羅賓斯管理學(xué)管理者的領(lǐng)導(dǎo)力ManagersasLeaders.ppt

MangersasLeaders Chapter9 3 16 2 Contents WhoAreLeadersandWhatIsLeadershipEarlyLeadershipTheoriesContingencyTheoriesofLeadershipContemporaryViewsonLeadershipLeadershipIssuesintheTwenty FirstCentury 17 3 WhoAreLeadersandWhatIsLeadership 17 4 LeadersandLeadership DLeader領(lǐng)導(dǎo) Someonewhocaninfluenceothersandwhohasmanagerialauthority 17 5 LeadersandLeadership DLeader領(lǐng)導(dǎo) Someonewhocaninfluenceothersandwhohasmanagerialauthority 17 6 LeadersandLeadership DLeadership領(lǐng)導(dǎo)力 Whatleadersdo theprocessofinfluencingagrouptoachievegoals管理者為取得目標(biāo)而做的一系列影響群體成員行為的過(guò)程Ideally allmanagersshouldbeleadersAlthoughgroupsmayhaveinformalleaderswhoemerge thosearenottheleaderswe restudying 17 7 LeadersandLeadership Leadershipresearchhastriedtoanswer Whatisaneffectiveleader 如何成為有效的領(lǐng)導(dǎo) 17 8 Q1 Doyouthinkleadershaveparticulartraits 領(lǐng)導(dǎo)是否有特質(zhì) ResearchersattheUniversityofCambridgefound Menwithlongerringfingers comparedwiththeirindexfingers tendedtobemoresucessfulinthehigh frequencytradingintheLondonfinancialdistrict 17 9 Q2 Ifyes Whataretraitsofleadersinyouropinion 17 10 Outlines 2 EarlyLeadershipTheories TraitTheoriesBehavioralTheoriesUniversityofIowaStudiesTheOhioStateStudiesUniversityofMichiganStudiesTheManagerialGrid 17 11 2 1TraitTheories 1920s 30s 特質(zhì)理論 PersonaltraitidentificationresearchPhysicalstature appearance socialclass emotionalstability fluencyofspeech andsociability unsuccessful 17 12 2 1TraitTheories 1920s 30s 特質(zhì)理論 Leadership 領(lǐng)導(dǎo)力 traitidentificationresearch successfulDrive 內(nèi)在驅(qū)動(dòng)力Thedesiretolead 領(lǐng)導(dǎo)愿望Honestyandintegrity 誠(chéng)實(shí)與正直Self confidence 自信Intelligence 智慧Job relevantknowledge 工作相關(guān)知識(shí)Extraversion 外向性 17 13 Exhibit17 1SevenTraitsAssociatedwithLeadership Source S A KirkpatrickandE A Locke Leadership DoTraitsReallyMatter AcademyofManagementExecutive May1991 pp 48 60 T A Judge J E Bono R llies andM W Gerhardt PersonalityandLeadership AQualitativeandQuantitativeReview JournalofAppliedPsychology August2002 pp 765 780 P461 17 14 Limitationoftraittheory TraittheoriesFocusedontraits ignoredinteractionofleadersandtheirgroupmembersaswellassituationalfactorsFurtherthinkingaboutleadershipWhateffectiveleadersdid Behaviors 17 15 2 2BehavioralTheories行為理論 1 UniversityofIowaStudies KurtLewin 愛荷華大學(xué)研究Identifiedthreeleadershipstyles Autocraticstyle獨(dú)裁風(fēng)格 centralizedauthority lowparticipationDemocraticstyle民主風(fēng)格 involvement highparticipation feedbackLaissezfairestyle放任風(fēng)格 hands offmanagement 17 16 Exhibit17 2BehavioralTheoriesofLeadership P462 Researchfindings mixedresultsNospecificstylewasconsistentlybetterforproducingbetterperformanceEmployeesweremoresatisfiedunderademocraticleaderthananautocraticleader 17 17 BehavioralTheories cont d 2 OhioStateStudies俄亥俄州立大學(xué)IdentifiedtwodimensionsofleaderbehaviorInitiatingstructure定規(guī)維度 Consideration關(guān)懷維度 17 18 BehavioralTheories cont d 2 OhioStateStudies俄亥俄州立大學(xué)IdentifiedtwodimensionsofleaderbehaviorInitiatingstructure定規(guī)維度 Theextenttowhichaleaderdefinedhisorherroleandtherolesofgroupmembers Itincludedbehaviorsthatinvolvedattemptstoorganizework workrelationships andgoals 領(lǐng)導(dǎo)者界定自己和成員的角色的程度 包括組織安排工作 梳理工作關(guān)系和明確目標(biāo)的程度Consideration關(guān)懷維度 Theextendtowhichaleaderhadworkrelationshipscharacterizedbymutualtrustandrespectforgroupmembers ideasandfeelings 領(lǐng)導(dǎo)者在工作中尊重下屬的看法和情感并與下屬建立相互信任的程度 17 19 Exhibit17 2BehavioralTheoriesofLeadership P462 Researchfindings mixedresultsHigh highleadersgenerally butnotalways achievedhighgrouptaskperformanceandsatisfaction Evidenceindicatedthatsituationalfactorsappearedtostronglyinfluenceleadershipeffectiveness 16 20 BehavioralTheories 3 UniversityofMichiganStudies密歇根大學(xué)研究IdentifiedtwodimensionsofleaderbehaviorEmployeeoriented員工導(dǎo)向 emphasizingpersonalrelationships employees needs interpersonalrelationships Productionoriented生產(chǎn)導(dǎo)向 emphasizingtaskaccomplishment technicalortaskaspectofjob 16 21 Exhibit17 2 cont d BehavioralTheoriesofLeadership P462 Researchfindings Leaderswhoareemployeeorientedarestronglyassociatedwithhighgroupproductivityandhighjobsatisfaction 17 22 4 TheManagerialGrid管理方格 DManagerialGridAppraisesleadershipstylesusingtwodimensions Concernforpeople關(guān)心人Concernforproduction關(guān)心生產(chǎn)Placesmanagerialstylesinfivecategories SeenextpageExhibit17 XManagerialgrid 17 23 Exhibit17 xTheManagerialGrid Source ReprintedbypermissionofHarvardBusinessReview Anexhibitfrom BreakthroughinOrganizationDevelopment byRobertR Blake JaneS Mouton LouisB Barnes andLarryE Greiner November December1964 p 136 Copyright 1964bythePresidentandFellowsofHarvardCollege Allrightsreserved P374 17 24 Exhibit17 2 cont d BehavioralTheoriesofLeadership P462 17 25 Outline 3 ContingencyTheoriesofLeadership TheFiedlerModelHerseyandBlanchard sSituationalLeadershipTheoryRobertHouse sPath GoalModel 權(quán)變的領(lǐng)導(dǎo)理論 ContingencyTheoriesIf Then 17 26 17 27 3 1TheFiedlerModel費(fèi)德勒模型 DTheFiedlerModel費(fèi)德勒模型Ifamanager sleaderstyleisthis thenhe sheshouldworkinthissituationIfasituationisthat thenthatsituationneedsathattypeofleaderAssumptionsofFiedler Therearedifferenttypesofworks situations anddifferenttypesofmanagers Leadersdonotreadilychangeleadershipstyles Acertainleadershipstyleshouldbemosteffectiveindifferenttypesofsituations Matchingtheleadertothesituationorchangingthesituationtomakeitfavorabletotheleaderisrequired 17 28 3 1TheFiedlerModel費(fèi)德勒模型 DTheFiedlerModel費(fèi)德勒模型Proposesthateffectivegroupperformancedependsuponthepropermatchbetweentheleader sstyleofinteractingwithfollowersandthedegreetowhichthesituationallowstheleadertocontrolandinfluence 領(lǐng)導(dǎo)風(fēng)格與員工的匹配 領(lǐng)導(dǎo)者能夠控制和影響情境的程度 績(jī)效取決于這兩者的匹配 keyfactorsinleadershipsuccess HowtoidentifystylesofleadershipHowtoevaluatethesituation 17 29 17 30 Howtomatch TheFiedlerModel cont d MeasurementandMatch測(cè)量與匹配方法 Leadershipstyle Least preferredco worker LPC questionnaire最難共事者問(wèn)卷Determinesleadershipstylebymeasuringresponsesto18pairsofcontrastingadjectives pleasant unpleasantcold warmboring interestingHighscore 64 arelationship orientedleadershipstyle關(guān)系取向Lowscore 57 atask orientedleadershipstyle任務(wù)取向 17 31 Howtomatch TheFiedlerModel cont d MeasurementandMatch測(cè)量與匹配方法 Situation situationfactorsinmatchingleadertothesituation Leader memberrelations人際關(guān)系 good bad Taskstructure工作結(jié)構(gòu) High low Positionpower職位權(quán)力 Strong weak 17 32 Exhibit17 3FindingsoftheFiedlerModel P465 17 33 Conclusions MatchTask orientedleadersperformedbetterinveryfavorablesituationsandinveryunfavorablesituationsRelationship orientedleadersperformedbetterinmoderatelyfavorablesituationsSolutionBringinanewleaderwhosestylebetterfitthesituationChangethesituationtofittheleader 17 34 3 1TheFiedlerModel費(fèi)德勒模型 Validity yesCriticismWrongassumption EffectiveleaderscanchangetheirstylesComplexitytouse 17 35 3 2Hersey Blanchard sSituationalLeadershipTheory SLT 赫塞 布蘭查德的情境領(lǐng)導(dǎo)理論 HerseyandBlanchard sSituationalLeadershipTheory SLT Arguesthatsuccessfulleadershipisachievedbyselectingtherightleadershipstylewhichiscontingentonthelevelofthefollowers readiness 成功的領(lǐng)導(dǎo)是通過(guò)選擇恰當(dāng)?shù)念I(lǐng)導(dǎo)方式來(lái)實(shí)現(xiàn)的 選擇的過(guò)程根據(jù)下屬的成熟度水平而定 Readiness成熟度 theextenttowhichfollowershavetheabilityandwillingnesstoaccomplishaspecifictask Leadersmustrelinquish 放棄 controloverandcontactwithfollowersastheybecomemorecompetent 稱職 17 36 HerseyandBlanchard sSituationalLeadershipTheory SLT 赫塞 布蘭查德的情境理論P(yáng)ositsfourstagesfollowerreadiness R1 followersareunableandunwillingR2 followersareunablebutwillingR3 followersareablebutunwillingR4 followersareableandwilling 17 37 HerseyandBlanchard sSituationalLeadershipTheory SLT 赫塞 布蘭查德的情境領(lǐng)導(dǎo)理論CreatesfourspecificleadershipstylesincorporatingFiedler stwoleadershipdimensions Telling命令 hightask lowrelationshipleadershipSelling教練 hightask highrelationshipleadershipParticipating參與 lowtask highrelationshipleadershipDelegating授權(quán) lowtask lowrelationshipleadership 17 38 HerseyandBlanchard sSituationalLeadershipTheory SLT 赫塞 布蘭查德的情境領(lǐng)導(dǎo)理論強(qiáng)調(diào)結(jié)論是 R1 followersareunableandunwilling Telling命令型R2 followersareunablebutwilling Selling教練型R3 followersareablebutunwilling Participating參與型R4 followersareableandwilling Delegating授權(quán)型 17 39 3 3Path GoalModel路徑 目標(biāo)模型羅伯特豪斯 Statesthattheleader sjobistoassisthisorherfollowersinattainingtheirgoalsandtoprovidedirectionorsupporttoensuretheirgoalsarecompatiblewithorganizationalgoals 領(lǐng)導(dǎo)者的工作是幫助下屬達(dá)到他們的目標(biāo) 為下屬提供指導(dǎo)與支持 以確保下屬各自的目標(biāo)與組織的目標(biāo)保持一致 Leadersassumedifferentleadershipstylesatdifferenttimesdependingonthesituation Directiveleader指示型Supportiveleader支持型Participativeleader參與型Achievementorientedleader成就導(dǎo)向型 17 40 Exhibit17 4Path GoalTheory路徑 目標(biāo)理論羅伯特豪斯 P468 17 41 SomePrediction Conclusions SomePredictionsDirectiveleadershipSupportiveleadershipParticipativeleadership參與型Achievementorientedleadership成就導(dǎo)向型 ConclusionLeader scompensatesforshortcomingsEmployeeperformanceandsatisfactionExplainingalreadycleartasks tasksabletobehandledEmployeeperformanceandsatisfaction R P468 17 42 LearningOutlines 4 ContemporaryViewsofLeadership Transactionalandtransformationalleaders Charismaticandvisionaryleadership Teamleadership 17 43 4 1Leader MemberExchange LMX Theory Leader MemberExchangeTheoryTheleadershiptheorythatsaysleaderscreatein groupsandout groupsandthoseinthein groupwillhavehigherperformanceratings lessturnover andgreaterjobsatisfactionHowtochoosemembers similarities competence Characteristicsdrivethedecisions 17 44 4 2TransformationalLeadership TransactionalLeadership變革型與交易型領(lǐng)導(dǎo) TransactionalLeadership交易型領(lǐng)導(dǎo)Leaderswhoguideormotivatetheirfollowersinthedirectionofestablishedgoalsbyexchangingrewardsfortheirproductivity TransformationalLeadership變革型領(lǐng)導(dǎo)Leaderswhostimulateandinspirefollowerstoachieveextraordinaryoutcomes Focusonfollowers interestinganddevelopmentneeds helpfollowersbylookingatoldproblemsinnewwaysResearchessupportTLBusiness militaryleadersLeadersinStart upfirms 17 45 Thinkdifferent 17 46 喬布斯希望挖走百事可樂(lè)高管約翰 斯卡利 JohnSculley 因此對(duì)斯卡利說(shuō) 16 47 4 3Charismatic VisionaryLeadership領(lǐng)袖魅力型與愿景規(guī)劃型領(lǐng)導(dǎo) CharismaticLeadership領(lǐng)袖魅力型領(lǐng)導(dǎo)DAnenthusiastic self confidentleaderwhosepersonalityandactionsinfluencepeopletobehaveincertainways Ex JeffBezos founderandCEOofA 17 48 JeffBezos founderandCEOofA 16 49 4 3Charismatic VisionaryLeadership領(lǐng)袖魅力型與愿景規(guī)劃型領(lǐng)導(dǎo) Characteristicsofcharismaticleaders Haveavision Areabletoarticulate表達(dá)thevision Arewillingtotakeriskstoachievethevision Aresensitivetotheenvironmentandfollowerneeds Exhibitbehaviorsthatareoutoftheordinary Ex JeffBezos founderandCEOofA 16 50 4 3Charismatic VisionaryLeadership領(lǐng)袖魅力型與愿景規(guī)劃型領(lǐng)導(dǎo) CharismaticLeadership領(lǐng)袖魅力型領(lǐng)導(dǎo)MostresearchshowspositiverelationshipbetweencharismaticleadershipandhighperformanceandsatisfactionCharismaticleadershipcanbelearned EX charismaticcoursesCharismaticleadershipisnotalwaysproductive mostappropriatewhenthefollower staskhasanideologicalpurposeorwhentheenvironmentinvolvesahighdegreeofstressanduncertainty 17 51 4 3Charismatic VisionaryLeadership VisionaryLeadership愿景規(guī)劃型領(lǐng)導(dǎo)Aleaderwhocreatesandarticulatesarealistic credible andattractivevisionofthefuturethatimprovesuponthepresentsituation Visionaryleadershavetheabilityto Explainthevisiontoothers Expressthevisionnotjustverballybutthroughbehavior Extendorapplythevisiontodifferentleadershipcontexts EX ChiairmanMaoZhedongFoundersofmanyventurecompanies 16 52 4 4TeamLeadership團(tuán)隊(duì)領(lǐng)導(dǎo) TeamLeadershipCharacteristicsHavingpatiencetoshareinformationBeingabletotrustothersandtogiveupauthorityUnderstandingwhentointerveneTeamLeader sJobManagingtheteam sexternalboundaryFacilitatingtheteamprocessCoaching facilitating handlingdisciplinaryproblems reviewingteamandindividualperformance training andcommunication 17 53 Exhibit17 5SpecificTeamLeadershipRoles P472 17 54 LearningOutline 5 LeadershipIssuesintheTwenty FirstCentury Fivesourcesofaleader spower Issuestoday sleadersface 自 17 55 5 1ManagingPower SourcesofLeader sPowerLegitimatepower法定權(quán)力Thepoweraleaderhasasaresultofhisorherposition Coercivepower強(qiáng)制權(quán)力Thepoweraleaderhastopunishorcontrol Rewardpower獎(jiǎng)賞權(quán)力Thepowertogivepositivebenefitsorrewards Expertpower專家權(quán)力Theinfluencealeadercanexertasaresultofhisorherexpertise skills orknowledge Referentpower參照權(quán)力Thepowerofaleaderthatarisebecauseofaperson sdesirableresourcesoradmiredpersonaltraits Mosteffectiveleadersrelyonseveraldifferentformsofpowertoaffectthebehaviorandperformanceoftheirfollowers 17 56 5 2DevelopingCredibilityandTrust Credibility ofaLeader 信譽(yù)Theassessmentofaleader shonesty competence andabilitytoinspirebyhisorherfollowers對(duì)領(lǐng)導(dǎo)的誠(chéng)實(shí) 勝任力和鼓舞他人的能力的判斷 Trust信任Isthebeliefoffollowersandothersintheintegrity character andabilityofaleader 為人 人格和領(lǐng)導(dǎo)能力的信仰 Dimensionsoftrust integrity competence consistency loyalty andopenness 正直 能力 一貫 忠誠(chéng) 開放Isrelatedtoincreasesinjobperformance organizationalcitizenshipbehaviors jobsatisfaction andorganizationcommitment 17 57 Exhibit17 6SuggestionsforBuildingTrust Practiceopenness Befair Speakyourfeelings Tellthetruth Showconsistency Fulfillyourpromises Maintainconfidences Demonstratecompetence P474 17 58 5 3EmpoweringEmployees Empowerment授權(quán)Whyempoweremployees Quickerresponsesproblemsandfasterdecisions Addressestheproblemofincreasedspansofcontrolinrelievingmanagerstoworkonotherproblems 17 59 5 4LeadingAcrossCultures EffectiveleadersusedifferentleadingstylesindifferentculturesUniversalElementsofEffectiveLeadershipVision愿景Foresight遠(yuǎn)見Providingencouragement鼓勵(lì)Trustworthiness值得信耐Dynamism充滿活力Positiveness積極性Proactiveness主動(dòng)性 17 60 Exhibit17 7SelectedCross CulturalLeadershipFindings Koreanleadersareexpectedtobepaternalistictowardemployees ArableaderswhoshowkindnessorgenerositywithoutbeingaskedtodosoareseenbyotherArabsasweak Japaneseleadersareexpectedtobehumbleandspeakfrequently ScandinavianandDutchleaderswhosingleoutindividualswithpublicpraisearelikelytoembarrass notenergize thoseindividuals EffectiveleadersinMalaysiaareexpectedtoshowcompassionwhileusingmoreofanautocraticthanaparticipativestyle EffectiveGermanleadersarecharacterizedbyhighperformanceorientation lowcompassion lowself protection lowteamorientation highautonomy andhighparticipation Source BasedonJ C Kennedy LeadershipinMalaysia TraditionalValues InternationalOutlook AcademyofManagementExecutive August2002 pp 15 17 F C Brodbeck M Frese andM Javidan LeadershipMadeinGermany LowonCompassion HighonPerformance AcademyofManagementExecutive February2002 pp 16 29 M F PetersonandJ G Hunt InternationalPerspectivesonInternationalLeadership LeadershipQuarterly Fall1997 pp 203 31 R J HouseandR N Aditya TheSocialScientificStudyofLeadership QuoVadis JournalofManagement vol 23 no 3 1997 p 463 andR J House LeadershipintheTwenty FirstCentury inA Howard ed TheChangingNatureofWork SanFrancisco Jossey Bass 1995 p 442 P