罗宾斯管理学管理者的领导力ManagersasLeaders

EleventheditionSTEPHENP.ROBBINSMARYCOULTERSchoolofManagement,ShanghaiUniversityMangersasLeadersChapter9-316–2Contents1.WhoAreLeadersandWhatIsLeadership2.EarlyLeadershipTheories3.ContingencyTheoriesofLeadership4.ContemporaryViewsonLeadership5.LeadershipIssuesintheTwenty-FirstCentury17–31.WhoAreLeadersandWhatIsLeadership？17–4LeadersandLeadershipDLeader领导–Someonewhocaninfluenceothersandwhohasmanagerialauthority17–5LeadersandLeadershipDLeader领导–Someonewhocaninfluenceothersandwhohasmanagerialauthority17–6LeadersandLeadershipDLeadership领导力–Whatleadersdo;theprocessofinfluencingagrouptoachievegoals管理者为取得目标而做的一系列影响群体成员行为的过程Ideally,allmanagersshouldbeleadersAlthoughgroupsmayhaveinformalleaderswhoemerge,thosearenottheleaderswe’restudying17–7LeadersandLeadershipLeadershipresearchhastriedtoanswer:Whatisaneffectiveleader?如何成为有效的领导？17–8Q1：Doyouthinkleadershaveparticulartraits?领导是否有特质？•ResearchersattheUniversityofCambridgefound:“Menwithlongerringfingers,comparedwiththeirindexfingers,tendedtobemoresucessfulinthehigh-frequencytradingintheLondonfinancialdistrict.”17–9Q2:Ifyes,Whataretraitsofleadersinyouropinion?17–10Outlines2.EarlyLeadershipTheoriesTraitTheoriesBehavioralTheories•UniversityofIowaStudies•TheOhioStateStudies•UniversityofMichiganStudies•TheManagerialGrid17–112.1TraitTheories(1920s-30s)特质理论PersonaltraitidentificationresearchPhysicalstature,appearance,socialclass,emotionalstability,fluencyofspeech,andsociabilityunsuccessful.17–122.1TraitTheories(1920s-30s)特质理论Leadership(领导力）traitidentificationresearchsuccessful①Drive,内在驱动力②Thedesiretolead,领导愿望③Honestyandintegrity,诚实与正直④Self-confidence,自信⑤Intelligence,智慧⑥Job-relevantknowledge,工作相关知识⑦Extraversion.外向性17–13Exhibit17–1SevenTraitsAssociatedwithLeadershipSource: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,August2002,pp.765–780.P46117–14LimitationoftraittheoryTraittheoriesFocusedontraits,ignoredinteractionofleadersandtheirgroupmembersaswellassituationalfactorsFurtherthinkingaboutleadershipWhateffectiveleadersdid?Behaviors17–152.2BehavioralTheories行为理论（1）UniversityofIowaStudies(KurtLewin)爱荷华大学研究Identifiedthreeleadershipstyles:–Autocraticstyle独裁风格:centralizedauthority,lowparticipation–Democraticstyle民主风格:involvement,highparticipation,feedback–Laissezfairestyle放任风格:hands-offmanagement17–16Exhibit17–2BehavioralTheoriesofLeadershipP462Researchfindings:mixedresultsNospecificstylewasconsistentlybetterforproducingbetterperformanceEmployeesweremoresatisfiedunderademocraticleaderthananautocraticleader.17–17BehavioralTheories(cont’d)(2)OhioStateStudies俄亥俄州立大学Identifiedtwodimensionsofleaderbehavior–Initiatingstructure定规维度:–Consideration关怀维度:17–18BehavioralTheories(cont’d)(2)OhioStateStudies俄亥俄州立大学Identifiedtwodimensionsofleaderbehavior–Initiatingstructure定规维度:Theextenttowhichaleaderdefinedhisorherroleandtherolesofgroupmembers。Itincludedbehaviorsthatinvolvedattemptstoorganizework,workrelationships,andgoals.领导者界定自己和成员的角色的程度，包括组织安排工作，梳理工作关系和明确目标的程度–Consideration关怀维度:Theextendtowhichaleaderhadworkrelationshipscharacterizedbymutualtrustandrespectforgroupmembers’ideasandfeelings.领导者在工作中尊重下属的看法和情感并与下属建立相互信任的程度。17–19Exhibit17–2BehavioralTheoriesofLeadershipP462Researchfindings:mixedresultsHigh-highleadersgenerally,butnotalways,achievedhighgrouptaskperformanceandsatisfaction.Evidenceindicatedthatsituationalfactorsappearedtostronglyinfluenceleadershipeffectiveness.16–20BehavioralTheories（3）UniversityofMichiganStudies密歇根大学研究Identifiedtwodimensionsofleaderbehavior–Employeeoriented员工导向:emphasizingpersonalrelationships•(employees’needs,interpersonalrelationships)–Productionoriented生产导向:emphasizingtaskaccomplishment•(technicalortaskaspectofjob)16–21Exhibit17–2(cont’d)BehavioralTheoriesofLeadershipP462Researchfindings:Leaderswhoareemployeeorientedarestronglyassociatedwithhighgroupproductivityandhighjobsatisfaction.17–22（4）TheManagerialGrid管理方格DManagerialGridAppraisesleadershipstylesusingtwodimensions:Concernforpeople关心人Concernforproduction关心生产Placesmanagerialstylesinfivecategories:SeenextpageExhibit17–XManagerialgrid17–23Exhibit17–xTheManagerialGridSource:ReprintedbypermissionofHarvardBusinessReview.Anexhibitfrom“BreakthroughinOrganizationDevelopment”byRobertR.Blake,JaneS.Mouton,LouisB.Barnes,andLarryE.Greiner,November–December1964,p.136.Copyright©1964bythePresidentandFellowsofHarvardCollege.Allrightsreserved.P37417–24Exhibit17–2(cont’d)BehavioralTheoriesofLeadershipP46217–25Outline3.ContingencyTheoriesofLeadership•TheFiedlerModel•HerseyandBlanchard’sSituationalLeadershipTheory•RobertHouse’sPath-GoalModel权变的领导理论•ContingencyTheories•If,Then17–2617–273.1TheFiedlerModel费德勒模型DTheFiedlerModel费德勒模型Ifamanager’sleaderstyleisthis,thenhe/sheshouldworkinthissituationIfasituationisthat,thenthatsituationneedsathattypeofleaderAssumptionsofFiedler:Therearedifferenttypesofworks(situations)anddifferen