第17章作為領(lǐng)導(dǎo)者的管理者

1、ninth editionSTEPHEN P. ROBBINSMARY COULTER 2007 Prentice Hall, Inc. All rights reserved. 172 2007 Prentice Hall, Inc. All rights reserved. 173 2007 Prentice Hall, Inc. All rights reserved. 174 2007 Prentice Hall, Inc. All rights reserved. 175 2007 Prentice Hall, Inc. All rights reserved. 176 2007 P

2、rentice Hall, Inc. All rights reserved. 177 2007 Prentice Hall, Inc. All rights reserved. 178 2007 Prentice Hall, Inc. All rights reserved. 179171017111712 2007 Prentice Hall, Inc. All rights reserved. 1713 2007 Prentice Hall, Inc. All rights reserved. 1714Source: S. A. Kirkpatrick and E. A. Locke,

3、“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. 765780.1. 內(nèi)在驅(qū)動(dòng)力。領(lǐng)導(dǎo)者非常努力，有著較高的成就愿望內(nèi)在驅(qū)

4、動(dòng)力。領(lǐng)導(dǎo)者非常努力，有著較高的成就愿望2. 領(lǐng)導(dǎo)愿望。領(lǐng)導(dǎo)者有強(qiáng)烈的愿望去影響和領(lǐng)導(dǎo)別人，樂于承擔(dān)責(zé)任領(lǐng)導(dǎo)愿望。領(lǐng)導(dǎo)者有強(qiáng)烈的愿望去影響和領(lǐng)導(dǎo)別人，樂于承擔(dān)責(zé)任3. 誠(chéng)實(shí)與正直。領(lǐng)導(dǎo)者通過真誠(chéng)一致的言行與下屬間建立相互信賴的關(guān)系誠(chéng)實(shí)與正直。領(lǐng)導(dǎo)者通過真誠(chéng)一致的言行與下屬間建立相互信賴的關(guān)系4. 自信。下屬覺得領(lǐng)導(dǎo)者從沒有懷疑過自己自信。下屬覺得領(lǐng)導(dǎo)者從沒有懷疑過自己5. 智慧。領(lǐng)導(dǎo)者需要具備足夠的智慧來搜集、整理和解釋大量的信息，并智慧。領(lǐng)導(dǎo)者需要具備足夠的智慧來搜集、整理和解釋大量的信息，并能夠確立目標(biāo)、解決問題并作出正確決策能夠確立目標(biāo)、解決問題并作出正確決策6. 與工作相關(guān)的知識(shí)。廣博

5、的知識(shí)能夠使他們做出睿智的決策，并認(rèn)識(shí)到與工作相關(guān)的知識(shí)。廣博的知識(shí)能夠使他們做出睿智的決策，并認(rèn)識(shí)到這些決策的意義這些決策的意義7. 外向。領(lǐng)導(dǎo)者精力充沛，好交際，堅(jiān)定而自信，很少沉默寡言或離群外向。領(lǐng)導(dǎo)者精力充沛，好交際，堅(jiān)定而自信，很少沉默寡言或離群 2007 Prentice Hall, Inc. All rights reserved. 1715 2007 Prentice Hall, Inc. All rights reserved. 1716 2007 Prentice Hall, Inc. All rights reserved. 1717 2007 Prentice Hall

6、, Inc. All rights reserved. 1718 2007 Prentice Hall, Inc. All rights reserved. 1719 2007 Prentice Hall, Inc. All rights reserved. 1720Source: Reprinted by permission of Harvard Business Review. An exhibit from “Breakthrough in Organization Development” by Robert R. Blake, Jane S. Mouton, Louis B. Ba

7、rnes, and Larry E. Greiner, NovemberDecember 1964, p. 136. Copyright 1964 by the President and Fellows of Harvard College. All rights reserved. 2007 Prentice Hall, Inc. All rights reserved. 1721 2007 Prentice Hall, Inc. All rights reserved. 1722 2007 Prentice Hall, Inc. All rights reserved. 17231724

8、 2007 Prentice Hall, Inc. All rights reserved. 1725 2007 Prentice Hall, Inc. All rights reserved. 17261727例：例： 總經(jīng)理辦公室的李飛受命組建企業(yè)的信息中心。為總經(jīng)理辦公室的李飛受命組建企業(yè)的信息中心。為此他在企業(yè)內(nèi)挑選了一些人員作為信息中心的工作人員，包此他在企業(yè)內(nèi)挑選了一些人員作為信息中心的工作人員，包括小陳、小蔡和老林等。其中小陳是李飛的中學(xué)同學(xué)。在李括小陳、小蔡和老林等。其中小陳是李飛的中學(xué)同學(xué)。在李飛看來，小陳雖然人比較樸實(shí)，但能力實(shí)在有限，做工作雖飛看來，小陳雖然人比較樸實(shí)，但

9、能力實(shí)在有限，做工作雖然不至于犯什么錯(cuò)誤，但動(dòng)作太慢。盡管如此，李飛覺得小然不至于犯什么錯(cuò)誤，但動(dòng)作太慢。盡管如此，李飛覺得小陳在其它方面，如為人等還是不錯(cuò)的，又是老同學(xué)，于是便陳在其它方面，如為人等還是不錯(cuò)的，又是老同學(xué)，于是便選中他到信息中心工作。據(jù)此可以判斷：（選中他到信息中心工作。據(jù)此可以判斷：（ ） A. 李飛屬于低李飛屬于低LPC型領(lǐng)導(dǎo)型領(lǐng)導(dǎo) B. 李飛屬于高李飛屬于高LPC型領(lǐng)導(dǎo)。型領(lǐng)導(dǎo)。 C. 李飛屬于民主型領(lǐng)導(dǎo)李飛屬于民主型領(lǐng)導(dǎo) D. 李飛屬于專制型領(lǐng)導(dǎo)。李飛屬于專制型領(lǐng)導(dǎo)。 答案：答案：B 2007 Prentice Hall, Inc. All rights reserv

10、ed. 1728 2007 Prentice Hall, Inc. All rights reserved. 1729 2007 Prentice Hall, Inc. All rights reserved. 17301731 任務(wù)行為任務(wù)行為 (指導(dǎo)行為指導(dǎo)行為)有能力有能力并愿意并愿意成熟成熟不成熟不成熟R4R3R2R1高高低低關(guān)系關(guān)系行為行為(支持支持行為行為)高高參與參與推銷推銷指示指示有能力有能力不愿意不愿意無能力無能力但愿意但愿意無能力無能力且不愿意且不愿意授權(quán)授權(quán)高任務(wù)高任務(wù)低關(guān)系低關(guān)系高任務(wù)高任務(wù)高關(guān)系高關(guān)系低任務(wù)低任務(wù)高關(guān)系高關(guān)系低任務(wù)低任務(wù)低關(guān)系低關(guān)系1732 2007

11、Prentice Hall, Inc. All rights reserved. 1733 2007 Prentice Hall, Inc. All rights reserved. 1734 2007 Prentice Hall, Inc. All rights reserved. 1735Source: Based on V. Vroom, “Leadership and the Decision-Making Process,” Organizational Dynamics, vol. 28, no. 4 (2000), p. 84. 2007 Prentice Hall, Inc.

12、All rights reserved. 1736Source: Adapted from V. Vroom, “Leadership and the Decision-Making Process,” Organizational Dynamics, vol. 28, no. 4 (2000), p. 87. 2007 Prentice Hall, Inc. All rights reserved. 1737 2007 Prentice Hall, Inc. All rights reserved. 1738 2007 Prentice Hall, Inc. All rights reser

13、ved. 1739 2007 Prentice Hall, Inc. All rights reserved. 1740 2007 Prentice Hall, Inc. All rights reserved. 1741 2007 Prentice Hall, Inc. All rights reserved. 1742 2007 Prentice Hall, Inc. All rights reserved. 1743 2007 Prentice Hall, Inc. All rights reserved. 1744 2007 Prentice Hall, Inc. All rights

14、 reserved. 1745 2007 Prentice Hall, Inc. All rights reserved. 1746 2007 Prentice Hall, Inc. All rights reserved. 1747 2007 Prentice Hall, Inc. All rights reserved. 1748 2007 Prentice Hall, Inc. All rights reserved. 1749 2007 Prentice Hall, Inc. All rights reserved. 1750 韓國(guó)的領(lǐng)導(dǎo)者被期望對(duì)待員工如同家長(zhǎng)韓國(guó)的領(lǐng)導(dǎo)者被期望對(duì)待員

15、工如同家長(zhǎng). 對(duì)于阿拉伯的領(lǐng)導(dǎo)者，如果對(duì)方?jīng)]有請(qǐng)求你就表現(xiàn)出仁慈和慷慨，會(huì)被對(duì)于阿拉伯的領(lǐng)導(dǎo)者，如果對(duì)方?jīng)]有請(qǐng)求你就表現(xiàn)出仁慈和慷慨，會(huì)被其他阿拉伯人視為軟弱可欺的表現(xiàn)其他阿拉伯人視為軟弱可欺的表現(xiàn). 日本領(lǐng)導(dǎo)者被期望作風(fēng)謙遜，而且說話較多日本領(lǐng)導(dǎo)者被期望作風(fēng)謙遜，而且說話較多. 斯堪的納維亞地區(qū)與荷蘭的領(lǐng)導(dǎo)者如果在公開表?yè)P(yáng)時(shí)只點(diǎn)了個(gè)別員工的斯堪的納維亞地區(qū)與荷蘭的領(lǐng)導(dǎo)者如果在公開表?yè)P(yáng)時(shí)只點(diǎn)了個(gè)別員工的名字，很可能只會(huì)讓這些個(gè)體感到尷尬，而不會(huì)激發(fā)他們的產(chǎn)生工作動(dòng)名字，很可能只會(huì)讓這些個(gè)體感到尷尬，而不會(huì)激發(fā)他們的產(chǎn)生工作動(dòng)力力. 馬來西亞的有效的領(lǐng)導(dǎo)者被期望在更多地使用專制風(fēng)格而不是參與風(fēng)格

16、馬來西亞的有效的領(lǐng)導(dǎo)者被期望在更多地使用專制風(fēng)格而不是參與風(fēng)格時(shí)顯示出同情心時(shí)顯示出同情心. 德國(guó)的有效的領(lǐng)導(dǎo)者的特點(diǎn)是：高績(jī)效導(dǎo)向，缺乏同情心，低自我保護(hù)德國(guó)的有效的領(lǐng)導(dǎo)者的特點(diǎn)是：高績(jī)效導(dǎo)向，缺乏同情心，低自我保護(hù)意識(shí)，低團(tuán)隊(duì)導(dǎo)向，高度自治，高度參與意識(shí)，低團(tuán)隊(duì)導(dǎo)向，高度自治，高度參與.Source: Based on J. C. Kennedy, “Leadership in Malaysia: Traditional Values, International Outlook,” Academy of Management Executive, August 2002, pp. 151

17、7; F.C. Brodbeck, M. Frese, and M. Javidan, “Leadership Made in Germany: Low on Compassion, High on Performance,” Academy of Management Executive, February 2002, pp. 1629; M. F. Peterson and J. G. Hunt, “International Perspectives on International Leadership,” Leadership Quarterly, Fall 1997, pp. 20

18、331; R. J. House and R. N. Aditya, “The Social Scientific Study of Leadership: Quo Vadis?” Journal of Management, vol. 23, no. 3, (1997), p. 463; and R. J. House, “Leadership in the Twenty-First Century,” in A. Howard (ed.), The Changing Nature of Work (San Francisco: Jossey-Bass, 1995), p. 442. 2007 Prentice Hall, Inc. All rights reserved. 1751 2007 Prentice Hall, Inc. All rights reserved. 1752Source: R.