领导力介绍(英文课件)资料.ppt

1、(6BUS1001)Introduction to Leadership(Early Views)PREAMBLELeadership vs. ManagementEarly views of Leadership Traits & Functionalby Len Ryder(6BUS1001)Introduction to Leadership(Early Views)Len RyderIntroduction to LeadershipWhat is Leadership?Leadership and OrganisationsOpening PremiseLeading & manag

2、ing people is difficult. Why?qHumans are wilful and unpredictableqThey have different interests and objectivesqOrganisations face constantly changing circumstancesThis module explores the challenges of leading, managing and organising people.Leadership and OrganisationsWhy do we study Leadership?Few

3、 organisations realise the full potential of their people!Some organisations qSucceed at energizing their employeesqEnhance profitability, survival and growthOthers qFail to tap the potential of their peopleqTo the detriment of the organisations long-term financial performanceSource: Adapted from OR

4、eilly & Pfeffer (2000) Hidden Value - How Great Companies Achieve Extraordinary Results from Ordinary People, Boston: Harvard Business School PressLeadership and OrganisationsWhy do we study Leadership?Leadership and OrganisationsThe research demonstrates that organisations with the highest quality

5、leaders were much more likely to outperform their competition in key bottom line metrics, such as:Financial performanceQuality of products and servicesEmployee engagementCustomer satisfaction.Why do we study Leadership?Leadership and OrganisationsHigh quality leadership leads to Enhanced people outc

6、omes (such as improved retention and engagement) and this in turn leads on to Enhanced business impact (such as financial gains and customer satisfaction).“State of Leadership Today”The Key ConceptsLeadership comes from words of Anglo Saxon and Nordic origin meaning route, path and journey, so leade

7、rship is about direction and movementManagement comes from the Latin word manus which means hand, so management is about being hands-on.Leadership and OrganisationsThe Key ConceptsLeadershipqIs about getting others to follow - or getting others to do things willinglyqIs about a relationship through

8、which one person influences the behaviour or actions of othersqDoes not necessarily take place within a structured environmentqImportantly, many people act as leaders without being given a prescribed roleLeadership and OrganisationsManagementqTakes place within a structured organisational setting an

9、d with prescribed rolesqIs directed towards the attainment of aims and objectives qIs achieved through the efforts of other peopleqUses systems and procedures (Mullins, 2010: p425)The Key ConceptsLeadership and OrganisationsLeadership vs. ManagementSo what is the difference between a Leader and a Ma

10、nager?Leaders get things done by inspiring people & by appealing to their emotionswhereasManagers get things done by controlling people & by appealing to their rational thinking.Leadership and OrganisationsLeadership vs. Management“Leaders are people who do the right thing;Managers are people who do

11、 things right” Bennis W. and Nanus B. (1985) Leaders: Strategies for Taking Charge(Its about the WHAT vs the HOW)Leadership and OrganisationsLeadership vs. ManagementThus:Leadership is concerned more with communicating, motivating, encouraging and involving people. It is a relationship through which

12、 one person influences the behaviour or actions of other people, .providing vision, inspiration and strategy.whilstManagement could be seen as planning, organising, directing and controlling.(Henri Fayol in Mullins, 2010 p429)Management is more about getting things done on a day-to-day basis and ens

13、uring consistency”Leadership and OrganisationsLeadership vs. Management.However, managers must have leadership qualities if they are to be effective.Management is more about getting things done on a day-to-day basis and ensuring consistency”Leadership and OrganisationsLeadership vs. ManagementPoint

14、to ponder.Management is more about getting An effective leader does not need to be a manager but a manager must have leadership qualities in order to be effective!y basis and ensuring consistency”Leadership and OrganisationsDefining Leadership Early Views1. The Qualities or Traits Approachq Leadersh

15、ip was conceptualised as a single “Great Man” who put everything together and influenced others to follow.Daft, Richard L. (2008)The Leadership Experience.q According to Carlyle, effective leaders are those gifted with divine inspiration and the right characteristics. The history of the world is but

16、 the biography of great men. Carlyle, Thomas (1888) On Heroes, Hero-Worship and the Heroic Historyq The focus was on the person and the assumption was that such people were born and not made. “Leadership cannot be created or promoted. It cannot be taught or learned”Drucker P.F.(1989) The Practice of

17、 Managementq Leaders were identified as having certain inherited qualities or traits such as Self-confidence; Initiative; Intelligence; Self-belief.Leadership and OrganisationsDefining Leadership Early Views2. The Functional (or Group) Approachq This approach focuses not on the leader (i.e. the pers

18、on) but on what the leader actually does - the functions or the content of leadershipq .how the leaders behaviour affects, or is affected by, the followers (the group)q The belief is that leadership skills can be learned and developedq This approach is generally associated with the work of John Adai

19、r and his “Action-centred Leadership”.Leadership and OrganisationsSource: Adair, J., Action-Centred Leadership, Gower Press (1979), p. 10. Reproduced with permission from Gower Publishing Ltd.The Functional Approach : Action-centred LeadershipLeadership and OrganisationsAction-centred LeadershipThe

20、Leaders Task functionsqAchieving the objectives of the work groupqDefining group tasksqPlanning the workqAllocation of resourcesqOrganisation of duties and responsibilitiesqControlling quality and checking performanceqReviewing progressLeadership and OrganisationsAction-centred LeadershipThe Leaders

21、 Team functionsqMaintaining morale and building team spiritqThe cohesiveness of the group as a working unitqSetting standards and maintaining disciplineqSystems of communication within the groupqTraining the groupqAppointment of sub-leadersLeadership and OrganisationsAction-centred LeadershipThe Lea

22、ders Individual functionsqMeeting the needs of the individual membersof the groupqAttending to personal problemsqGiving praise and statusqReconciling conflicts between group needsand needs of the individualqTraining the individualLeadership and OrganisationsAction-centred LeadershipThe Leaders Individual functionsqMeeting the needs of the individual membersof the groupqAttending to personal problemsqGiving praise and statusqReconciling conflicts between group needsand needs of the individualqTraining the individualLeadership and OrganisationsNext Weeks Tutorial