管理学教学课件chapter17.ppt

1、STEPHEN P.ROBBINSMARY COULTER Lecturer Zhang X13710600601Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-2 eleventh edition Define leader and leadership Compare and

2、contrast early theories of leadership Describe the three major contingency theories of leadership Describe contemporary views of leadership Discuss contemporary issues affecting leadershipCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbin

3、s&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-3 Who Are Leaders and What Is Leadership?Leader-Someone who can influence others and who has managerial authority.Leadership-What leaders do;the process of influencing a group to achieve goals.Ideally,all managers should be leade

4、rs.Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-4 2022-8-164一、早期的领导理论一、早期的领导理论 1.对于领导的研究始于对于领导的研究始于20世纪初。世纪初。2.早期的领导理论关注于领导者（特质理论）早期的领导理论关注于领导者（特质理论）以及领导者与下属成员的相互

5、作用（行为以及领导者与下属成员的相互作用（行为理论）。理论）。特质理论特质理论 行为理论行为理论Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-5 Early Leadership Theories Trait Theories(1920s-1930s)特质理论特质理论 Resea

6、rch focused on identifying personal characteristics that differentiated leaders from non-leaders was unsuccessful.Later research on the leadership process identified seven traits associated with successful leadership:Drive,the desire to lead,honesty and integrity,self-confidence,intelligence,job-rel

7、evant knowledge,and extraversionCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-6 Exhibit 17-1:Seven Traits Associated withLeadershipCopyright 2012 Pearson Education

8、,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-7 Early Leadership Theories(cont.)Behavioral Theories行为理论行为理论 University of Iowa Studies(Kurt Lewin)艾奥瓦大学-科特勒温 Identified three leadership styles:Aut

9、ocratic style独裁型独裁型:centralized authority,low participation Democratic style民主型民主型:involvement,high participation,feedback Laissez faire style放任型放任型:hands-off management Research findings:mixed results No specific style was consistently better for producing better performance.Employees were more sat

10、isfied under a democratic leader than under an autocratic leader.Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-8 Behavioral Theories(cont.)Ohio State Studies俄亥俄大学俄

11、亥俄大学Identified two dimensions of leader behavior:Initiating structure定规定规:the role of the leader in defining his or her role and the roles of group members.Consideration关怀关怀:the leaders mutual trust and respect for group members ideas and feelings.Copyright 2012 Pearson Education,Inc.Publishing as P

12、rentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-9 Mixed Results of Ohio State Studies High consideration/high structure leaders generally,but not always,achieved high scores on group task performance and satisfaction.

13、Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-10 University of

14、Michigan Studies密歇根大学密歇根大学 Identified two dimensions of leader behavior:Employee oriented员工员工:emphasizing personal relationships Production oriented生产生产:emphasizing task accomplishment Research findings:Leaders who are employee oriented are strongly associated with high group productivity and high j

15、ob satisfaction.Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-11 The Managerial Grid 管理方格管理方格 Appraises leadership styles using two dimensions:Concern for people 关

16、心人关心人 Concern for production 关心生产关心生产 Places managerial styles in five categories:Impoverished management Task management Middle-of-the-road management Country club management Team managementCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Rob

17、bins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-12 Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-13 Exhibit 17-2:Behavioral Theoriesof Le

18、adershipCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-14 Exhibit 17-2:Behavioral Theories ofLeadership(cont.)Copyright 2012 Pearson Education,Inc.Publishing as Pre

19、ntice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-15 2022-8-1615二、权变的领导理论二、权变的领导理论 A.权变理论试图回答“如果那么”之间的相依关系 费德勒的模型 赫塞和布兰查德的情境领导理论 路径-目标模型 Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh

20、 Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-16 Contingency Theories of Leadership权变理论权变理论 The Fiedler Model费德勒模型费德勒模型 Proposes that effective group performance depends upon the proper match between the leaders style of interacting with followers

21、 and the degree to which the situation allows the leader to control and influence.Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-17 The Fiedler Model(cont.)Assumpti

22、ons:A certain leadership style should be most effective in different types of situations.Leaders do not readily change leadership styles.Matching the leader to the situation or changing the situation to make it favorable to the leader is required.Copyright 2012 Pearson Education,Inc.Publishing as Pr

23、entice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-18 The Fiedler Model(cont.)Least-preferred co-worker(LPC)questionnaire“最难共事者”问卷 Determines leadership style by measuring responses to 18 pairs of contrasting adjectives H

24、igh score:a relationship-oriented leadership style Low score:a task-oriented leadership style Situational factors in matching leader to the situation:Leader-member relations Task structure Position powerCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by S

25、tephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-19 Exhibit 17-3:The Fiedler ModelCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall1

26、7-20 Contingency Theories of Leadership Hersey and Blanchards Situational Leadership Theory(SLT)Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers readiness Acceptance意愿意愿:leadership effectiveness depends on whether

27、 followers accept or reject a leader Readiness能力能力:the extent to which followers have the ability and willingness to accomplish a specific task Leaders must relinquish control over and contact with followers as they become more competent.Copyright 2012 Pearson Education,Inc.Publishing as Prentice Ha

28、ll Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-21 Situational Leadership Theory(SLT)Creates four specific leadership styles incorporating Fiedlers two leadership dimensions:Telling告知告知:high task-low relationship leadership Sel

29、ling推销推销:high task-high relationship leadership Participating参与参与:low task-high relationship leadership Delegating授权授权:low task-low relationship leadershipCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Educat

30、ion,Inc.publishing as Prentice Hall17-22 Situational Leadership Theory(SLT)Four stages of follower readiness:R1:followers are unable and unwilling R2:followers are unable but willing R3:followers are able but unwilling R4:followers are able and willingCopyright 2012 Pearson Education,Inc.Publishing

31、as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-23 Contingency Theories of Leadership Path-Goal Model路径路径-目标理论（目标理论（罗伯特罗伯特豪斯豪斯）States that the leaders job is to assist his or her followers in attaining their goals

32、 and to provide direction or support to ensure that their goals are compatible with those of the organization Depending on the situation,leaders assume different leadership styles at different times:Directive leader指示型领导者。Supportive leader支持型领导者 Participative leader参与型领导者 Achievement oriented leader

33、成就取向型领导者Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-24 Exhibit 17-4:Path-Goal ModelCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,El

34、eventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-25 2022-8-1625三、当代领导理论三、当代领导理论 领导者-成员交换理论(leader-member exchange theory，LMX)交易型和变革型领导理论（Transactional&Transformational Leadership）魅力型和愿景型领导（Charismatic&Visionary Leadership）团队型领导Team LeadershipCo

35、pyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-26 leader-member exchange theory，LMX 领导者对待下属的方式是有差别的：一小部分高质量的交换关系（圈内成员之间），和大部分低质量的交换关系（圈外成员与圈内成员之间）。1、贡献贡献 2、忠诚忠诚 3、情感情

36、感Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-27 Contemporary Views of Leadership Transactional Leadership交易型交易型/事务性事务性 Leaders who guide or motivate their follow

37、ers in the direction of established goals by clarifying role and task requirements.Transformational Leadership伯恩斯伯恩斯 Leaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements.Copyright 2012 Pearson Education,Inc.Publ

38、ishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-28 变革型领导行为方式变革型领导行为方式 理想化影响力(idealized influence)：能使他人产生信任、崇拜和跟随的一些行为。鼓舞性激励(inspirational motivation)：向下属表达对他们的高期望值，激励他们加入团队，并成为团队中共享梦想的一分子。智力激发(intellectual

39、stimulation)：鼓励下属创新，挑战自我，包括向下属灌输新观念，启发下属发表新见解和鼓励下属用新手段、新方法解决工作中遇到的问题。个性化关怀(individualized consideration)：关心每一个下属，重视个人需要、能力和愿望，耐心细致的倾听，以及根据每一个下属的不同情况和需要区别性地培养和指导每一个下属。Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pea

40、rson Education,Inc.publishing as Prentice Hall17-29 Contemporary Views of Leadership Charismatic Leadership An enthusiastic,self-confident leader whose personality and actions influence people to behave in certain ways.Characteristics of charismatic leaders:Have a vision Are able to articulate the v

41、ision Are willing to take risks to achieve the vision Are sensitive to the environment and follower needs Exhibit behaviors that are out of the ordinaryCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education

42、,Inc.publishing as Prentice Hall17-30 Contemporary Views of Leadership Visionary Leadership A leader who creates and articulates a realistic,credible,and attractive vision of the future that improves upon the present situation.Visionary leaders have the ability to:Explain the vision to others Expres

43、s the vision not just verbally but through behavior Extend or apply the vision to different leadership contextsCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-31 Con

44、temporary Views of Leadership Team Leadership Characteristics:Having patience to share information Being able to trust others and to give up authority Understanding when to intervene Team Leaders Job Managing the teams external boundary Facilitating the team process Includes coaching,facilitating,ha

45、ndling disciplinary problems,reviewing team and individual performance,training,and communicationCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-32 Exhibit 17-5:Team

46、 Leadership Rolesa.冲突管理者冲突管理者b.教练教练 c.对外联络官对外联络官d.困难处理专家困难处理专家Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-33 2022-8-1633四、有关领导的当前问题四、有关领导的当前问题 A.管理权力 B.创建信任的文化 C

47、.通过授权而领导 D.跨文化的领导 E.领导力提升Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-34 Managing Power Legitimate power法定权力法定权力 The power a leader has as a result of his or her

48、position.Coercive power强制权力强制权力 The power a leader has to punish or control.Reward power奖赏权力奖赏权力 The power to give positive benefits or rewards.Expert power专家权力专家权力 The influence a leader can exert as a result of his or her expertise,skills,or knowledge.Referent power参照权力参照权力 The power of a leader t

49、hat arises because of a persons desirable resources or admired personal traits.Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.publishing as Prentice Hall17-35 Developing Trust Credibility(of a L

50、eader)The assessment of a leaders honesty,competence,and ability to inspire by his or her followers Trust The belief of followers(and others)in the integrity,character,and ability of a leader Dimensions of trust:integrity,competence,consistency,loyalty,and openness Is related to increases in job per