Lesson_12_Leadership_(领导力)

1Lesson12LEADERSHIP2OverviewIntroduction:Whatisleadership?Whystudyleadership?HistoricalDevelopmentsofLeadershipApproachesTraitsApproachesBehaviouralApproachesContingencyApproachesTransformationalApproachesPower:Theleader’sSourceofInfluenceSummaryandConclusion3WHATISLEADERSHIP?Leadershipistheabilitytoinfluenceagrouptowardtheachievementofgoals(Robbins).Leadingistheprocessofcreatingvision,inspiringcommitmentanddirectinghuman-resourceeffortstowardorganisationalobjectives(Schmerhorn).KeyWords:Influencing;OrganisationalObjectives;Vision;Inspiration;Commitment4WHYSTUDYLEADERSHIP?Employeesbelievethatorganisationalsuccessesandfailuresarelinkedtoleadership.(Robbins)Leadersmanagethemanagementfunctions5QuotesonLeadershipLeaders,inspecialway,areliableforwhathappensinthefuture,ratherthanwhatishappeningday-to-day.(MaxDePree,chairmanoftheboardandCEOofHermanMiller,Inc.)Withleadership,youeitheruseitorloseit.(Leelaccoca,ChairmanoftheboardofChryslerCorp)cont…6QuotesonLeadershipInanycase,leadershipisfinallyacollaborativeendeavour.(WarrenBennis,authorandleadershipscholar)Toleadthepeople,walkbehindthem…Asforthebestleaders,thepeopledonotnoticetheirexistence.Thenextbest,thepeoplehonourandpraise.Thenext,peoplefear;andthenextthepeoplehate…Whenthebestleader’sworkisdone,thepeoplesay,“Wediditourselves!”(Lao-Tse,Chinesesage)cont..7HISTORICALDEVELOPMENTSOFLEADERSHIPAPPROACHESTraitApproach(1900-1946)BehaviouralApproach(1948-1965)ContingencyApproach(1967-1975)NewLeadershipApproachesTheoryofCharismaticLeadership(House,1977)TheoryofTransformationalLeadership(Burns,1978;Bass,1985)8TraitsApproachTheearliesteffortstounderstandleadershipsuccessfocusedontheleader’spersonalcharacteristicsortraits.Basedontheassumptionthatcertainphysical,social,andpersonalcharacteristicsareinherentinleaders;Arguesthatpresenceorabsenceofthesecharacteristicsdistinguishesleadersfromnon-leaders.Personalfactorsthatdistinguishtheleader,suchasintelligenceandappearance.Cont…9TraitsApproachPhysicalcharacteristicsThisreferstothelooks,appearance,groomingofthemanagers.SocialcharacteristicsThesetraitsarerelatedtotheabilitytobesociable,communicationskillsandabilitytogetalongwithothers.PersonalityPersonalitytraitsareassociatedwiththeindividual’scharacter.Effectiveleadersusuallyexhibitanout-going,aggressivepersonality.Cont…10TraitsApproachIntelligencecharacteristicsThesecharacteristicsrefertotheabilityoftheindividualtousehismentalabilitiestoassessissues,makedecisionsandsolveproblems.WorkrelatedcharacteristicsSuchcharacteristicsrefertotheindividual’sattitudetowardswork,suchaswhetherheisambitious,achievement-orientedandsetshighgoals/targetstoachieve.11CriticismofTraitModelDoesnotassignweightstotraitsDoesnotconsiderfollowersorsituationsDoesnottellyouwhattraitsareimportantDoesnottakeintoconsiderationlowreliabilityandvalidityoftests12BEHAVIOURALAPPROACHESFocusesondifferencesinactionsofeffectiveandineffectiveleaders;Basedonhowtheydelegatetaskstosubordinates;whereandwhentheycommunicatetoothers;andhowtheyperformtheirroles;Unliketraits,behaviorscanbeobservedandlearned.13LeadershipStylesOneofthebetterknownbehavioralapproacheswasmadepopularbyKurtLewinhestudiedthefollowingleadershipstyles-AutocraticDemocraticLaissez-faireParticipative14AutocraticLeaderstellsemployeeswhattodoLeaderstendtomake:UnilateraldecisionsDictateworkmethodLimitworkerknowledgeaboutgoalstojustifythenextsteptobeperformedGivepunitivefeedback15DemocraticLeaderseeksmajorityrulefromworkersTheytend:ToinvolvethegroupindecisionmakingToletgroupdetermineworkmethodsTomakeoverallgoalsknownTousefeedbackasanopportunityforhelpfulcoaching16Laissez-faireLeaderletsgroupmembersmakealldecisionsGivethegroupcompletefreedomProvidenecessarymaterialsParticipateonlytoanswerquestionsAvoidgivingfeedbacksE.g.writers,painters,expert-specialistworkers17ParticipativeLeaderallowsandexpectsworkerparticipationLeaderstendto:Involvesubordinatesindecision-makingthroughconsultationAskingthemfortheiropinionsShareinformationwithsubordinates18TheUniversityofMichiganStudiesClassifiedleaders’behaviorsasproduction-centeredoremployee-centered;ConcernforProduction(taskorientedorproductioncentred)Extenttowhichtheleaderdefinesandstructuretheroleofthesubordinates,suchasdefiningworktask,assigningtaskresponsibilities,setclearworkstandardsConcernforPeople(considerationoremployeecentred)Theextenttowhichtheleadershowsrespect,friendship,concernforfollowers’well-being,comfortandmutualrespectbetweenleaderandfollowers19CONTINGENCY(SITUATIONAL)APPROACHESApproachesthatencouragemanagerstobeflexibleandadopttheappropriateleadership,dependingoncircumstances.20FactorsinfluencingLeadershipstyleFactorswhichdetermineappropriateleadershipstyleCharacteristicsoftheManager-Background,education,experience,values,knowledge,objectives,andexpectations.CharacteristicsoftheEmployees-Background,education,experience,values,knowledge,objectives,andexpectations.Requirementsofthesituation-Size,complexity,objectives,structure,an