管理学课件第17章领导Leadership

nintheditionSTEPHENP.ROBBINSPowerPointPresentationbyCharlieCookTheUniversityofWestAlabamaMARYCOULTERLeadershipChapter1717–2LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.WhoAreLeadersandWhatIsLeadership•Defineleadersandleadership.•Explainwhymanagersshouldbeleaders.EarlyLeadershipTheories•Discusswhatresearchhasshownaboutleadershiptraits.•Contrastthefindingsofthefourbehavioralleadershiptheories.•Explainthedualnatureofaleader’sbehavior.17–3LEARNINGOUTLINE(cont’d)FollowthisLearningOutlineasyoureadandstudythischapter.ContingencyTheoriesofLeadership•ExplainhowFiedler’stheoryofleadershipisacontingencymodel.•Contrastsituationalleadershiptheoryandtheleaderparticipationmodel.•Discusshowpath-goaltheoryexplainsleadership.ContemporaryViewsonLeadership•Differentiatebetweentransactionalandtransformationalleaders.•Describecharismaticandvisionaryleadership.•Discusswhatteamleadershipinvolves.17–4LEARNINGOUTLINE(cont’d)FollowthisLearningOutlineasyoureadandstudythischapter.LeadershipIssuesintheTwenty-FirstCentury•Tellthefivesourcesofaleader’spower.•Discusstheissuestoday’sleadersface.•Explainwhyleadershipissometimesirrelevant.17–5LeadersandLeadership•Leader–Someonewhocaninfluenceothersandwhohasmanagerialauthority•Leadership–Whatleadersdo;theprocessofinfluencingagrouptoachievegoals•Ideally,allmanagersshouldbeleaders•Althoughgroupsmayhaveinformalleaderswhoemerge,thosearenottheleaderswe’restudyingLeadershipresearchhastriedtoanswer:Whatisaneffectiveleader?17–6EarlyLeadershipTheories•TraitTheories(1920s-30s)(特质理论)Researchfocusedonidentifyingpersonalcharacteristicsthatdifferentiatedleadersfromnonleaderswasunsuccessful.Laterresearchontheleadershipprocessidentifiedseventraitsassociatedwithsuccessfulleadership:Drive,thedesiretolead,honestyandintegrity,self-confidence,intelligence,job-relevantknowledge,andextraversion.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,August2002,pp.765–780.17–8Exhibit17–2BehavioralTheoriesofLeadership(行为理论)17–9Exhibit17–2(cont’d)BehavioralTheoriesofLeadership17–10EarlyLeadershipTheories(cont’d)•BehavioralTheories（行为理论）UniversityofIowaStudies(KurtLewina勒温)Identifiedthreeleadershipstyles:–Autocraticstyle(独裁型风格):centralizedauthority,lowparticipation–Democraticstyle(民主型风格):involvement,highparticipation,feedback–Laissezfairestyle(放任型风格):hands-offmanagementResearchfindings:mixedresults–Nospecificstylewasconsistentlybetterforproducingbetterperformance–Employeesweremoresatisfiedunderademocraticleaderthananautocraticleader.17–11EarlyLeadershipTheories(cont’d)•BehavioralTheories(cont’d)OhioStateStudies（俄亥俄州立大学的研究）Identifiedtwodimensionsofleaderbehavior–Initiatingstructure（定规维度）:theroleoftheleaderindefininghisorherroleandtherolesofgroupmembers–Consideration（关怀维度）:theleader’smutualtrustandrespectforgroupmembers’ideasandfeelings.Researchfindings:mixedresults–High-highleadersgenerally,butnotalways,achievedhighgrouptaskperformanceandsatisfaction.–Evidenceindicatedthatsituationalfactorsappearedtostronglyinfluenceleadershipeffectiveness.17–12EarlyLeadershipTheories(cont’d)•BehavioralTheories(cont’d)UniversityofMichiganStudies（密歇根大学的研究）Identifiedtwodimensionsofleaderbehavior–Employeeoriented（员工导向）:emphasizingpersonalrelationships–Productionoriented（生产导向）:emphasizingtaskaccomplishmentResearchfindings:–Leaderswhoareemployeeorientedarestronglyassociatedwithhighgroupproductivityandhighjobsatisfaction.17–13TheManagerialGrid•ManagerialGrid（管理方格图）Appraisesleadershipstylesusingtwodimensions:Concernforpeople（关心员工）Concernforproduction（关心生产）Placesmanagerialstylesinfivecategories:Impoverishedmanagement（贫乏型(1,1)）Taskmanagement（任务型(9,1)）Middle-of-the-roadmanagement（中庸之道型(5,5)）Countryclubmanagement（乡村俱乐部型(1,9)）Teammanagement（团队型(9,9)）结论表明管理者应该采用(9,9)风格–也没有研究证据支持（9,9）在所有情境下都是最有效的–并未回答如何使管理者成为有效的领导者这一问题17–14Exhibit17–3TheManagerialGridSource:ReprintedbypermissionofHarvardBusinessReview.Anexhibitfrom“BreakthroughinOrganizationDevelopment”byRobertR.Blake,JaneS.Mouton,LouisB.Barnes,andLarryE.Greiner,November–December1964,p.136.Copyright©1964bythePresidentandFellowsofHarvardCollege.Allrightsreserved.17–15ContingencyTheoriesofLeadership（权变领导理论）•TheFiedlerModel(cont’d)（菲德勒模型）Proposesthateffectivegroupperformancedependsuponthepropermatchbetweentheleader’sstyleofinteractingwithfollowersandthedegreetowhichthesituationallowstheleadertocontrolandinfluence.Assumptions:Acertainleadershipstyleshouldbemosteffectiveindifferenttypesofsituations.Leadersdonotreadilychangeleadershipstyles.–Matchingtheleadertothesituationorchangingthesituationtomakeitfavorabletotheleaderisrequired.17–16ContingencyTheories…(cont’d)•TheFiedlerModel(cont’d)Least-preferredco-worker(LPC)questionnaire（最难共事者问卷(LPC)）Determinesleadershipstylebymeasuringresponsesto18pairsofcontrastingadjectives.–