組織行為學(xué)－領(lǐng)導(dǎo)正式版

Leadership本課程著重論述指點(diǎn)實(shí)際與模型byZhumin:2004-5-23

Slide0inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition學(xué)習(xí)目的概述特質(zhì)實(shí)際的結(jié)論.闡明行為實(shí)際的局限性.描畫費(fèi)德勒的權(quán)變模型.概述途徑－目的實(shí)際模型.解釋情境指點(diǎn)實(shí)際.解釋指點(diǎn)者參與模型.界定領(lǐng)袖魅力的指點(diǎn)者所擁有的質(zhì)量.

Slide1inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition什么是指點(diǎn)？指點(diǎn)能否應(yīng)該是非強(qiáng)迫性的？指點(diǎn)與管理之間的區(qū)別.指點(diǎn)的定義：一種影響一個(gè)群體實(shí)現(xiàn)目的的才干.

Slide2inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition指點(diǎn)實(shí)際的變化：特質(zhì)實(shí)際〔一〕特質(zhì)實(shí)際：指點(diǎn)者6項(xiàng)特質(zhì)---進(jìn)取心指點(diǎn)志愿耿直與老實(shí)自信智慧與任務(wù)相關(guān)的知識(shí)高自我控制者精品資料網(wǎng)〔wwwshu.〕

Slide3inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition指點(diǎn)實(shí)際的變化：行為實(shí)際〔二〕俄亥俄州立大學(xué)的研討---構(gòu)造唯度〔Initiatingstructure):指點(diǎn)者更情愿界定和建構(gòu)本人與下屬的角色.關(guān)懷唯度〔consideration〕:指點(diǎn)者尊重和關(guān)懷下屬的看法與情感，更情愿建立互置信任的任務(wù)關(guān)系.結(jié)論：高〔構(gòu)造〕－高〔關(guān)懷〕指點(diǎn)者更能使下屬獲得高任務(wù)績(jī)效和高稱心度.

Slide4inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition指點(diǎn)實(shí)際的變化：行為實(shí)際〔二〕密執(zhí)安大學(xué)的研討---員工導(dǎo)向的指點(diǎn)者〔employee-orientleader):注重人際關(guān)系.消費(fèi)導(dǎo)向的指點(diǎn)者〔production-orientleader〕:強(qiáng)調(diào)技術(shù)和義務(wù).結(jié)論：?jiǎn)T工導(dǎo)向的指點(diǎn)者者與高群體消費(fèi)率和高任務(wù)稱心度成正相關(guān)，而消費(fèi)導(dǎo)向指點(diǎn)者成負(fù)相關(guān).

Slide5inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition指點(diǎn)實(shí)際的變化：行為實(shí)際〔二〕管理方格實(shí)際---精品資料網(wǎng)〔wwwshu.〕

Slide6inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition指點(diǎn)實(shí)際的變化：行為實(shí)際〔二〕斯堪的納維學(xué)者的研討---在俄亥俄州立大學(xué)的研討根底上加上第三個(gè)唯度：開展唯度結(jié)論：開展導(dǎo)向的指點(diǎn)者〔development-orientleader)更令下屬稱心，被下屬評(píng)價(jià)為更有才干.

Slide7inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition指點(diǎn)實(shí)際的變化：權(quán)變實(shí)際〔三〕費(fèi)德勒模型〔contingencymodel〕---

確定指點(diǎn)風(fēng)格：最難共事者〔leastpreferredcoworkerquestionnaire,LPC〕問(wèn)卷確定情境：指點(diǎn)者－成員關(guān)系〔leader-memberrelations〕義務(wù)構(gòu)造〔taskstructure〕職位權(quán)益〔positionpower〕指點(diǎn)者與情境的匹配：義務(wù)取向的指點(diǎn)者在非常有利的情境和非常不利的情境下任務(wù)更有利；而關(guān)系取向的指點(diǎn)者那么在中等有利的情境中干得更好.

Slide8inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition指點(diǎn)實(shí)際的變化：權(quán)變實(shí)際〔三〕費(fèi)德勒模型有利中等不利義務(wù)取向關(guān)系取向任務(wù)績(jī)效好差好好好好差差差差高高低低高高低低強(qiáng)強(qiáng)強(qiáng)弱強(qiáng)弱強(qiáng)弱12345678類型指點(diǎn)者成員關(guān)系義務(wù)構(gòu)造職位權(quán)益精品資料網(wǎng)〔wwwshu.〕

Slide9inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition指點(diǎn)實(shí)際的變化：權(quán)變實(shí)際〔三〕赫賽和布蘭查德的情境實(shí)際〔situationalleadershiptheory〕高關(guān)系低義務(wù)低關(guān)系低義務(wù)高義務(wù)低低關(guān)系高義務(wù)高關(guān)系授權(quán)參與推銷指示S4S3S2S1高指點(diǎn)者行為義務(wù)行為〔指點(diǎn)行為〕〔低〕〔高〕關(guān)系行為〔支持行為0〔高〕R4

有能力

并愿意R3

有能力

但不愿意R2

無(wú)能力

但愿意

R1

無(wú)能力

且不愿意下屬的成熟度指示：推銷：參與：授權(quán)：

Slide10inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition指點(diǎn)實(shí)際的變化：權(quán)變實(shí)際〔三〕指點(diǎn)者－成員交換實(shí)際〔leader-memberexchangetheory,LMX〕---個(gè)人的相容性，下屬的才干，和/或外傾的個(gè)性特點(diǎn)指點(diǎn)者下屬A下屬B下屬C下屬D下屬E下屬F正式關(guān)系相互作用多信任精品資料網(wǎng)〔wwwshu.〕

Slide11inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition指點(diǎn)實(shí)際的變化：權(quán)變實(shí)際〔三〕途徑－目的實(shí)際〔path-goaltheory〕---效果績(jī)效稱心度下屬的權(quán)變要素控制點(diǎn)閱歷感知到的才干環(huán)境的權(quán)變要素義務(wù)構(gòu)造正式權(quán)益系統(tǒng)任務(wù)群體指點(diǎn)者行為指點(diǎn)型參與型支持型成就取向型

Slide12inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition指點(diǎn)實(shí)際的變化：權(quán)變實(shí)際〔三〕指點(diǎn)參與模型〔leader-participationmodel〕---模型以為，對(duì)于某種情境而言，5種行為中的任何一種都是可行的————AI〔獨(dú)裁1〕：AII(獨(dú)裁2)：CI(磋商1)：CII(磋商2)：GII(群體決策):精品資料網(wǎng)〔wwwshu.〕

Slide13inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition指點(diǎn)實(shí)際的變化：權(quán)變實(shí)際〔三〕指點(diǎn)有時(shí)是無(wú)關(guān)緊要的：特點(diǎn)關(guān)系取向指點(diǎn)義務(wù)取向指點(diǎn)個(gè)體閱歷/培訓(xùn)專業(yè)對(duì)獎(jiǎng)勵(lì)的淡然態(tài)度無(wú)影響替代無(wú)效替代替代無(wú)效任務(wù)高構(gòu)造化義務(wù)提供本身反響滿足個(gè)體需求無(wú)影響替代替代替代無(wú)影響無(wú)影響組織正式明確的目的嚴(yán)厲的規(guī)章和程序內(nèi)聚力高的任務(wù)群體無(wú)影響無(wú)影響替代替代替代替代

Slide14inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition指點(diǎn)實(shí)際的變化：最新觀念〔四〕指點(diǎn)的歸因?qū)嶋H〔attributiontheoryofleadership〕：

當(dāng)組織中的績(jī)效極低或極高時(shí)，人們傾向于將它們歸因于指點(diǎn)

人們通常以為有效的指點(diǎn)者所作的決策前后銜接或者堅(jiān)決不動(dòng)搖

Slide15inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition指點(diǎn)實(shí)際的變化：最新觀念〔四〕領(lǐng)袖魅力的指點(diǎn)實(shí)際〔charismaticleadership〕：

領(lǐng)袖魅力的指點(diǎn)者的關(guān)鍵特點(diǎn)自信遠(yuǎn)見(jiàn)清楚表述目的的才干對(duì)目的堅(jiān)決信心不循規(guī)蹈矩的行為作為變革的代言人出現(xiàn)環(huán)境敏感性

Slide16inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition指點(diǎn)實(shí)際的變化：最新觀念〔四〕買賣型指點(diǎn)與變革型指點(diǎn)：

買賣型指點(diǎn)〔transactionalleaders〕權(quán)變獎(jiǎng)勵(lì):經(jīng)過(guò)例外管理〔自動(dòng)〕:經(jīng)過(guò)例外管理〔被動(dòng)〕:自在放任：變革型指點(diǎn)(transformationalleaders)領(lǐng)袖魅力：感召力：智力刺激：個(gè)別化關(guān)懷：

Slide17inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition有關(guān)指點(diǎn)的當(dāng)前問(wèn)題一：性別，男性和女性的指點(diǎn)方式不同嗎？

首先，男性與女性的類似性多于差別性

其次，在差別型方面，女性似乎采用更為民主的指點(diǎn)風(fēng)格，男性那么對(duì)指點(diǎn)型風(fēng)格感到恰當(dāng)

Slide18inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition有關(guān)指點(diǎn)的當(dāng)前問(wèn)題二：經(jīng)過(guò)授權(quán)而指點(diǎn)

問(wèn)題在于：它忽視了指點(diǎn)可以共享的程度以及指點(diǎn)共享的的有效條件

Slide19inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavior7#Edition有關(guān)指點(diǎn)的當(dāng)前問(wèn)題三：跟隨者情況如何

有效的跟隨者4個(gè)質(zhì)量：管理本人對(duì)目的作出承諾建構(gòu)本人的才干并為之努力老實(shí)，有勇氣，值得信任

Slide20inChapter3ToaccompanyAFrameworkforMarketingManagement,2ndEditionAFrameworkforMarketingManagement,2ndEdition@2004CopyrightbyMinzhuToOrganizationBehavio