第11章 领导(1)bdny.pptx

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1、Chapter 11 Leadership11.1 Definition the ability&process to influence a group toward the achievement of goals not all leaders are managers;nor,for that matter,are all managers leadersDifference between management&leadershipattitudes towards goals:Managers tend to adopt impersonal,leaders take a pers

2、onal&active.Work view:an enabling process involving-,temperamentally disposed to seek out risk&danger.Prefer to work with people,concerned with ideasmanagement coping with complexity,leader coping with change,developing a vision of the future;most firms are underled&overmanagedTransition in leadersh

3、ip theories What makes an effective leaderthe 1st approach sought to find universal personality traits that leaders had to some great degree than nonleadersexplain leadership in terms of the behavior a person engaged in “false starts”based on their erroneous conceptionContingency models to explain t

4、he inadequacies of previous leadershipattempting to identify the set of traits that people implicitly refer to as a leader 11.2 Trait theories 1930s by psychologistsTheories seeking personality,social,physical,or intellectual traits differentiating leaders from nonleadersIdentify traits consistently

5、 associated with leader:ambition&energy,the desire to lead,honesty&integrity,self-confidence,intelligence,job-related knowledgeisolating traits resulted in dead ends,4 reason:overlooks the needs of followers;fails to clarify the relative importance;doesnt separate cause from effect;ignore situationa

6、l factorsChapter 11 Leadership11.3 Behavioral theories the late 1940s-mid-1960s Theories proposing that specific behaviors differentiate leaders from nonleaders trait research were successful,then leader is basically inborn,would have provided a basis for selecting the right“leader”behavior theories

7、 were valid,we could teach people to be leaders,training 1.Ohio State studies in the late 1940sIdentify independent dimensions of leader behavior.beginning with over 1000 dimensionsinitiating structure:the extent to which a leader is likely to define&structure his role&those of subordinates in the s

8、earch for goal attainment;high on it lead to greater rates of grievances,absenteeism,&turnover&lower levels of job satisfaction for workers performing routine tasks.consideration:-have job relationships characterized by mutual trust,respect for subordinates ideas,®ard for their feelings.Negativel

9、y related to performance ratings of the leader by his superior“high-high”leader tended to achieve high performance&satisfaction more frequently than those;2.University of Michigan studiesEmployee-oriented leader:emphasizes interpersonal relationsproduction-oriented:emphasizes technical or task aspec

10、ts of the jobEmployee-oriented leaders were associated with higher group productivity&higher job satisfaction.3.The managerial grid Blake&MoutonA 9-by-9 matrix outlining 81 different stylesconcern for people,production9 possible positions along each axismanagers perform best under a 9,9 style;9,1 au

11、thority style;1,9 country club style4.Scandinavian studies Finland&SwedenBasic premise:in changing world,effective leaders would exhibit development-oriented behavior3rd separate dimension:values experimentation,seeking new ideas,&generating&implementing change.Went back&look at the original Ohio da

12、ta,-wasnt critical in those days;positive evident in 1990s dynamic environment.Chapter 11 Leadership11.4 Contingency theories leadership effectiveness was dependent on the situation,isolate those critical situational factors-moderate variables1.Fiedler Model least preferred co-worker(LPC)questionnai

13、reIdentifying leadership style:LPC score-relationship,task oriented;16%mid.Range 1200 groupsDefining the situation:leader-member relation:confidence,trust,respect in task structure:degree job assignments are procedurized position power:degree of influence a leader has over power variables such as-Ma

14、tching leaders&situation:favorable I,II,iii,Vii,Viii;change the leader to fit the situation;change the situation to fit the leader1.(2)Cognitive resource theory update in 1987A theory of leadership stating that a leader obtains effective group performance by,1st,making effective plans,decisions,&str

15、ategies;2nd,communicating them through directive behaviorhow stress&Cognitive resource such as intelligence,experience play a role on leadership effectiveness;3 prediction:directive behavior result in good performance only if it linked with high intelligence in a supportive,nonstressful environment;

16、in highly stressful situations,job experience is positive related with performance;the intellectual ability correlate with performance in nonstressful situations2.Hersey&Blanchards situational theoryA contingency theory focusing on followers readinessreadiness:the extent to which people have the abi

17、lity&willingness to accomplish a specific task 4 stages R1.unable&unwilling;R2.unable but willing;R3.able but unwilling;R4.able&willingleadership behaviors:telling(high task-low relationship)-R1;selling(high-high)-R2;participating(low-high)-R3;delegating(low-low)-R4task-able;relationship-willing3.Le

18、ader-member exchange theoryLMX:leaders create in-group&out-group,&subordinate with in-group status will have higher performance ratings,less turnover,&greater satisfaction with their superiorthe leader implicitly categorizes the subordinate as an in-&out-group&that relationship is relatively stable

19、over time;similar personal characteristicsgenerally supportive4.Path-goal theory by Robert HouseThe term path-goal is derived from the belief that effective leaders clarify the path to help their followers get the achievement of their work goals easilythe theory that a leaders behavior is acceptable

20、 to subordinate insofar as they view it as a source of either immediate or future satisfaction4 leadership behaviors:directive leader-task;supportive-consideration;participative-consulting;achievement-oriented-set challenging goals leader behaviors is ineffective when it is redundant4.Path-goal theo

21、ry2 classes of situational variables:environmental factors outside the control of;(complement)part of the personal characteristics of the subordinate(interpretation)Directive leads to greater satisfaction for ambiguous or stressful task;when there is substantive conflict within;fits one with an exte

22、rnal locus of control;is likely to be viewed as redundant by skilled subordinates.Supportive results in high performance&satisfaction for structured tasks;fits clear,bureaucratic formal authority relationships.participative fits one with an internal locus of control.achievement-oriented increase one

23、s expectancies leading high performance for ambiguous task5.Leader-participation model in 1973,by Victor Vroom&Phillip YettonA leadership theory providing a set of rules to determine the form&amount of participative D-M situationally5 behavior feasible in given situation:Autocratic I,II(information)

24、;Consultative I,II(share problem collective);&Group QR Quality Requirement;CR Commitment R;LI Leader Information;ST Problem Structure;CP Commitment Probability;GC Goal Congruence;CO Subordinate Conflict;SI Subordinate Information;TC Time Constraint;GD Geographical Dispersion;MT Motivation-Time;MD Mo

25、tivation-Development6.Irrelevant leadershipIn many situations,whatever behaviors leaders exhibit are irrelevantcertain individual,job,&organizational variables act as substitutes or neutralizersChapter 11 Leadership11.5 Recent approaches1.Attribution theory attempting to make sense out of cause-effe

26、ct relationshipPropose that leadership is merely an attribution that people make about other individualscharacterize leaders as having such traits as intelligence,outgoing personality,strong verbal skills,aggressiveness,understanding,&industriousnessuse leadership to explain organizational outcome;u

27、nder the extreme conditions2.Charismatic leadership extension of attribution theory Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviorsidentify personal characteristics of the charismatic leader:extremely high confidence,a vision,ability to

28、 articulate the vision,strong convictions in the vision,behavior out of ordinary,being a change agent,environmental sensitivity.When the followers task has an ideological component3.Transactional,Transformational leaderTransactional leader:guide or motivate their followers in the direction of establ

29、ished goals by clarifying roles&task requirement Transformational leader:provide individualized consideration&intellectual stimulation,&who pocess charismaTransformational leader get high appraisal，strongly related to lower rates of absenteeism,high productivity,high job satisfaction11.6 Contemporary issuesGender:do male&female lead different-similarity outweigh the differenceleading through empowerment-coachingeffective followership:self-manage;commit to a purpose outside;building competence;courageous,honesty,&crediblenational cultureBiological roots for leadership演讲完毕，谢谢观看！