组织行为学(英文版)第10章

weipingChapter10LeadershipInstructor:WeiPing(Elizabethwei)Department:BusinessAdministrationRequiredTextbook:EssentialsofOrganizationalBehavior”10thedition.byStephenP.RobbinsweipingChapter10LeadershipPart1LeadershiptheoriesPart2ContemporaryissuesinleadershipweipingPart1LeadershiptheoriesWhatisleadership?Leadershipistheabilitytoinfluenceagrouptowardtheachievementofgoals.Notallleadersaremanagers,nor,forthatmatter,areallmanagersleader.Leaderscanemergefromwithinagroupaswellasbeingformallyappointed.weipingBasesofPowerFormalpowerCoercivepowerRewardpowerLegitimatepowerInformationpowerweipingBasesofPowerPersonalpowerExpertpowerReferentpowerCharismaticpowerweipingLeadershiptheoriesTraittheoriesBehavioraltheoriesContingencytheoriesLeadershiptheoriesweipingTraittheoriesTraitsConsistentlyAssociatedwithLeadership:DriveandambitionDesiretoleadandinfluenceothersHonestyandintegritySelf-confidenceIntelligenceHighself-monitoringIn-depthtechnicalknowledgeweipingBehavioraltheoriesOhiostatestudiesInitiatingstructureConsiderationUniversityofMichiganstudiesProduction-orientedleaderEmployee-orientedleaderweipingTheManagerialGrid(BlakeandMouton,1969)CountryClubManagement1,99,95,59,11,1ImpoverishedManagementConcernforPeoplelowHighConcernforProductionlowHighTask-orientedManagementTeamManagementMiddle-of-the-RoadManagement123456789987654321weipingContingencyTheoriesFiedlerLeadershipModelEffectivegroupsdependuponapropermatchofleader’sstyleofinteractingwithsubordinatesandthedegreetowhichthesituationgivescontrolandinfluencetotheleader.•Leader’sstyle:Least-PreferredCo-Worker(LPC)QuestionnaireRelationship-orientedTask-oriented•ThreesituationalfactorsLeader-memberrelationsTaskstructurePositionpowerLeader’sstylemustmatchwiththesituationweipingFindingsfromtheFiedlerModelCategoryLeader-memberRelationsTaskStructurePositionPowerIIIIIIIVVVIVIIVIIIGoodGoodGoodGoodPoorPoorPoorPoorHighHighLowLowHighHighLowLowStrongWeakStrongWeakStrongWeakStrongWeakPerformanceGoodPoorFavorableModerateUnfavorableTaskorientedRelationshiporientedweipingLeader-MemberExchange(LMX)TheoryLeadersestablishaspecialrelationshipwithasmallgroupoffollowersIn-GroupPeoplethattheleadertrustsGetadisproportionateamountofleader’stimeMorelikelytoreceivespecialprivilegesOut-GroupLessoftheleader’stimeFewerofpreferredrewardsthatleadercontrolsLeader-followerrelationsbasedonformalauthorityweipingPart2ContemporaryissuesinleadershipCharismaticleadershipTransformationalleadershipweipingCharismaticleadershipKeycharacteristicsofcharismaticleaders1.Visionandarticulation2.Personalrisk3.Sensitivitytofollowerneeds4.UnconventionalbehaviorweipingTransactionalleaderContingentrewardManagementbyexception(active)Managementbyexception(passive)Laissez-FaireweipingTransformationalleaderIdealizedinfluenceInspirationalmotivationIntellectualstimulationIndividualizedconsideration