《管理学》英文StuRC8eCh17课件.ppt

1、8th editionSteven P.RobbinsMary CoulterCopyright 2005 Prentice Hall,Inc.All rights reserved.172L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Managers versus LeadersContrast leaders and managers.Explain why leadership is an important behavioral topic.Ea

2、rly Leadership TheoriesDiscuss what research has shown about leadership traits.Contrast the findings of the four behavioral leadership theories.Explain the dual nature of a leaders behavior.Contingency Theories of Leadership Explain how Fiedlers theory of leadership is a contingency model.Copyright

3、2005 Prentice Hall,Inc.All rights reserved.173L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Contingency Theories of LeadershipContrast situational leadership and the leader participation model.Discuss how path-goal theory explains leadership.Cut

4、ting Edge Approaches to LeadershipDifferentiate between transactional and transformational leaders.Describe charismatic and visionary leadership.Leadership Issues in the Twenty-First Century Tell the five sources of leaders power.Discuss the issues todays leaders face.Explain why leadership is somet

5、imes irrelevant.Copyright 2005 Prentice Hall,Inc.All rights reserved.174L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.What Is An Organization?Describe the characteristics of an organization.Explain how the concept of an organization is changing.

6、Why Study Management?Explain the universality of management concept.Discuss why an understanding of management is important even if you dont plan to be a manager.Describe the rewards and challenges of being a manager.Copyright 2005 Prentice Hall,Inc.All rights reserved.175Managers Versus Leaders Man

7、agers Are appointed to their position Can influence people only to the extent of the formal authority of their position Do not necessarily have the skills and capabilities to be leaders Leaders Are appointed or emerge from within a work group Can influence other people and have managerial authority

8、Do not necessarily have the skills and capabilities to be managersLeadership is the process of influencing a group toward the achievement of goals.Copyright 2005 Prentice Hall,Inc.All rights reserved.176Early Leadership Theories Trait Theories(1920s-30s)Research focused on identifying personal chara

9、cteristics that differentiated leaders from nonleaders was unsuccessful.Later research on the leadership process identified seven traits associated with successful leadership:vDrive,the desire to lead,honesty and integrity,self-confidence,intelligence,job-relevant knowledge,and extraversion.Copyrigh

10、t 2005 Prentice Hall,Inc.All rights reserved.177Early Leadership Theories(contd)Behavioral TheoriesUniversity of Iowa Studies(Kurt Lewin)vIdentified three leadership styles:Autocratic style:centralized authority,low participation Democratic style:involvement,high participation,feedback Laissez faire

11、 style:hands-off managementvResearch findings:mixed results No specific style was consistently better for producing better performance Employees were more satisfied under a democratic leader than an autocratic leader.Copyright 2005 Prentice Hall,Inc.All rights reserved.178Early Leadership Theories(c

12、ontd)Behavioral Theories(contd)Ohio State StudiesvIdentified two dimensions of leader behavior Initiating structure:the role of the leader in defining his or her role and the roles of group members Consideration:the leaders mutual trust and respect for group members ideas and feelings.vResearch find

13、ings:mixed results High-high leaders generally,but not always,achieved high group task performance and satisfaction.Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.Copyright 2005 Prentice Hall,Inc.All rights reserved.179Early Leadership Theories(co

14、ntd)Behavioral Theories(contd)University of Michigan StudiesvIdentified two dimensions of leader behavior Employee oriented:emphasizing personal relationships Production oriented:emphasizing task accomplishmentvResearch findings:Leaders who are employee oriented are strongly associated with high gro

15、up productivity and high job satisfaction.Copyright 2005 Prentice Hall,Inc.All rights reserved.1710The Managerial Grid Managerial GridAppraises leadership styles using two dimensions:vConcern for peoplevConcern for productionPlaces managerial styles in five categories:vImpoverished managementvTask m

16、anagementvMiddle-of-the-road managementvCountry club managementvTeam managementCopyright 2005 Prentice Hall,Inc.All rights reserved.1711Contingency Theories of Leadership The Fiedler Model(contd)Proposes that effective group performance depends upon the proper match between the leaders style of inte

17、racting with followers and the degree to which the situation allows the leader to control and influence.Assumptions:vA certain leadership style should be most effective in different types of situations.vLeaders do not readily change leadership styles.Matching the leader to the situation or changing

18、the situation to make it favorable to the leader is required.Copyright 2005 Prentice Hall,Inc.All rights reserved.1712Contingency Theories(contd)The Fiedler Model(contd)Least-preferred co-worker(LPC)questionnairevDetermines leadership style by measuring responses to 18 pairs of contrasting adjective

19、s.High score:a relationship-oriented leadership style Low score:a task-oriented leadership styleSituational factors in matching leader to the situation:vLeader-member relationsvTask structurevPosition powerCopyright 2005 Prentice Hall,Inc.All rights reserved.1713Contingency Theories(contd)Hersey and

20、 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.vAcceptance:leadership effectiveness depends on whether followers accept or reject a leader.vReadiness:the e

21、xtent to which followers have the ability and willingness to accomplish a specific taskLeaders must relinquish control over and contact with followers as they become more competent.Copyright 2005 Prentice Hall,Inc.All rights reserved.1714Contingency Theories(contd)Hersey and Blanchards Situational L

22、eadership Theory(SLT)Creates four specific leadership styles incorporating Fiedlers two leadership dimensions:vTelling:high task-low relationship leadershipvSelling:high task-high relationship leadershipvParticipating:low task-high relationship leadershipvDelegating:low task-low relationship leaders

23、hipCopyright 2005 Prentice Hall,Inc.All rights reserved.1715Contingency Theories(contd)Hersey and Blanchards Situational Leadership Theory(SLT)Posits four stages follower readiness:vR1:followers are unable and unwillingvR2:followers are unable but willingvR3:followers are able but unwillingvR4:follo

24、wers are able and willingCopyright 2005 Prentice Hall,Inc.All rights reserved.1716Contingency Theories(contd)Leader Participation ModelPosits that leader behavior must be adjusted to reflect the task structurewhether it is routine,nonroutine,or in betweenbased on a sequential set of rules(contingenc

25、ies)for determining the form and amount of follower participation in decision making in a given situation.vContingencies:decision significance,importance of commitment,leader expertise,likelihood of commitment,group support,group expertiseCopyright 2005 Prentice Hall,Inc.All rights reserved.1717Cont

26、ingency Theories(contd)Leader Participation Model Contingencies:Decision significanceImportance of commitmentLeader expertiseLikelihood of commitmentGroup supportGroup expertiseTeam competenceCopyright 2005 Prentice Hall,Inc.All rights reserved.1718Contingency Theories(contd)Path-Goal ModelStates th

27、at the leaders job is to assist his or her followers in attaining their goals and to provide direction or support to ensure their goals are compatible with organizational goals.Leaders assume different leadership styles at different times depending on the situation:vDirective leadervSupportive leade

28、rvParticipative leadervAchievement oriented leaderCopyright 2005 Prentice Hall,Inc.All rights reserved.1719Current Approaches to Leadership Transactional LeadershipLeaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.Transformat

29、ional LeadershipLeaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements.Leaders who also are capable of having a profound and extraordinary effect on their followers.Copyright 2005 Prentice Hall,Inc.All rights rese

30、rved.1720Current Approaches to Leadership(contd)Charismatic LeadershipAn enthusiastic,self-confident leader whose personality and actions influence people to behave in certain ways.Characteristics of charismatic leaders:vHave a visionvAre able to articulate the visionvAre willing to take risks to ac

31、hieve the visionvAre sensitive to the environment and follower needsvExhibit behaviors that are out of the ordinaryCopyright 2005 Prentice Hall,Inc.All rights reserved.1721Current Approaches to Leadership(contd)Visionary LeadershipA leader who creates and articulates a realistic,credible,and attract

32、ive vision of the future that improves upon the present situation.Visionary leaders have the ability to:vExplain the vision to othersvExpress the vision not just verbally but through behaviorvExtend or apply the vision to different leadership contextsCopyright 2005 Prentice Hall,Inc.All rights reser

33、ved.1722Current Approaches to Leadership(contd)Team Leadership CharacteristicsHaving patience to share informationBeing able to trust others and to give up authorityUnderstanding when to intervene Team Leaders JobManaging the teams external boundaryFacilitating the team processvCoaching,facilitating

34、,handling disciplinary problems,reviewing team and individual performance,training,and communicationCopyright 2005 Prentice Hall,Inc.All rights reserved.1723Current Approaches to Leadership(contd)Team Leadership RolesLiaison with external constituenciesTroubleshooterConflict managerCoachCopyright 20

35、05 Prentice Hall,Inc.All rights reserved.1724Leadership Issues in the 21st Century Managing Power Legitimate powervThe power a leader has as a result of his or her position.Coercive powervThe power a leader has to punish or control.Reward powervThe power to give positive benefits or rewards.Expert p

36、owervThe influence a leader can exert as a result of his or her expertise,skills,or knowledge.Referent powervThe power of a leader that arise because of a persons desirable resources or admired personal traits.Copyright 2005 Prentice Hall,Inc.All rights reserved.1725Developing Credibility and Trust

37、Credibility(of a Leader)The assessment of a leaders honesty,competence,and ability to inspire by his or her followers TrustThe belief of followers and others in the integrity,character,and ability of a leader.vDimensions of trust:integrity,competence,consistency,loyalty,and openness.Trust is related

38、 to increases in job performance,organizational citizenship behaviors,job satisfaction,and organization commitment.Copyright 2005 Prentice Hall,Inc.All rights reserved.1726Providing Online Leadership Challenges of Online LeadershipCommunicationvChoosing the right words,structure,tone,and style for d

39、igital communicationsPerformance managementvDefining,facilitating,and encouraging performanceTrustvCreating a culture where trust among all participants is expected,encouraged,and required,Copyright 2005 Prentice Hall,Inc.All rights reserved.1727Empowering Employees EmpowermentInvolves increasing th

40、e decision-making discretion of workers such that teams can make key operating decisions in develop budgets,scheduling workloads,controlling inventories,and solving quality problems.Why empower employees?vQuicker responses problems and faster decisions.vAddress the problem of increased spans of cont

41、rol in relieving managers to work on other problems.Copyright 2005 Prentice Hall,Inc.All rights reserved.1728Cross-Cultural Leadership Universal Elements of Effective LeadershipVisionForesightProviding encouragementTrustworthinessDynamismPositivenessProactivenessCopyright 2005 Prentice Hall,Inc.All

42、rights reserved.1729Gender Differences and Leadership Research FindingsMales and females use different stylesvWomen tend to adopt a more democratic or participative style unless in a male-dominated job.vWomen tend to use transformational leadership.vMen tend to use transactional leadership.Copyright

43、 2005 Prentice Hall,Inc.All rights reserved.1730Heroic Leadership:Basics of Leadership Give people a reason to come to work.Help them to develop a passion for their work Instill in them a sense of commitment to their colleagues Develop their sense of responsibility to customers Be loyal to the organ

44、izations peopleCopyright 2005 Prentice Hall,Inc.All rights reserved.1731Leadership Can Be Irrelevant Substitutes for LeadershipFollower characteristicsvExperience,training,professional orientation,or the need for independenceJob characteristicsvRoutine,unambiguous,and satisfying jobsOrganization cha

45、racteristicsvExplicit formalized goals,rigid rules and procedures,or cohesive work groups其实，世上最温暖的语言，“不是我爱你，而是在一起。”所以懂得才是最美的相遇！只有彼此以诚相待，彼此尊重，相互包容，相互懂得，才能走的更远。相遇是缘，相守是爱。缘是多么的妙不可言，而懂得又是多么的难能可贵。否则就会错过一时，错过一世！择一人深爱，陪一人到老。一路相扶相持，一路心手相牵，一路笑对风雨。在平凡的世界，不求爱的轰轰烈烈；不求誓言多么美丽；唯愿简单的相处，真心地付出，平淡地相守，才不负最美的人生；不负善良的自己。

46、人海茫茫，不求人人都能刻骨铭心，但求对人对己问心无愧，无怨无悔足矣。大千世界，与万千人中遇见，只是相识的开始，只有彼此真心付出，以心交心，以情换情，相知相惜，才能相伴美好的一生，一路同行。然而，生活不仅是诗和远方，更要面对现实。如果曾经的拥有，不能天长地久，那么就要学会华丽地转身，学会忘记。忘记该忘记的人，忘记该忘记的事儿，忘记苦乐年华的悲喜交集。人有悲欢离合，月有阴晴圆缺。对于离开的人，不必折磨自己脆弱的生命，虚度了美好的朝夕；不必让心灵痛苦不堪，弄丢了快乐的自己。擦汗眼泪，告诉自己，日子还得继续，谁都不是谁的唯一，相信最美的风景一直在路上。人生，就是一场修行。你路过我，我忘记你；你有情，他

47、无意。谁都希望在正确的时间遇见对的人，然而事与愿违时，你越渴望的东西，也许越是无情无义地弃你而去。所以美好的愿望，就会像肥皂泡一样破灭，只能在错误的时间遇到错的人。岁月匆匆像一阵风，有多少故事留下感动。愿曾经的相遇，无论是锦上添花，还是追悔莫及；无论是青涩年华的懵懂赏识，还是成长岁月无法躲避的经历愿曾经的过往，依然如花芬芳四溢，永远无悔岁月赐予的美好相遇。其实，人生之路的每一段相遇，都是一笔财富，尤其亲情、友情和爱情。在漫长的旅途上，他们都会丰富你的生命，使你的生命更充实，更真实；丰盈你的内心，使你的内心更慈悲，更善良。所以生活的美好，缘于一颗善良的心，愿我们都能善待自己和他人。一路走来，愿相亲相爱的人，相濡以沫，同甘共苦，百年好合。愿有情有意的人，不离不弃，相惜相守，共度人生的每一个朝夕直到老得哪也去不了，依然是彼此手心里的宝，感恩一路有你！感谢您对文章的阅读跟下载，希望本篇文章能帮助到您，建议您下载后自己先查看一遍，把用不上的部分页面删掉哦，当然包括最后一页，最后祝您生活愉快!