第十二章-领导和管理.pptx

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1、第一节：Leading and managing领导和管理Effective managers are not necessarily true leaders.Many administrators,supervisors,and even top executives execute their responsibilities without being great leaders.有效的管理者不一定是真正的领导者。许多执行重要职责的行政人员、主管、甚至高层管理者并不是杰出的领导者。While many managers focus on superficial activities a

2、nd worry about short-term profits and stock prices,too few have emerged as leaders who foster innovation and attainment of long-term goals当许多管理者忙于日常琐事，为短期利润和股票价格担心时，极少数人致力于创新和长期目标的实现，他们就是真正的领导者。第十二章：Leadership领导 领导是管理的重要职能之一，本章对领导作了一个初步的介绍，主要内容有：领导和管理；领导和追随者；权力和领导；理解领导风格的传统理论；当代领导视角和发展你的领导技能等。Wherea

3、s many managers are overly concerned with fitting in and not rocking the boat,those who emerge as leaders are more concerned with making important decisions当许多管理者过分的关心他们是否胜任和是否对工作有负作用时，而那些领导者更关心作出重要决策。第二节：Leading and following领导和追随者（员工）Organizations succeed or fail not only because Organizations suc

4、ceed or fail not only because of how well they are led but because of how well of how well they are led but because of how well followings follow.The most effective followers followings follow.The most effective followers are capable of independent thinking and at the are capable of independent thin

5、king and at the same time are actively committed to same time are actively committed to organizational goalsorganizational goals组织所成败不仅仅在于领导，还在于员工。最有组织所成败不仅仅在于领导，还在于员工。最有效的员工是有能力独立思考，同时积极的对组织效的员工是有能力独立思考，同时积极的对组织的目标承担责任。的目标承担责任。They master skills that are useful to their organizations,and they hold

6、performance standards that are higher than required.他们（追随者）掌握了对组织有用的技能，他们的工作业绩高于所要求的业绩。第三节：Power and leadership权力和领导Central to effective leadership is powerthe ability to influence other people.有效领导的核心是权力影响其他人的能力。Sources of power 权力的来源Leaders have five important potential sources of power in organiz

7、ations.在组织里，领导的权力有五个重要的潜在来源。1 legitimate power合法权The leader with legitimate power has the right,or the authority,to tell others what to do;employees are obligated to comply with legitimate orders.领导的合法权是指告诉别人作什么的权力，员工有义务服从这种权力。For example,a supervisor tells an employee to remove a safety hazard,and

8、the employee removes the hazard because he has to obey the authority of his boss.例如，一个主管告诉员工放弃一个胜算较大的冒险，员工停止了冒险，因为他不得不服从老板的权威。2 Reward power奖励权The leader who has reward power influences others because she controls valued rewards;people comply with the leaders wishes in order to receive those rewards

9、.有奖励权的领导者能够影响其他人，因为他控制着价值的奖赏；为了得到那些奖赏，人们服从领导的意愿。For example,a manager works hard to achieve her performance goals to get a positive performance review and a big pay raise from her boss.On the other hand,if company policy dictates that everyone receive the same salary increase,a leaders reward power

10、decreases because he or she is unable to give higher raises.例如，管理者努力工作达到她的绩效目标，从而她得到正面的绩效评价和从老板那里得到较大的加薪。另一方面，如果公司政策显示每个人得到相同的工资增加量，那么老板的奖励权就会减少，因为她或他不能得到更高的增加量。3 Coercive power强制权The leader with coercive power has control over punishments;people comply to avoid those punishments.具有强制权的领导有对处罚的控制，人们为

11、了避免那些处罚而服从。In general,lower-level managers have less legitimate,coercive,and reward power than do middle-and higher-level managers.通常，低层的管理者比中层和高层管理者有更少的合法权、强制权和奖励权。4 Referent power 模范权The leader with referent power has personal characteristics that appeal to other;people comply because of admiratio

12、n,a desire for approval,personal liking,or a desire to be like the leader.具有模范权的领导具有吸引其他人的个性特征；人们因为钦佩、赞同、个人喜欢或期望象领导者一样而服从。For example,young,ambitious managers emulate the work habits and personal style of a successful,charismatic executive.例如，年轻的、有雄心的管理者积极的模仿成功的、有魅力的管理者的工作习惯和个人风格。5 Expert power专长权Th

13、e leader who has expert power has certain expertise or knowledge;people comply because they believe in,can learn from,or can otherwise gain from that expertise.具有专长权的领导有某种专长或知识；人们因为相信他、能够从他那里学到东西或从他的专长里得到利益而服从。第四节：Traditional approaches to understanding leadership理解领导的传统理论Three traditional approache

14、s to studying leadership are the trait approach,the behavioral approach,and the situational approach.研究领导的三种传统理论是：特性理论、行为理论和情景理论。1 Leader traits领导特性Trait approach A leadership perspective that focuses on individual leaders and attempts to determine the personal characteristics that great leaders sha

15、re.特性理论：关注领导者个人并试图确定伟大领导者们所共有的特性。1 Drive 进取Drive refers to a set of characteristics that reflect a high level of effort.Drive includes high need for achievement,constant striving for improvement,ambition,energy,tenacity,and initiative.进取指的是反映高水平努力的一系列个性特征。进取包括对成功的强烈欲望、持续的努力提高、抱负、精力、坚韧和主动性。2 Leadersh

16、ip motivation领导动机Great leaders not only have drive;they want to lead.They have a high need for power,preferring to be in leadership rather than follower positions.伟大的领导不仅有进取心；而且他们有领导的欲望。他们有强烈的权力欲望，喜欢领导别人而不是被领导。3 Integrity 正直Integrity is the correspondence between actions and words.正直是指言行一致。4 self-co

17、nfidence自信 Self-confidence is important for a number of Self-confidence is important for a number of reasons.The leadership role is challenging,and reasons.The leadership role is challenging,and setbacks are inevitable.Self-confidence allows a setbacks are inevitable.Self-confidence allows a leader

18、to overcome obstacles,make decisions leader to overcome obstacles,make decisions despite uncertainty,and instill confidence in despite uncertainty,and instill confidence in others.others.有许多原因表明自信是重要的。领导者的有许多原因表明自信是重要的。领导者的角色是挑战性的，挫折是不可避免的，自信能让角色是挑战性的，挫折是不可避免的，自信能让领导者克服障碍，在不确定的环境下决策，把自领导者克服障碍，在不确定的环

19、境下决策，把自信逐渐的传给其他人。信逐渐的传给其他人。5Knowledge of the business业务知识Effective leaders have a high level of knowledge about their industries,companies,and technical matters.Leaders must have the intelligence to interpret vast quantities of information.有效的领导者对他们的行业、公司和技术问题了解很多。领导者必须有才能去解释大量的信息。Discussion questio

20、nsIs there a difference between effective management and effective leadership?Explain your views.有效管理和有效领导有区别吗？解释你的看法。Do you think men and women differ in their leadership styles?If so,how?男性和女性的领导风格不同吗？如果不同，说出有什么不同？2 Leader behaviors领导行为Behavioral approach A leadership perspective that attempts to

21、identify what good leaders dothat is,what behaviors they exhibit.行为理论：尝试去识别好的领导做什么，即他们展示了什么行为Three general categories of leadership behavior have received particular attention:behaviors related to task performance,group maintenance,and employee participation in decision making.通常领导者的三种行为受到特别的关注：跟任务绩

22、效相关的行为、群体维系和决策指定中的员工参与。1 Task performance任务绩效Task performance behaviors Action taken to ensure that work group or organization reaches its goals.任务绩效行为：确保工作小组或组织达到它们的目标的行为Task performance behaviors are the leaders efforts to ensure that the work unit or organization reaches its goals.It includes a f

23、ocus on work speed,quality and accuracy,quantity of output,and following the rules.任务绩效是指领导努力确保工作单位或组织达到它的目标。它包括关注工作速度、质量和精度、产品的数量和遵守规则。2 Group maintenance群体维系Group maintenance behaviors Action taken to ensure the satisfaction of group members,develop and maintain harmonious work relationships,and p

24、reserve the social stability of the group.群体维系行为：确保群体成员满意，发展和维持融洽的工作关系，维护群体的社会稳定性。It includes a focus on peoples feelings and comfort,appreciation of them,and stress reduction.它包括关注人的情感和安慰、赏识他们和减轻压力。3 Participation in decision making决策参与Participation in decision making Leader behaviors that managers

25、 perform in involving their employees in making decisions.决策参与：管理者所表现的一种领导行为，它涉及到员工在决策中的参与程度。The participation-in-decision-making dimension of leadership behavior can range from autocratic to democratic.决策参与的领导行为包括从专制到民主Autocratic leadership A form of leadership in which the leader makes decisions o

26、n his or her own and then announces those decisions to the group.专制领导：领导者自己做决策然后向群体宣布那些决策。Democratic leadership A form of leadership in which the leader solicits input from subordinates.民主领导：领导者从下属那里征求意见。4 The effects of leader behavior领导者行为的影响How the leader behaves influences peoples attitudes and

27、performance.Studies of these effects focus on autocratic versus democratic decision styles or on performance-versus maintenance-oriented behaviors.领导者的行为怎样影响人们的态度和绩效？对这些影响 的研究主要关注两个方面：专制与民主的决策风格；绩效与维系行为4.1 decision styles决策风格The classic study comparing autocratic and democratic styles found that a d

28、emocratic approach resulted in the most positive attitudes,whereas an autocratic approach resulted in somewhat higher performance.比较专制和民主风格的经典研究发现：民主导致最积极的态度，然而专制导致更高的绩效。Whether a decision should be made autocratically or democratically depends on characteristics of the leader,the followers,and the

29、situation.决策应该是专制还是民主依赖于领导者的特性、跟随者和处境4.2 performance and maintenance behaviors绩效和维系行为The performance and maintenance dimensions of leadership are independent of each other.In other words,a leader can behave in ways that emphasize one,both,or neither of these dimensions.领导的绩效和维系方面是相互独立的。换句话，一个领导者可能强调

30、一个方面、两个方面或一个都不。When maintenance and performance leadership behaviors were considered together,the results were more complex.But one conclusion was clear:When a leader must be high on performance-oriented behaviors,he or she should also be maintenance oriented.Otherwise the leader will have employees

31、 with high rates of turnover and grievances.当把维系和绩效的领导行为一起考虑时，结果更复杂，但一个结论是明显的：当领导者一定是高绩效行为者时，他或她也应该是维系行为者，否则领导者会使员工出现高的流动率和不满。3 Situational approaches to leadership领导的情景理论Situational approach Leadership perspective proposing that universally important traits and behaviors do not exist,and that effec

32、tive leadership behavior varies from situation to situation.情景理论：提出普遍上重要的特性和行为不存在，有效的领导行为随着情景的改变而改变1 the Vroom model of leadership style弗鲁姆决策模型Vroom model A situational model of leadership that focuses on how leaders go about making decisions.弗鲁姆模型：领导的情景模型之一，关注领导怎样决策。The Vroom model emphasizes the p

33、articipative dimension of leadership:how leaders go about making decisions.The model uses the basic situational approach of assessing the situation before determining the best leadership style.弗鲁姆模型强调领导的参与方面：领导怎样决策。模型使用基本的情景方法，在确定最好的领导风格之前对情景进行评价。2path-goal theory途径-目标理论Path-goal theory A theory tha

34、t concerns how leaders influence subordinates perceptions of their work goals and the paths they follow toward attainment of those goals.途径-目标理论：关心领导怎样影响下属对他们工作目标的理解和取得那些目标的途径。The key situational factors in path-goal theory are(1)personal characteristics of followers and(2)environmental pressures an

35、d demands with which followers must cope to attain their work goals.These factors determine which leadership behaviors are most appropriate.在途径-目标理论中关键的情景因素是（1）跟随者的个人特性和（2）为了取得他们的工作目标，跟随者必须处理的环境压力和需求。The four pertinent leadership behaviors are(1)directive leadership,a form of task performance-orient

36、ed behavior;(2)supportive leadership,a form of group maintenance-oriented behavior;(3)participative leadership,or decision style;and(4)achievement-oriented leadership,or behaviors geared toward motivating people,such as setting challenging goals and rewarding good performance.四个有关的领导行为是：（1）指示型领导，任务绩

37、效行为的一种形式；（2）支持型领导，群体维系行为的一种形式；（3）参与型领导或决策风格；（4）成就导向型领导，即鼓励人们的行为，比如设置挑战性的目标和奖励好的绩效。The theory also specifies which follower and environmental features are important.There are three key follower characteristics:authoritarianism,locus of control,ability这个理论也说明了哪个跟随者和环境特性是重要的。有三个关键的跟随者特性：拜劝主义、控制点、能力Auth

38、oritarianism is the degree to which individuals respect,admire,and defer to authority.拜权主义是指个人重视、钦佩和听从权力的程度Locus of control is the extent to which individuals see the environment as responsive to their own behavior.People with an internal locus of control believe that what happens to them is their o

39、wn doing;people with an external locus of control believe that it is just luck or fate.控制点是个人认为环境对其行为反应的程度。内在控制点类型的人相信他们所遇到的一切是他们自己造成的；外在控制点类型的人相信这一切只是运气或命运。Ability is peoples beliefs about their own abilities to do their assigned jobs.能力是指人们对自己从是工作的能力的信心。Path-goal theory offers many more propositio

40、ns.In general,the theory suggests that the functions of the leader are to(1)make the path to work goals easier to travel by providing coaching and direction;(2)reduce frustrating barriers to goal attainment;and(3)increase opportunities for personal satisfaction by increasing payoffs to people for ac

41、hieving performance goals.途径-目标理论提供了许多的建议。一般来说，该理论建议领导者的职能包括（1）教授和提供方向使通向工作目标的途径更容易。（2）减少阻碍目标实现的路障（3）通过提高实现绩效目标者的收益来增加个人满意的机会。第五节：Contemporary perspectives on leadership当代领导视角1 charismatic leadership领袖魅力式领导Charismatic leader A person who is dominant,self-confident,convinced of the moral righteousnes

42、s of his or her beliefs,and able to arouse a sense of excitement and adventure on followers.领袖魅力式领导：一个这样的人：专制的、自信的、确信他的信仰在道德上是正义的，能够引起跟随者的兴奋感和冒险The charismatic leader articulates ideological goals and makes sacrifies in pursuit of those goals.领袖魅力式领导在思想上使各种目标结合起来，并在追求那些目标中勇于献生。The charismatic leader

43、 also arouse of excitement and adventure.He or she is an eloquent speaker who exhibits superior verbal skills,which helps communicate the vision and motivate followers.领袖魅力式领导也唤起跟随者的兴奋和冒险。他是个优秀的演说家。这有助于沟通远景和激励跟随者。Leaders who possess these characteristics or do these things inspire in their followers

44、 trust,confidence,acceptance,obedience,emotional involvement,affection,admiration,and higher performance.拥有这些领袖魅力或做这些事的领导者激发跟随者的信任、自信、接受、服从、情感投入、影响力、钦佩和高绩效。2 Transformational leadership变革型领导Transformational leader A leader who transforms a vision into reality and motivates people to transcend their

45、personal interests for the good of the group.变革型领导：一个把远景变为现实并激励人们为了群体的利益而超越个人利益的人。Transformational leaders get people to transcend their personal interests for the sake of the larger community.They generate excitement and revitalize organizations.变革性领导使人们为了更大的团体而超越个人的利益。他们建立起兴奋而富有活力的组织。2.1 generatin

46、g excitement制造兴奋点Transformational leaders generate excitement in three primary ways.First,they are charismatic.Second,they give their followers individualized attention.变革型领导以三个基本的方式制造兴奋点。第一，他们是领袖魅力式的。第二，他们给了跟随者个性化的关注。Transformational leaders delegate challenging Transformational leaders delegate ch

47、allenging work to deserving people,keep lines of work to deserving people,keep lines of communication open,and provide one-on-one communication open,and provide one-on-one mentoring to develop their people.They do not mentoring to develop their people.They do not treat everyone alike,because not eve

48、ryone treat everyone alike,because not everyone alike,alike,变革型领导把挑战性的工作交给值得交给的人们，变革型领导把挑战性的工作交给值得交给的人们，保持沟通渠道的畅通，为发展下属提供一对一的保持沟通渠道的畅通，为发展下属提供一对一的指导。他们并不同样的对待每个人，因为每个人指导。他们并不同样的对待每个人，因为每个人并不相同。并不相同。Third,transformational leaders are intellectually stimulating.They arouse in their followers an awaren

49、ess of problems and potential solutions.They articulate the organizations opportunities,threats,strengths,and weaknesses.They stir the imagination and generate insights.第三，变革型领导智力上激励跟随者。他们唤醒跟随者对问题和潜在的解决方案的认识。他们把组织的机会、威胁、优势和劣势结合起来。他们引发想象力、产生洞察力2.2 skills and strategies技能和战略At least four skills or str

50、ategies contribute to transformational leadership.First,transformational leaders have a vision.对变革型领导来说至少有四个技能或战略。第一，变革型领导有远景。Second,they communicate their vision;through words,manner,or symbolism,they relate a compelling image of the ultimate goal.第二，他们通过语言、行为或标志来传达他们的远景。他们描叙了最终目标的形象。Third,transfor