領導者與管理者的區(qū)別PPT

1、8th editionSteven P. RobbinsMary Coulter1720. Learning Objectives You should learn to:Explain the difference between managers and leaders( 管理者與領導者的區(qū)別)Describe the trait(個性特征) and behavioral theories of leadershipExplain the Fiedler contingency model(菲德勒權(quán)變模型)Contrast the Hersey-Blanchard(何塞-布蘭查) and

2、leader participation (參與)models of leadershipSummarize the path-goal (路徑-目標) model1730. Learning Objectives (cont.) You should learn to: Explain the various sources (多種來源)of power a leader might possessDescribe how leaders can create (創(chuàng)造)a culture of trust(信任)Explain gender (性別)and cultural (文化)diff

3、erences in leadership174一一. Leadership 領導領導 1 . Leader(領導者) someone who can influence others(影響別人) and who has managerial authorityvall managers should ideally(最好最好) be leadersvnot all leaders have the ability to be an effective manager 2. Leadership (領導) process of influencing a group toward the ac

4、hievement of goals a heavily researched topic(一個熱門的研究題目)175二二. Early Leadership Theories 早期理論早期理論 1. Trait Theories(特質(zhì)理論) leader traits(領導者個性特征領導者個性特征) - characteristics that might be used to differentiate leaders from nonleadersvmight be used as a basis for selecting the “right(合適)” people to assum

5、e(任命) formal leadership positions proved to be impossible to identify a set of traits that would always differentiate(區(qū)分) leaders from nonleadersvexplanations based solely (僅僅)on traits ignored the interactions (相互作用)of leaders, their groups, and situational factors Ex.17-1 Seven Traits associated w

6、ith leadership 176二二. Early Leadership Theories(續(xù)續(xù)1)2. Behavioral Theories(領導行為理論) knowing what effective leaders do would provide the basis for training leaders(知道有效領導者做什么，用于領導的訓練)(1) University of Iowa Studies(依阿華大學的研究依阿華大學的研究) - Kurt Lewin(勒文)vexplored three leadership styles(領導模式) Autocratic(獨裁式

7、)- leader dictated(指定) work methods Democratic(民主式民主式) - involved (參與)employees in decision makingused feedback to coach employees laissez-faire(放任式放任式) - gave the group complete freedomvresults were mixed with (不確定)respect to (就)performance-satisfaction higher with democratic leader177二二. Early Lea

8、dership Theories(續(xù)續(xù)2) 2. Behavioral Theories (cont.)(2) Ohio State Studies(俄核俄州大學俄核俄州大學) - identified two dimensions of leadership(兩個影響領導的維度)，組合出四種領導方式vinitiating structure(以工作為重以工作為重) - extent to which a leader was likely to define and structure her/his role and the roles of group members to seek g

9、oal attainmentvConsideration(以人為重以人為重) - extent to which a leader had job relationships characterized by mutual trust and respect for group members ideas and feelingsvfindings - high-high leaders achieved high group task performance and satisfaction however, high-high was not always effective(不是始終有效

10、的領導方式)178二二. Early Leadership Theories (續(xù)續(xù)3.) 2. Behavioral Theories (cont.)(3) University of Michigan(密歇根大學密歇根大學) Studies - identified two dimensions of leadership：兩種領導方式vemployee oriented(員工導向員工導向) - emphasized interpersonal relationships accepts individual differences among subordinates associate

11、d with high group productivity，高生產(chǎn)效率vproduction oriented(生產(chǎn)導向生產(chǎn)導向) - emphasized the technical or task aspects of the job concerned with accomplishing the groups tasks associated with low group productivity and low job satisfaction，低生產(chǎn)率和低員工滿意179二二. Early Leadership Theories (續(xù)續(xù)4.) 2. Behavioral Theor

12、ies (cont.)(4) Managerial Grid(管理方格理論管理方格理論) - two-dimensional grid (兩維方格)that provides a framework for conceptualizing leadership stylevdimensions are concern for people and concern for production(關心工作關心工作)vfive management styles(五種管理方式) described impoverished (1,1)，貧乏型- minimum effort to reach goa

13、ls and sustain organization membership task (9,1)，任務型任務型 - arrange operations to be efficient with minimum human involvement middle-of-the-road (5,5)，中間型中間型 - adequate performance by balancing work and human concerns 1710二二. Early Leadership Theories (續(xù)續(xù)5.) 2. Behavioral Theories (cont.)(2) Manageri

14、al Grid (管理方格， cont.)vfive management styles described (cont.) country club (1,9)，俱樂部型俱樂部型 - attention to human needs and creation of comfortable work environment team (9,9)，團隊型- committed people motivated by a common purpose, trust, and mutual respectvconcluded that managers should use (9,9) style

15、little empirical evidence to support this conclusion (幾乎沒有經(jīng)驗證據(jù)支持這個結(jié)論) no rationale for what made a manager an effective leader1711Contingency Theories Of Leadership 領導權(quán)變理論領導權(quán)變理論 *. Basic Assumptionsleader effectiveness depends on the situation(領導的有效性與情景有關)must isolate situational conditions or conti

16、ngencies(必須分離出情景條件或者說情景變量)1712 1. Fiedler Model(菲德勒模型) effective group performance depends on matching the leaders style(領導方式) and the degree to which the situation permits(讓) the leader to control and influence(控制和影響) Least-Preferred Coworker (LPC，最喜歡的員工最喜歡的員工) - measures the leaders style of inter

17、acting with subordinates來刻畫領導模式vhigh LPC - least preferred coworker described in relatively favorable terms leader is relationship orientedvlow LPC - least preferred coworker described in relatively unfavorable terms leader is task oriented三三. Contingency Theories (續(xù)續(xù)1)1713三三. Contingency Theories (

18、續(xù)續(xù)2 ) 1. Fiedler Model (菲德勒模型，cont.)model assumes that leaders style was always the same and could not change in different situationsthree contingency factors (三個權(quán)變因素)that identify eight possible leadership situations that vary in favorability(有利性)。三個因素如下：vleader-member relations(領導與成員關系領導與成員關系) - d

19、egree of confidence, trust, and respect members had for leadervtask structure(任務結(jié)構(gòu)任務結(jié)構(gòu)) - degree to which job assignments were formalized and procedurizedvposition power(職務權(quán)力職務權(quán)力) - degree of influence a leader had over power-based activities1714* Findings Of The Fiedler ModelCategoryLeader-MemberRe

20、lationsTask StructurePosition PowerI II III IV V VI VII VIII Good Good Good Good Poor Poor Poor Poor High High Low Low High High Low LowStrong Weak Strong Weak Strong Weak Strong WeakFavorableUnfavorableModerateGoodPoorPerformance績效RelationshipOrientedTaskOriented1715三三. Contingency Theories (續(xù)續(xù)3) 1

21、. Fiedler Model (菲德勒模型，cont.) results indicated that:vtask-oriented leaders performed better in situations that are very favorable to them and in situations that are very unfavorablevrelationship-oriented(關系導向) leaders performed better in situations that are moderately favorable implications for imp

22、roving leadershipvplace leaders in situations suited to their stylevchange the situation to fit the leader considerable empirical support (經(jīng)驗支持這個理論模型)for the model Unrealistic(不現(xiàn)實)to assume that leader cannot alter(改變) their style1716三三. Contingency Theories (續(xù)續(xù)4) 2. Hersey and Blanchards Situationa

23、l Leadership Theory(何塞-布蘭查情景領導理論)appropriate leadership style is contingent on the followers readiness(成熟性)vreadiness - extent to which people have the ability and willingness (能力和意愿)to accomplish a specific taskreflects the reality that it is followers who accept or reject the leaderbased on two le

24、adership dimensions(兩大領導維度)vtask behaviors：任務行為者任務行為者vrelationship behaviors：關系行為者關系行為者1717三三. Contingency Theories (續(xù)續(xù)5) 2. Situational Leadership Theory (續(xù))four leadership styles defined by the two dimensions(識別出四種領導風格或方式)vTelling，命令型命令型 - leader defines roles and tells people how to do their jobs

25、，-people are neither competent nor confidentvSelling，推銷型推銷型 - leader is both directive and supportive people are unable but willing to do necessary tasksvParticipating，參與型參與型 - leader and follower make decisions people are able but unwilling to do the jobvDelegating，授權(quán)型授權(quán)型 - leader provides little d

26、irection or support . -people are able and willing to do the jobtests of the theory have yielded disappointing results(實證研究結(jié)論，令人失望)1718Hersey and Blanchards Situational Leadership Model1719三三. Contingency Theories (續(xù)續(xù)5) 3. Leader-Participation (領導-參與)Model 3.1 理論起源和基本觀點：Victor Vroom (佛如姆)and associa

27、tes(同事)- relate leadership behavior and participation to decision making(考察了領導行為與決策的關系)provides a sequential set of rules to follow in determining the form and amount of participation in decision makingvrule selection determined by the situationprovides an excellent(非常有力的) guide to help managers cho

28、ose an appropriate leadership style to fit the situation1720 3. Leader Participation Model(cont.)-5 Leadership StylesvDecide(決斷型決斷型) - leader makes decision alone, either announcing or selling to groupvConsult Individually(個別咨詢型個別咨詢型) - leader makes decision after obtaining feedback from group membe

29、rs individuallyvConsult Group(顧問團型顧問團型) - leader makes decision after obtaining feedback from group members in meetingvFacilitate(促進型促進型) - leader, acting as facilitator, defines problem and boundaries for decision-making after presenting it to groupvDelegate(授權(quán)型授權(quán)型) - leader permits group to make d

30、ecision within prescribed limits三三. Contingency Theories (續(xù)續(xù)6 )1721三三. Contingency Theories (續(xù)續(xù)6) 4. Path-Goal(路徑-目標) ModelRobert House(羅伯特.豪斯) - leaders job is to assist followers in attaining their goals that are compatible相容 with the overall objectives of the group or organizationleader behavior

31、is:vAcceptable，接受接受 to the degree that group views it as a source of immediate or future satisfactionvMotivational，激勵，to the extent that it: makes satisfaction of subordinates needs contingent on effective performance provides the coaching, guidance, support, and rewards necessary for effective perf

32、ormance1722三三. Contingency Theories (續(xù)續(xù)7) 4. Path-Goal Model (路徑-目標，cont.) identifies four leadership behaviors，識別出四種領導行為vDirective，命令式命令式 - describes tasks, sets schedules, and offers guidance on task performancevSupportive，支持式支持式 - shows concern for subordinatesvParticipative，參與式參與式 - relies on su

33、bordinates suggestions when making a decisionvAchievement oriented，成就導向式成就導向式 - sets challenging goals Assumes(假定) that a leader can display any or all of the behaviors depending on the situation Path goal1723三三. Contingency Theories (續(xù)續(xù)8.) 4. Path-Goal Model (路徑-目標，cont.) two classes of contingency

34、 variables(權(quán)變變量)vEnvironment(環(huán)境環(huán)境) - outside the control of the follower determine the type of leader behavior required if follower outcomes are to be maximizedvPersonal - characteristics of the follower determine how the environment and leader behavior are interpreted leader behavior will be ineffe

35、ctive when:vit is redundant(多余的) with sources of environmental structure vit is incongruent with(不一致) follower characteristics most evidence supports the logic underlying (蘊涵的邏輯) the model1724* Path-Goal Theory小結(jié)小結(jié) Environmental Contingency Factors Task Structure Formal Authority System Work GroupLe

36、ader Behavior Directive Supportive Participative Achievement orientedOutcomes Performance SatisfactionSubordinateContingency Factors Locus of Control Experience Perceived Ability1725Contemporary Issues In Leadership 1. Leaders and Power(領導與權(quán)力) five sources of power(五種權(quán)力來源)vLegitimate(法定法定) - authori

37、ty associated with a positionvCoercive(威脅威脅) - ability to punish or control followers react out of fearvReward(獎勵獎勵) - ability to give positive benefits provide anything that another person valuesvExpert(專業(yè)專業(yè)) - influence based on special skills or knowledgevReferent(聲望、品德聲望、品德) - arises because of

38、a persons desirable resources or personal traits leads to admiration and desire to be like that person1726四四. Contemporary Issues In Leadership (cont.) 2. Creating a Culture of Trust(創(chuàng)造信任的文化)Credibility(可信性可信性) - honesty, competence, and ability to inspire(激發(fā)，鼓動)vhonesty is the number one characteri

39、stic of admired leadersTrust - belief in the integrity, character, and ability of the leadervconfident that rights and interests will not be abused(濫用)vimportant for empowering subordinates must trust employees to use their new authorityvtrend toward expanding non-authority relationships within and

40、between organizations widens(擴大) the need for trust1727* Building Trust(建立建立信任信任 )PracticeopennessTell thetruthMaintainconfidencesShowconsistencyFulfill yourpromisesTrustSpeak yourfeelingsDemonstratecompetenceBe fair1728四四. Contemporary Issues In Leadership (cont.) 3. Leading Through Empowerment(通過授

41、權(quán)領導)managers increasingly leading by empowermentvneed for quick decisions by people who are most knowledgeable(最清楚)about the issues(問題)vlarger spans of control(控制幅度增大) resulting from downsizing meant that subordinates had to be empowered to deal with work load 4. Gender and Leadership(性別與領導)gender p

42、rovides behavioral tendencies(行為傾向) in leadershipwomen adopt more democratic style, share power and information, and attempt to enhance followers self-worth(自我價值)men more directive, command-in-control style1729四四. Contemporary Issues In Leadership (cont.) 4. Gender and Leadership (cont.)Is different

43、 better(有各自的長處有各自的長處)?vWhen rated by peers, employees, and bosses, women executives score better than male counterpartsvexplanations of difference in effectiveness include:Flexibility(靈活性), teamwork(團隊工作), trust(信任), and information sharing(信息共享) are replacing (替代)rigid structures, competitive indiv

44、idualism(個人競爭), control, and secrecy(保密)best managers listen, motivate, and provide supportwomen do the above better than menvthere is still no “one best” leadership style(沒有最佳的領導方式)cant assume認為 that womens style is always better1730* Where Female Managers Do Better(女領導者的優(yōu)點女領導者的優(yōu)點)1731Contemporary

45、Issues In Leadership (cont.) 5. Leadership Styles in Different Countrieseffectiveness of leadership style influenced by national culturevLeaders constrained by the cultural conditions their followers have come to expectmost leadership theories developed in the U.S.vemphasize follower responsibilitie

46、s rather than rightsvassume self-gratification(自我滿意) rather than commitment to duty(盡職)vassume centrality of work(以工作中心) and democratic value orientationvstress rationality(理性) rather than spirituality(精神)1732四四. Contemporary Issues in Leadership (cont.) 6. Sometimes Leadership is Irrelevant!leader

47、behaviors(領導者行為) may be irrelevant in some situationsfactors that reduce leadership importance include:vfollower characteristics(下屬特性) - experience, training, professional orientation, or need for independence replace the need for leader support and ability to reduce ambiguity(減少模糊性)vjob characteris

48、tics(工作特性) - unambiguous(清楚) and routine tasks, or tasks that are intrinsically(內(nèi)在的) satisfying, place fewer demands on leadersvorganizational characteristics(組織特性) - explicit(清楚的) goals, rigid(固定的) rules and procedures, and cohesive(內(nèi)聚力的) work groups can substitute for formal leadership1733Current

49、Approaches to Leadership Transactional LeadershipLeaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. Transformational LeadershipLeaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements.Leaders who also are capable of having a profound and extraordinary effect on their followers.1734Providing Online Leadership Challenges of Online LeadershipCommunicationvChoosing the right words, structure, tone, and style for digital co