第十六讲领导

Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall17-1Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall17-2eleventhedition•Defineleaderandleadership•Compareandcontrastearlytheoriesofleadership•Describethethreemajorcontingencytheoriesofleadership•Describecontemporaryviewsofleadership•DiscusscontemporaryissuesaffectingleadershipCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall17-3WhoAreLeadersandWhatIsLeadership?•Leader-Someonewhocaninfluenceothersandwhohasmanagerialauthority.•Leadership-Whatleadersdo;theprocessofinfluencingagrouptoachievegoals.•Ideally,allmanagersshouldbeleaders.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall17-4EarlyLeadershipTheories•TraitTheories(1920s-1930s)–Researchfocusedonidentifyingpersonalcharacteristicsthatdifferentiatedleadersfromnon-leaderswasunsuccessful.–Laterresearchontheleadershipprocessidentifiedseventraitsassociatedwithsuccessfulleadership:•Drive,thedesiretolead,honestyandintegrity,self-confidence,intelligence,job-relevantknowledge,andextraversionCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall17-5Exhibit17-1:SevenTraitsAssociatedwithLeadershipCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall17-6EarlyLeadershipTheories(cont.)•BehavioralTheories–UniversityofIowaStudies(KurtLewin)•Identifiedthreeleadershipstyles:–Autocraticstyle（独裁）:centralizedauthority,lowparticipation–Democraticstyle（民主）:involvement,highparticipation,feedback–Laissezfairestyle（放任）:hands-offmanagement•Researchfindings:mixedresults–Nospecificstylewasconsistentlybetterforproducingbetterperformance.–Employeesweremoresatisfiedunderademocraticleaderthanunderanautocraticleader.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall17-7BehavioralTheories(cont.)•OhioStateStudies–Identifiedtwodimensionsofleaderbehavior:•Initiatingstructure(定规维度):theroleoftheleaderindefininghisorherroleandtherolesofgroupmembers.•Consideration(关怀维度):theleader’smutualtrustandrespectforgroupmembers’ideasandfeelings.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall17-8MixedResultsofOhioStateStudies•Highconsideration/highstructureleadersgenerally,butnotalways,achievedhighscoresongrouptaskperformanceandsatisfaction.•Evidenceindicatedthatsituationalfactorsappearedtostronglyinfluenceleadershipeffectiveness.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall17-9UniversityofMichiganStudies•Identifiedtwodimensionsofleaderbehavior:–Employeeoriented(员工导向):emphasizingpersonalrelationships–Productionoriented(生产导向):emphasizingtaskaccomplishment•Researchfindings:–Leaderswhoareemployeeorientedarestronglyassociatedwithhighgroupproductivityandhighjobsatisfaction.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall17-10TheManagerialGrid•Appraisesleadershipstylesusingtwodimensions:•Concernforpeople•Concernforproduction•Placesmanagerialstylesinfivecategories:•Impoverishedmanagement•Taskmanagement•Middle-of-the-roadmanagement•Countryclubmanagement•TeammanagementCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall17-11Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall17-12Exhibit17-2:BehavioralTheoriesofLeadershipCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall17-13Exhibit17-2:BehavioralTheoriesofLeadership(cont.)Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall17-14ContingencyTheoriesofLeadership•TheFiedlerModel(费德勒模型)–Proposesthateffectivegroupperformancedependsuponthepropermatchbetweentheleader’sstyleofinteractingwithfollowersandthedegreetowhichthesituationallowstheleadertoco