領導力理論ppt課件

1、Leadership Theories“Trust men and they will be true to you; treat them greatly and they will show themselves to be great.Ralph Waldo EmersonLeadership Models Model One: authoritarian, democratic or laissez-faireModel Two: task vs interpersonalAuthoritarianA style of leadership in which the leader us

2、es strong, directive, controlling actions to enforce the rules, regulations, activities and relationships in the work environment.Organizational Behavior, Nelson & QuickAuthoritarian Sets goals individuallyEngages primarily in one-way, downward communicationControls discussions of followersSets poli

3、cy and procedures unilaterally Dominates interactionPersonally directs the completion of tasksProvides infrequent positive feedbackRewards obedience and punishes mistakesExhibits poor listening skillsUses conflict for personal gainDemocraticA style of leadership in which the leaders takes collaborat

4、ive, responsive, interactive actions with followers concerning the work and the work environment.Organizational Behavior, Nelson & QuickDemocraticInvolves followers in setting goalsEngages in two-way, open communicationFacilitates discussion with followersSolicits input regarding determination of po

5、licy and proceduresFocuses interactionProvides suggestions and alternatives for the completion of tasksProvides frequent positive feedbackRewards good work and uses punishment only as a last resortExhibits effective listening skillsMediates conflict for group gainLaissez-Faire (“l(fā)eave them alone)A s

6、tyle of leadership in which the leader fails to accept the responsibilities of the position.Organizational Behavior, Nelson & QuickLaissez-FaireAllows followers free rein to set their own goalsEngages in noncommittal, superficial communicationAvoids discussion with followers to set policy and proced

7、uresAvoids interactionProvides suggestions and alternatives for the completion of tasks only when asked to do so by followersProvides infrequent feedback of any kindAvoids offering rewards or punishmentsMay exhibit either poor or effective listening skillsAvoids conflictInterpersonal OrientationSoli

8、cits opinionsRecognizes the positions, ideas, and feelings of othersEngages in flexible, open communicationListens carefully to othersMakes requestsFocuses on feelings, emotions, and attitudes as they relate to personal needsEmphasizes productivity through the acquisition of personal skillsMost ofte

9、n communicates orallyMaintains an “open door policyTask OrientationDisseminates informationIgnores the positions, ideas and feelings of othersEngages in rigid, stylized communicationInterrupts othersMakes demandsFocuses on facts, data and information as they relate to tasksEmphasizes productivity th

10、rough the acquisition of technical skillsMost of the time communicates in writingMaintains a “closed door policyStudies that Identified Communication Patterns of LeadersThe Michigan Leadership StudiesThe Ohio State Leadership StudiesMcGregors Theory X and Theory YBlake and McCanses Leadership GridTh

11、e Michigan Leadership StudyConducted shortly after WWIIOne dimensional Identified two basic leadership styles:Production orientedEmployee orientedA building block for newer leadership studiesOhio State Leadership StudiesAfter WWIIMeasured specific leader behaviorsIdentified two dimensionsConsiderati

12、onInitiating StructureA leader could possess varying amounts of both dimensionsTheory X and Theory YDouglas McGregor, MIT ProfessorIdentified two approaches to supervision:Theory X: These managers think people do not like to work and like strict supervision. Theory Y: These managers think work is a

13、source of satisfaction and want the responsibility. Theory X People dont like to work and will avoid it.People do not have ambition and want to be led or controlled.The threat of punishment makes them work.People do not want responsibility.People are resistant to change.People are gullible and not v

14、ery smart.Theory YThe average person does not inherently dislike work. People will exercise self-direction and self control in the performance of their jobs.The average person learns under proper circumstances not only to accept to but to seek responsibility.The proper leadership can bring out these

15、 qualities in workers.Blake and McCanses Leadership GridHas also been called the Managerial GridFocuses communication styles1,1 Impoverished Mgt9,1 Authority-Compliance5,5 Middle of the Road Management1,9 Country Club Management9,9 Team ManagementTraits Approach to LeadershipBorn with leadership tra

16、itsNot sure what those characteristics were:HeightWeightAppearanceIntelligenceDispositionInconsistent findingsCertain traits may enhance the perception that somebody is a leaderTrait ApproachSituational ApproachesFiedlers Contingency Model of LeadershipPath-Goal TheoryHersey and Blanchards Situation

17、al Leadership TheoryLeader-Member Exchange TheoryResearchInterpersonal FactorsEmotional stabilitySelf confidenceManage conflictCognitive FactorsIntelligenceproblem solving and decision makingAdministrative FactorsPlanning and organizational skillsKnowledge of work being performedSituational Approach

18、es to Leadership StudyFiedlers Contingency Model of LeadershipPath-Goal TheoryHersey and Blanchards Situational Leadership TheoryLeader-Member Exchange TheoryFiedlers Contingency ModelLeast Preferred Co-Worker Leader Situation has 3 dimensions:Position PowerTask StructureLeader-Member RelationsLeade

19、r effectiveness in a given situation is affected by their LPC score.Criticism of the theoryPath Goal TheoryBased on expectancy theoryMotivate followers through communication and situations. Communication styles are:Directive LeadershipSupportive LeadershipParticipative LeadershipAchievement-oriented

20、 Leadership Situational Factors: Nature of FollowersNature of TasksLeader Roles in the Path-Goal ModelPath ClarificationLeader defines what follower needs to do to gain outcomesLeader clarifies followers work rolesFollower gains knowledge and confidenceFollower is motivated and shows increased effor

21、tOrganizational goals are achievedLeader Roles in the Path-Goal ModelIncrease rewardsLeader finds out about followers needsLeader matches followers needs to rewards if work outcomes are accomplishedLeader increases value of work outcomes for followerFollower is motivated and shows increased effortOr

22、ganizational goals are achievedSituational Leadership TheoryHersey and Blanchard say the level of maturity of a worker plays a role in leadership behaviorMaturity consists of:Job maturity talks-related abilities, skills and knowledgePsychological maturity feelings of confidence, willingness and moti

23、vationFollower readinessLeader behaviorSituational Leadership TheoryLeader Member Exchange (LMX)How leaders develop relationships with followersIn groupOut groupSatisfactionStressWork loadFunctional Approach to LeadershipAbility to communicate like a leader determines leadershipTheoriesBarnardBenne

24、and SheatsThe Vroom-Jago Contingency ModelA contingency model that focuses on varying degrees of participative leadership, and how each level of participation influences quality and accountability of decisions. Five Leader Decision StylesLeader decidesLeader consults individualsLeader consults the groupLeader acts as a facilitator for the groupLeader delegates decision to the groupDiagnostic QuestionsDecision significanceHow significant is this decision for the project or organization?Importance of commitmentHow important is subordinate commitment to carrying out the decision?Lea