組織行為學(xué)精要第十版chapter11 leadership.ppt

1、11-1,Essentials of Organizational Behavior, 10/e Stephen P. Robbins & Timothy A. Judge,Chapter 11 Leadership,11-2,After studying this chapter, you should be able to:,Define the leadership and contrast leadership and management. Summarize the conclusions of trait and behavioral theories. Assess conti

2、ngency theories of leadership by their level of support. Compare and contrast charismatic leadership, transformational leadership, and authentic leadership. Identify when leadership may not be necessary. Assess whether charismatic and transformational leadership generalize across cultures.,11-3,Lead

3、ership vs. Management,Leadership,About coping with change Establish direction with a vision. Align resources and inspire workers to complete the vision.,Management,About coping with complexity Brings about order and consistency Draws up plans, structures, and monitors results.,Leadership is the abil

4、ity to influence a group toward the achievement of a vision or a set of goals.,11-4,Traditional Theories of Leadership: Trait Theories,Differentiate leaders from non-leaders by focusing on personal qualities and characteristics Extraversion has strongest relation to leadership Conscientiousness and

5、Openness to Experience also strongly related to leadership Agreeableness and Emotional Stability are not correlated with leadership,11-5,Traditional Theories of Leadership: Behavioral Theories,Behaviors can be taught traits cannot Leaders are trained not born,11-6,Behavioral Theories:Ohio State Stud

6、ies,Attempts to organize work, work relationships, and goals,Concern for followers comfort, well-being, status, and satisfaction,Developed two categories of leadership behavior:,11-7,Behavioral Theories:University of Michigan Studies,Emphasize the technical or task aspects of the job: people are mea

7、ns to an end,Emphasize interpersonal relations and accept individual differences,Developed two dimensions of leadership behavior:,11-8,Blake and MoutonsLeadership Grid,Try to emphasize BOTH,Combination of Ohio State and University of Michigan studies:,11-9,Contingency Theories,Attempts to match lead

8、ership style with work conditions: Fiedler Model Leader-Member Exchange (LMX) Theory,11-10,Fiedler Leadership Model,Least-Preferred Co-worker (LPC) determines leadership style (fixed trait) Relationship oriented Task oriented Match leaders style with degree of situational control: Leader-member rela

9、tions Task structure Position power,11-11,Fiedler Model: Matching Leaders to Situations,Either change leaders or the situation to improve effectiveness,11-12,Leader-Member Exchange (LMX) Theory,Leaders treat followers differently In-group members: Close to leader in attitude or personality Have more

10、 of the leaders attention Get special privileges Have higher performance ratings Lower turnover Greater satisfaction,11-13,Leader-Member Exchange (LMX) Model,While the leader does the choosing, it is the followers characteristics that drive the decision,11-14,Contemporary Approaches to Leadership,Le

11、aders as communicators Framing the meaning of events Leaders inspire followers through words, ideas, and behaviors: Charismatic Leadership Transformational Leadership Authentic Leadership,11-15,Charismatic Leadership,Attributions of heroic leadership abilities when followers observe certain behavior

12、s: Vision Personal Risk-taking Sensitivity toward Followers Extraordinary Behaviors,11-16,Charismatic Leaders: Born or Made?,Charisma can be created by: Developing an aura of charisma Be optimistic Be passionately enthusiastic Commute with body, not just words Drawing others in inspire others Tappin

13、g into emotions bring out the potential in others,11-17,How Charismatic Leaders Influence Followers,Articulate an appealing vision Communicates a new set of values Model behaviors for those values Express dramatic behavior,11-18,Charisma and Situational Dependency,Charisma strongly correlated to hig

14、h performance and satisfaction Best used when: Environment is uncertain or stressful Ideology is involved Most closely associated with upper level executives,11-19,The Potential Dark Side of Charismatic Leadership,Use organizational resources for personal benefit Remake companies in their own image

15、Allow self-interest and personal goals to override organizations goals,11-20,Transformational Leadership,Transactional leaders - motivate their followers in the direction of established goals by clarifying role and task requirements Transformational leaders - inspire followers to transcend their own

16、 self-interests for the good of the organization,11-21,Full Range of Leadership Model,11-22,Why Transformational Leadership Works,Creativity Followers are encouraged to be more innovative and creative Goals Followers pursue more ambitious goals and have more personal commitment to them Vision Engend

17、ers commitment from followers and greater sense of trust,11-23,Transformational Vs. Charismatic Leadership,Both positively related to motivation, satisfaction, performance, effectiveness, and profitability Transformational leadership MAY be a broader concept than charisma The two forms may be the sa

18、me,11-24,Authentic Leadership: Ethics as the Basis for Leadership?,Authentic leaders know who they are, what they believe in and value, and act on those values and beliefs openly and candidly Create trust Encourage open communication Socialized Charismatic Leadership,11-25,Challenges to the Leadersh

19、ip Construct,Attribution Theory of Leadership Performance outcomes are attributed to leaders actions Appearance has more to do with leadership than outcomes Substitutes and Neutralizers Organizational variables can neutralize the leaders influence or act as substitutes for leadership Leader becomes

20、irrelevant,11-26,Examples of Environmental Variables,Characteristics of the Employees: greater experience, training, professional orientation, or indifference toward organizational rewards Characteristics of the Job: inherently unambiguous and routine or that are intrinsically satisfying Characteris

21、tics of the Organization: with explicit, formalized goals, rigid rules and procedures, and cohesive workgroups,11-27,Finding and Creating Effective Leaders,Selection: Personality tests for leadership traits Interviews to match relevant situation-specific experience to job situation Training: Train t

22、hose willing to change their behavior Teach general management skills Teach charismatic and transformational leadership skills greatest organizational outcomes result,11-28,Global Implications,GLOBE Leadership Project Results: Brazil Leaders are participative and humane France Bureaucratic, task-ori

23、ented, and autocratic Egypt Participative but status-aware China Initiating structure and consideration important: status differences but participation valued Charisma and transformational leadership important in all,11-29,Implications for Managers,Leaders influence group performance Leadership success depends somewhat on having “the right stuff” Leadership depends on the situation Transformational s