Leadership领导力教学课件.ppt

1、Chapter 111Leadership Matters.Intellectually historically,psychologically,sociologically Politically societally,culturally,globally,communally,&perhaps idealistically Practically productively,economically,idealistically Personally interpersonally,ethically,selfishly Scientifically empirically,concep

2、tually 2n“The process of influencing the activities of an organized group in its efforts toward goal setting and goal achievement”(Stogdill,1950,p.3)n nThree key components to this definition:n-an interpersonal process between one person and a groupn-cant have leaders without followersn-criterion fo

3、r effective leadership=goal achievement 3What is Leadership?:guidance of others in their pursuits,often by organizing,directing,coordinating,supporting,and motivating their efforts.ReciprocalTransactionalTransformationalCooperativeAdaptive 4Leadership Myths?Leadership is power(with people rather tha

4、n over people)Leaders are born(but leaders are also“made”)All groups have leaders(large groups tend to require a leader)People resist their leaders(most groups accept the need for a leader)5Leadership myths(cont.)Leaders make or break their groupsnThe“romance of leadership”exaggerates the impact of

5、a leadernLeaders do make a difference(e.g.,sports teams)6Who Will Lead?Perspectives on leadership emergence Trait Model:The great leader theorySituational ModelInteractional Model:depends on the leader,followers,and the group situation.7 The Great Man TheoryEarly explanations of leadership studied t

6、he“traits”of great leaders“Great man”theories(Gandhi,Lincoln,Napoleon)Belief that people were born with these traits and only the great people possessed them8Personal qualities of leaders Personality traits,such as extraversion,conscientiousness,and openness.Intelligence and emotional intelligence(d

7、egree of social skill).Expertise,skill,and experience.Level of participation in discussion:the“babble effect.”The Great Man Theory9Demographic background of leaders Height,weight,&ageEthnicitySex:Bias against women(even thought women possess more skills needed to be a successful leader).qImplicit le

8、adership theories(ILTs):members general beliefs about the qualities of leadersqEaglys social role theory:ILTs are not consistent with intuitive expectations about men&women:“think leader,think male”Who Will Lead?(cont)10Contingency ApproachesContingency approaches:approaches that seek to delineate t

9、he characteristics of situations and followers and examine the leadership styles that can be used effectivelyFiedlers contingency model:a model designed to diagnose whether a leader is task-oriented or relationship-oriented and match leader style to the situation11Contingency Theory(Fiedler 1978)nLe

10、adership effectiveness is determined by the interaction between the leaders personal characteristics and the characteristics of the situationnLeaders are classified as person oriented or task oriented(which type will be more effective depends on the leaders degree of situational control)nControl dep

11、ends on relationship between leader/followers,the degree of task structure,and the leaders authority(position power)12MeasuringMotivationalStyle Least Preferred Coworker Scale,or LPC scale.“Think of the person whom you least like to work with”The LPC Scale13LPC Scalen He or she may be someone you wo

12、rk with now or someone you knew in the past.This coworker does not have to be the person you like least but should be the person with whom you had the most difficulty in getting a job done.14High LPC leaders most effective in“moderately”favorable situationsLow LPC leaders most effective in very favo

13、rable or very unfavorable situationsIn moderate situations,correlation between LPC&Effectiveness is POSITIVEIn highly favorable/unfavorable situations,correlation between LPC&Effectiveness is NEGATIVEFiedlers Contingency Theory LPC Scale 15Contingency Theory(Fiedler 1978)nThe task oriented leader wi

14、ll be effective in extremely favorable or extremely unfavorable situationsnThe person oriented leader will be more effective in moderately favorable situationsnCriticisms include most of research was in the lab16Path Goal Theory(House 1971)nPath goal theory focuses on the kinds of leader behaviors t

15、hat allow subordinates to achieve personal and organizational goalsnFour leadership styles can be adopted to facilitate employee attainment of goalsDirectiveSupportiveParticipativeAchievement oriented17Path-Goal Situations and Preferred Leader BehaviorsSituationLeader BehaviorImpact on FollowerOutco

16、meSupportive LeadershipDirective LeadershipAchievement-Oriented LeadershipParticipative LeadershipFollowers lack self-confidenceAmbiguous jobLack of job challengeIncorrect rewardIncreases confidence to achieve work outcomesClarifies path to rewardSet and strive for high goalsClarifies followers need

17、s to change rewardsIncreased effort;improved satisfaction and performance18Path Goal Theory(House 1971)nThe most effective leadership style depends on the situation and the characteristics of the subordinatesnRequires leader flexibilitynDirective style works best with unskilled workersnSupportive le

18、adership works best with highly skilled workersnTheory is difficult to test and operationalize19Situational Theory-Hersey and Blanchard(1978)q Hersey and Blanchards extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation,and consequentl

19、y,of determining effective leader behavior.q Hersey and Blanchard suggest that groups benefit from leadership that meshes with the developmental stage of the group.q Effectiveness depends on the leaders task and relationship behaviors.q The Leadership Grid:Blake&Mouton assume that people vary in the

20、ir concern for others and in their concern for results and that individuals who are high on both dimensions(9,9)are the best leaders.20Hersey and Blanchards Situational Theory of LeadershipFollower CharacteristicsAppropriate Leader StyleLow readiness levelModerate readiness levelHigh readiness level

21、Very high readiness levelTelling(high task-low relationship)Selling(high task-high relationship)Participating(low task-high rel.)Delegating(low task-low relationship)21Leader Member Exchange Theory(LMX)(Graen&Schlieman 1978)nLeader member exchange theory(LMX)focuses on how the leader follower relati

22、onship affects the leadership processnSubordinates are of two types:in group and out groupnIn group employees are viewed by the leader as competent,trustworthy,and highly motivatednOut group employees are viewed as incompetent,untrustworthy,and poorly motivated22Leader Member Exchange Theory(LMX)(Gr

23、aen&Schlieman 1978)nTwo leadership styles:supervision(based on formal authority)and leadership(based on persuasion)nLeaders use supervision with out group employees,and leadership with in group membersnLeaders and in group members establish personal relationships leading to mutual support and unders

24、tandingnHigh LMX relationship groups tends to outperform low LMX relationship groups23Transactional vs.Transformational LeadersnTransactional leaders focus on the social interactions between leaders and followersnIt is based on followers perceptions of and expectations about the leaders abilitiesnTh

25、e behavior of transactional leaders depends on what their followers think of them24Transformational LeadersnTransformational leaders are not constrained by their followers perceptions but are free to act to transform(change)their followers viewsnThey challenge and inspire with a sense of purpose and

26、 excitementnThey create a vision and communicate it while accepting feedback and suggestions25Elements of Transformational Leadership26Who is this?27Who is this?28Do not accept the status quoCreate a graphic and compelling vision of the futureAct as role modelsAre often referred to as“tough”Energise

27、 and inspire othersAre said to be“charismatic”Are very instrumental in times of turbulence/crisesProvide sense of individual considerationProvide stimulation(intellectual and emotional)(James MacGregor Burns,1978)29%1._%2._%3._%4._%5._30Leadership StylesnAuthoritarian leadership results when leaders

28、 make all the decisions and tell followers what to do nAuthoritarian leadership works best when situations require rapid and efficient job performance Group performance suffers when leader is under stressnDemocratic leadership results when leaders and followers discuss problems and make decisions jo

29、intly 31Personality Variable MotivationalStructure or Leadership Style“In oversimplified terms,the leader manages the group in either of two ways.He can:Tell people what to do and how to do it.Or share his leadership responsibilities with his group members and involve them in the planning and execut

30、ion of the task.”Fielder,Harvard Business Review,p.11632nOwning ones own personal experiences(values,thoughts,emotions and beliefs)and acting in accordance with ones true self”nLeader-follower relationships characterised by:transparency,openness&trustguidance towards worthy objectivesemphasis on fol

31、lower development(William Gardiner et al,2005)33n“As a concept,leadership should mean a set of values dedicated to promoting human development for the common good of people in a democratic environment,both at the national and international levels”(Adel Safty,2003)n“The modern leader is willing to ta

32、ke responsibility without waiting for a request or bureaucratic permission”(Ronald Heifertz,2003)34Sex differences in leadership effectiveness:Women tend to adopt participative and transformational styles of leadership Men are more likely to enact autocratic,laissez-faire,and transactional styles.Le

33、adership&Gender Differences35n“An emotionally intelligent leader can monitor his or her moods through self-awareness,change them for the better through self-management,understand their impact through empathy,and act in ways that boost others moods through relationship management”(Goleman,Boyatzis&Mc

34、Kee,2001)36n“In the twenty-first century organization,we need to establish communities where everyone shares the experience of serving as a leader,not sequentially,but concurrently and collectively.These I call leaderful organizations.”(Joseph Raelin,2003,p.xi)n“The model makes the case for the end

35、of leadership as we commonly know itthat is,rank-based managementand introduces a method for developing an organisation into a true society of peers.I call this model the peer-based organization”.(Jeffrey Nielsen,2004,p.x)37 nLevel 5:Executive builds enduring greatness through a paradoxical blend of

36、 personal humility and professional willnLevel 4:Effective Leader catalyses commitment to vigorous pursuit of a clear and compelling vision,stimulating higher performance standardsnLevel 3:Competent Manager organises people and resources toward the effective and efficient pursuit of predetermined ob

37、jectivesnLevel 2:Contributing Team Member contributes individual capabilities to the achievement of group objectives and works effectively with others in a group settingnLevel 1:Highly Capable Individual makes productive contributions through talent,knowledge,skills and good work habits(Jim Collins,2001,Good to Great)38