheoryPremise Leader must

39、help followers attaining goals and reduce roadblocks to success Leaders must change behaviors to fit the situation(environmental contingencies&subordinate contingencies)2007 Prentice Hall Inc.All rights reserved.The Path-Goal TheoryE X H I B I T 124 2007 Prentice Hall Inc.All rights reserved.Leader-

40、Participation ModelPremise:Rule based decision tree to guide leaders about when and when not to include subordinate participation in decision making Considers 12 contingency variables to consider whether or not to include subordinates in decision making 2007 Prentice Hall Inc.All rights reserved.Con

41、tingency Variables in the Revised Leader-Participation ModelE X H I B I T 1251.Importance of the decision2.Importance of obtaining follower commitment to the decision3.Whether the leader has sufficient information to make a good decision4.How well structured the problem is5.Whether an autocratic dec

42、ision would receive follower commitment6.Whether followers“buy into”the organizations goals7.Whether there is likely to be conflict among followers over solution alternatives8.Whether followers have the necessary information to make a good decision9.Time constraints on the leader that may limit foll

43、ower involvement10.Whether costs to bring geographically dispersed members together is justified11.Importance to the leader of minimizing the time it takes to make the decision12.Importance of using participation as a tool for developing follower decision skills 2007 Prentice Hall Inc.All rights res

44、erved.Which leadership theory(ies)say(s)that a leader cannot be trained?Ohio State ModelOhio State ModelFiedlers Contingency TheoryFiedlers Contingency TheoryU.Of Michigan StudiesU.Of Michigan StudiesPath Goal Theory Path Goal Theory All of the aboveAll of the aboveChapter Check-Up:Leadership Which

45、leadership theory(ies)say(s)that a leader cannot be trained?Chapter Check-Up:Leadership Fielders Contingency Theory is the only one which says a leaders style is fixed and cannot be trained.But,what do all of the theories above have in common?Ohio State ModelOhio State ModelFiedlers Contingency Theo

46、ryFiedlers Contingency TheoryU.Of Michigan StudiesU.Of Michigan StudiesPath Goal Theory Path Goal Theory All of the aboveAll of the aboveChapter Check-Up:Leadership What one theory discussed in this chapter could What one theory discussed in this chapter could readily explain how leaders often act t

47、owards readily explain how leaders often act towards their followers in“Boot Camp”and why it may be their followers in“Boot Camp”and why it may be very effective?very effective?Hersey and Blanchards Situational Leadership Theory explains that when followers are unwilling and unable,as many newly enlisted Boot Camp attendees are,the leader should be highly focused on providing task-based behaviors and not relationship-based behaviors.