罗宾斯管理学第九版课件9ero.ppt

《罗宾斯管理学第九版课件9ero.ppt》由会员分享，可在线阅读，更多相关《罗宾斯管理学第九版课件9ero.ppt（44页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、ninth editionninth editionSTEPHEN P.ROBBINSSTEPHEN P.ROBBINSPowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West AlabamaMARY COULTERMARY COULTERLeadershipChapterChapter17 2007 Prentice Hall,Inc.2007 Prentice Hall,Inc.All r

2、ights reserved.All rights reserved.L E A R N I N G O U T L I N E L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.Who Are Leaders and What Is LeadershipWho Are Leaders and What Is Leadership

3、Define leaders and leadership.Define leaders and leadership.Explain why managers should be leaders.Explain why managers should be leaders.Early Leadership TheoriesEarly Leadership Theories Discuss what research has shown about leadership traits.Discuss what research has shown about leadership traits

4、.Contrast the findings of the four behavioral leadership Contrast the findings of the four behavioral leadership theories.theories.Explain the dual nature of a leaders behavior.Explain the dual nature of a leaders behavior.2 2007 Prentice Hall,Inc.All rights reserved.L E A R N I N G O U T L I N E (c

5、ontd)L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.Contingency Theories of LeadershipContingency Theories of Leadership Explain how Fiedlers theory of leadership is a Explain how Fi

6、edlers theory of leadership is a contingency model.contingency model.Contrast situational leadership theory and the leader Contrast situational leadership theory and the leader participation model.participation model.Discuss how path-goal theory explains leadership.Discuss how path-goal theory expla

7、ins leadership.Contemporary Views on LeadershipContemporary Views on Leadership Differentiate between transactional and transformational Differentiate between transactional and transformational leaders.leaders.Describe charismatic and visionary leadership.Describe charismatic and visionary leadershi

8、p.Discuss what team leadership involves.Discuss what team leadership involves.3 2007 Prentice Hall,Inc.All rights reserved.L E A R N I N G O U T L I N E (contd)L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you rea

9、d and study this chapter.Leadership Issues in the Twenty-First CenturyLeadership Issues in the Twenty-First Century Tell the five sources of a leaders power.Tell the five sources of a leaders power.Discuss the issues todays leaders face.Discuss the issues todays leaders face.Explain why leadership i

10、s sometimes irrelevant.Explain why leadership is sometimes irrelevant.4 2007 Prentice Hall,Inc.All rights reserved.Leaders and Leadership Leader Someone who can influence others and who has Leader Someone who can influence others and who has managerial authoritymanagerial authority Leadership What l

11、eaders do;the process of influencing a Leadership What leaders do;the process of influencing a group to achieve goalsgroup to achieve goals Ideally,all managers Ideally,all managers should beshould be leaders leaders Although groups may have informal leaders who emerge,Although groups may have infor

12、mal leaders who emerge,those are not the leaders were studyingthose are not the leaders were studyingLeadership research has tried to answer:Leadership research has tried to answer:What is an effective What is an effective leader?leader?5 2007 Prentice Hall,Inc.All rights reserved.Early Leadership T

13、heoriesTrait Theories(1920s-30s)Trait Theories(1920s-30s)Research focused on identifying personal Research focused on identifying personal characteristics that differentiated leaders from characteristics that differentiated leaders from nonleadersnonleaders was unsuccessful.was unsuccessful.Later re

14、search on the leadership process identified Later research on the leadership process identified seven traits associated with successful leadership:seven traits associated with successful leadership:v vDrive,the desire to lead,honesty and integrity,self-Drive,the desire to lead,honesty and integrity,

15、self-confidence,intelligence,job-relevant knowledge,confidence,intelligence,job-relevant knowledge,and extraversion.and extraversion.6 2007 Prentice Hall,Inc.All rights reserved.Exhibit 171Exhibit 171Seven Traits Associated with LeadershipSeven Traits Associated with LeadershipSource:S.A.Kirkpatrick

16、 and E.A.Locke,“Leadership:Do Traits Really Matter?”Academy of Management Executive,May 1991,pp.4860;T.A.Judge,J.E.Bono,R.llies,and M.W.Gerhardt,“Personality and Leadership:A Qualitative and Quantitative Review,”Journal of Applied Psychology,August 2002,pp.765780.7 2007 Prentice Hall,Inc.All rights

17、reserved.Exhibit 172Exhibit 172Behavioral Theories of LeadershipBehavioral Theories of Leadership8 2007 Prentice Hall,Inc.All rights reserved.Exhibit 172(contd)Exhibit 172(contd)Behavioral Theories of LeadershipBehavioral Theories of Leadership9 2007 Prentice Hall,Inc.All rights reserved.Early Leade

18、rship Theories(contd)Behavioral TheoriesBehavioral TheoriesUniversity of Iowa Studies(Kurt University of Iowa Studies(Kurt LewinLewin)v vIdentified three leadership styles:Identified three leadership styles:Autocratic style:Autocratic style:centralized authority,low participation centralized authori

19、ty,low participation Democratic style:Democratic style:involvement,high participation,involvement,high participation,feedbackfeedback Laissez faire style:Laissez faire style:hands-off management hands-off managementv vResearch findings:mixed resultsResearch findings:mixed results No specific style w

20、as consistently better for producing No specific style was consistently better for producing better performancebetter performance Employees were more satisfied under a democratic leader Employees were more satisfied under a democratic leader than an autocratic leader.than an autocratic leader.10 200

21、7 Prentice Hall,Inc.All rights reserved.Early Leadership Theories(contd)Behavioral Theories(contd)Behavioral Theories(contd)Ohio State StudiesOhio State Studiesv vIdentified two dimensions of leader behaviorIdentified two dimensions of leader behavior Initiating structure:Initiating structure:the ro

22、le of the leader in defining his the role of the leader in defining his or her role and the roles of group membersor her role and the roles of group members Consideration:Consideration:the leaders mutual trust and respect for the leaders mutual trust and respect for group members ideas and feelings.

23、group members ideas and feelings.v vResearch findings:mixed resultsResearch findings:mixed results High-high leaders generally,but not always,achieved high High-high leaders generally,but not always,achieved high group task performance and satisfaction.group task performance and satisfaction.Evidenc

24、e indicated that situational factors appeared to Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.strongly influence leadership effectiveness.11 2007 Prentice Hall,Inc.All rights reserved.Early Leadership Theories(contd)Behavioral Theories(contd)Beh

25、avioral Theories(contd)University of Michigan StudiesUniversity of Michigan Studiesv vIdentified two dimensions of leader behaviorIdentified two dimensions of leader behavior Employee oriented:Employee oriented:emphasizing personal relationships emphasizing personal relationships Production oriented

26、:Production oriented:emphasizing task accomplishment emphasizing task accomplishmentv vResearch findings:Research findings:Leaders who are employee oriented are strongly Leaders who are employee oriented are strongly associated with high group productivity and high job associated with high group pro

27、ductivity and high job satisfaction.satisfaction.12 2007 Prentice Hall,Inc.All rights reserved.The Managerial GridManagerial GridManagerial GridAppraises leadership styles using two dimensions:Appraises leadership styles using two dimensions:v vConcern for peopleConcern for peoplev vConcern for prod

28、uctionConcern for productionPlaces managerial styles in five categories:Places managerial styles in five categories:v vImpoverished managementImpoverished managementv vTask managementTask managementv vMiddle-of-the-road managementMiddle-of-the-road managementv vCountry club managementCountry club ma

29、nagementv vTeam managementTeam management13 2007 Prentice Hall,Inc.All rights reserved.Exhibit 173Exhibit 173TheTheManagerialManagerialGridGridSource:Reprinted by permission of Harvard Business Review.An exhibit from“Breakthrough in Organization Development”by Robert R.Blake,Jane S.Mouton,Louis B.Ba

30、rnes,and Larry E.Greiner,NovemberDecember 1964,p.136.Copyright 1964 by the President and Fellows of Harvard College.All rights reserved.14 2007 Prentice Hall,Inc.All rights reserved.Contingency Theories of LeadershipThe Fiedler Model(contd)The Fiedler Model(contd)Proposes that effective group perfor

31、mance depends Proposes that effective group performance depends upon the proper match between the leaders style of upon the proper match between the leaders style of interacting with followers and the degree to which the interacting with followers and the degree to which the situation allows the lea

32、der to control and influence.situation allows the leader to control and influence.Assumptions:Assumptions:v vA certain leadership style should be most effective A certain leadership style should be most effective in different types of situations.in different types of situations.v vLeaders do not rea

33、dily change leadership styles.Leaders do not readily change leadership styles.Matching the leader to the situation or changing the Matching the leader to the situation or changing the situation to make it favorable to the leader is required.situation to make it favorable to the leader is required.15

34、 2007 Prentice Hall,Inc.All rights reserved.Contingency Theories(contd)The Fiedler Model(contd)The Fiedler Model(contd)Least-preferred co-worker(LPC)questionnaireLeast-preferred co-worker(LPC)questionnairev vDetermines leadership style by measuring Determines leadership style by measuring responses

35、to 18 pairs of contrasting adjectives.responses to 18 pairs of contrasting adjectives.High score:a relationship-oriented leadership High score:a relationship-oriented leadership stylestyle Low score:a task-oriented leadership styleLow score:a task-oriented leadership styleSituational factors in matc

36、hing leader to the situation:Situational factors in matching leader to the situation:v vLeader-member relationsLeader-member relationsv vTask structureTask structurev vPosition powerPosition power16 2007 Prentice Hall,Inc.All rights reserved.Exhibit 174Exhibit 174Findings of the Fiedler ModelFinding

37、s of the Fiedler Model17 2007 Prentice Hall,Inc.All rights reserved.Contingency Theories(contd)HerseyHersey and Blanchards Situational Leadership and Blanchards Situational Leadership Theory(SLT)Theory(SLT)Argues that successful leadership is achieved by Argues that successful leadership is achieved

38、 by selecting the right leadership style which is contingent selecting the right leadership style which is contingent on the level of the followers readiness.on the level of the followers readiness.v vAcceptance:Acceptance:leadership effectiveness depends on leadership effectiveness depends on wheth

39、er followers accept or reject a leader.whether followers accept or reject a leader.v vReadiness:Readiness:the extent to which followers have the the extent to which followers have the ability and willingness to accomplish a specific task.ability and willingness to accomplish a specific task.Leaders

40、must relinquish control over and contact with Leaders must relinquish control over and contact with followers as they become more competent.followers as they become more competent.18 2007 Prentice Hall,Inc.All rights reserved.Contingency Theories(contd)HerseyHersey and Blanchards Situational Leaders

41、hip and Blanchards Situational Leadership Theory(SLT)Theory(SLT)Creates four specific leadership styles incorporating Creates four specific leadership styles incorporating Fiedlers two leadership dimensions:Fiedlers two leadership dimensions:v vTelling:Telling:high task-low relationship leadership h

42、igh task-low relationship leadershipv vSelling:Selling:high task-high relationship leadership high task-high relationship leadershipv vParticipating:Participating:low task-high relationship low task-high relationship leadershipleadershipv vDelegating:Delegating:low task-low relationship leadership l

43、ow task-low relationship leadership19 2007 Prentice Hall,Inc.All rights reserved.Contingency Theories(contd)HerseyHersey and Blanchards Situational Leadership and Blanchards Situational Leadership Theory(SLT)Theory(SLT)Posits four stages follower readiness:Posits four stages follower readiness:v vR1

44、:R1:followers are unable and unwilling followers are unable and unwillingv vR2:R2:followers are unable but willing followers are unable but willingv vR3:R3:followers are able but unwilling followers are able but unwillingv vR4:R4:followers are able and willing followers are able and willing20 2007 P

45、rentice Hall,Inc.All rights reserved.Contingency Theories(contd)Leader Participation Model(Vroom and Leader Participation Model(Vroom and YettonYetton)Posits that leader behavior must be adjusted to reflect Posits that leader behavior must be adjusted to reflect the task structurethe task structurew

46、hether it is routine,whether it is routine,nonroutinenonroutine,or in betweenbased on a sequential set of rules or in betweenbased on a sequential set of rules(contingencies)for determining the form and amount(contingencies)for determining the form and amount of follower participation in decision ma

47、king in a given of follower participation in decision making in a given situation.situation.21 2007 Prentice Hall,Inc.All rights reserved.Contingency Theories(contd)Leader Participation Model Leader Participation Model Contingencies:Contingencies:Decision significanceDecision significanceImportance

48、of commitmentImportance of commitmentLeader expertiseLeader expertiseLikelihood of commitmentLikelihood of commitmentGroup supportGroup supportGroup expertiseGroup expertiseTeam competenceTeam competence22 2007 Prentice Hall,Inc.All rights reserved.Exhibit 175Exhibit 175Leadership Styles in the Vroo

49、m Leader Participation ModelLeadership Styles in the Vroom Leader Participation Model Decide:Decide:Leader makes the decision alone and either announces or Leader makes the decision alone and either announces or sells it to group.sells it to group.Consult Individually:Consult Individually:Leader pre

50、sents the problem to group Leader presents the problem to group members individually,gets their suggestions,and then makes the members individually,gets their suggestions,and then makes the decision.decision.Consult Group:Consult Group:Leader presents the problem to group members in Leader presents