罗宾斯管理学第九版课件9erobbins17-精品文档

nintheditionSTEPHENP.ROBBINSPowerPointPresentationbyCharlieCookTheUniversityofWestAlabamaMARYCOULTER©2007PrenticeHall,Inc.Allrightsreserved.LeadershipChapter17©2007PrenticeHall,Inc.Allrightsreserved.*17–2LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.WhoAreLeadersandWhatIsLeadership•Defineleadersandleadership.•Explainwhymanagersshouldbeleaders.EarlyLeadershipTheories•Discusswhatresearchhasshownaboutleadershiptraits.•Contrastthefindingsofthefourbehavioralleadershiptheories.•Explainthedualnatureofaleader’sbehavior.©2007PrenticeHall,Inc.Allrightsreserved.*17–3LEARNINGOUTLINE(cont’d)FollowthisLearningOutlineasyoureadandstudythischapter.ContingencyTheoriesofLeadership•ExplainhowFiedler’stheoryofleadershipisacontingencymodel.•Contrastsituationalleadershiptheoryandtheleaderparticipationmodel.•Discusshowpath-goaltheoryexplainsleadership.ContemporaryViewsonLeadership•Differentiatebetweentransactionalandtransformationalleaders.•Describecharismaticandvisionaryleadership.•Discusswhatteamleadershipinvolves.©2007PrenticeHall,Inc.Allrightsreserved.*17–4LEARNINGOUTLINE(cont’d)FollowthisLearningOutlineasyoureadandstudythischapter.LeadershipIssuesintheTwenty-FirstCentury•Tellthefivesourcesofaleader’spower.•Discusstheissuestoday’sleadersface.•Explainwhyleadershipissometimesirrelevant.©2007PrenticeHall,Inc.Allrightsreserved.*17–5LeadersandLeadership•Leader–Someonewhocaninfluenceothersandwhohasmanagerialauthority•Leadership–Whatleadersdo;theprocessofinfluencingagrouptoachievegoals•Ideally,allmanagersshouldbeleaders•Althoughgroupsmayhaveinformalleaderswhoemerge,thosearenottheleaderswe’restudyingLeadershipresearchhastriedtoanswer:Whatisaneffectiveleader?©2007PrenticeHall,Inc.Allrightsreserved.*17–6EarlyLeadershipTheories•TraitTheories(1920s-30s)Researchfocusedonidentifyingpersonalcharacteristicsthatdifferentiatedleadersfromnonleaderswasunsuccessful.Laterresearchontheleadershipprocessidentifiedseventraitsassociatedwithsuccessfulleadership:Drive,thedesiretolead,honestyandintegrity,self-confidence,intelligence,job-relevantknowledge,andextraversion.©2007PrenticeHall,Inc.Allrightsreserved.*17–7Exhibit17–1SevenTraitsAssociatedwithLeadershipSource:S.A.KirkpatrickandE.A.Locke,“Leadership:DoTraitsReallyMatter?”AcademyofManagementExecutive,May1991,pp.48–60;T.A.Judge,J.E.Bono,R.llies,andM.W.Gerhardt,“PersonalityandLeadership:AQualitativeandQuantitativeReview,”JournalofAppliedPsychology,August2019,pp.765–780.©2007PrenticeHall,Inc.Allrightsreserved.*17–8Exhibit17–2BehavioralTheoriesofLeadership©2007PrenticeHall,Inc.Allrightsreserved.*17–9Exhibit17–2(cont’d)BehavioralTheoriesofLeadership©2007PrenticeHall,Inc.Allrightsreserved.*17–10EarlyLeadershipTheories(cont’d)•BehavioralTheoriesUniversityofIowaStudies(KurtLewin)Identifiedthreeleadershipstyles:–Autocraticstyle:centralizedauthority,lowparticipation–Democraticstyle:involvement,highparticipation,feedback–Laissezfairestyle:hands-offmanagementResearchfindings:mixedresults–Nospecificstylewasconsistentlybetterforproducingbetterperformance–Employeesweremoresatisfiedunderademocraticleaderthananautocraticleader.©2007PrenticeHall,Inc.Allrightsreserved.*17–11EarlyLeadershipTheories(cont’d)•BehavioralTheories(cont’d)OhioStateStudiesIdentifiedtwodimensionsofleaderbehavior–Initiatingstructure:theroleoftheleaderindefininghisorherroleandtherolesofgroupmembers–Consideration:theleader’smutualtrustandrespectforgroupmembers’ideasandfeelings.Researchfindings:mixedresults–High-highleadersgenerally,butnotalways,achievedhighgrouptaskperformanceandsatisfaction.–Evidenceindicatedthatsituationalfactorsappearedtostronglyinfluenceleadershipeffectiveness.©2007PrenticeHall,Inc.Allrightsreserved.*17–12EarlyLeadershipTheories(cont’d)•BehavioralTheories(cont’d)UniversityofMichiganStudiesIdentifiedtwodimensionsofleaderbehavior–Employeeoriented:emphasizingpersonalrelationships–Productionoriented:emphasizingtaskaccomplishmentResearchfindings:–Leaderswhoareemployeeorientedarestronglyassociatedwithhighgroupproductivityandhighjobsatisfaction.©2007PrenticeHall,Inc.Allrightsreserved.*17–13TheManagerialGrid•ManagerialGridAppraisesleadershipstylesusingtwodimensions:ConcernforpeopleConcernforproductionPlacesmanagerialstylesinfivecategories:ImpoverishedmanagementTaskmanagementMiddle-of-the-roadmanagementCountryclubmanagementTeammanagement©2007PrenticeHall,Inc.Allrightsreserved.*17–14Exhibit17–3TheManagerialGridSource:ReprintedbypermissionofHarvardBusinessReview.Anexhibitfrom“BreakthroughinOrganizationDevelopment”byRobertR.Blake,JaneS.Mouton,LouisB.Barnes,andLarryE.Greiner,November–December1964,p.136.Copyright©1964bythePresidentandFellowsofHarvardCollege.Allrightsreserved.©2007PrenticeHall,Inc.Allrightsreserved.*17–15ContingencyTheoriesofLeadership•TheFiedlerModel(cont’d)Proposesthateffectivegroupperformancedependsuponthepropermatchbetweentheleader’sstyleofinteractingwithfollowersandthedegreetowhichthesituationallowstheleadertocontrolandinfluence.Assumptions:Acertainleadershipstyleshouldbemost