压力管理心理学第十讲 领导

©2007PrenticeHallInc.Allrightsreserved.LeadershipChapterNINE©2007PrenticeHallInc.Allrightsreserved.安息于此地的人，在自己的事业中起用过许多比他更优秀的人。--------美国钢铁大王卡内基为自己写的墓志铭Lead,follow,orgetoutoftheway!-------Anonymous©2007PrenticeHallInc.Allrightsreserved.HOMEWORKDividePoliticsClass2into4groups.Eachgroupisrequiredtoexpoundoneofcontingencytheory,includingHerseyandBlanchard’sSituationalTheory,Leader-MemberExchangeTheory,Path-GoalTheoryandLeader-ParticipationModel.Atthemeantime,eachgrouppreparefor8-minute-presentation,withatleast2-3PPTslipsfornextweekclass.Pleasedescribethefunctionofeachgroupmember.©2007PrenticeHallInc.Allrightsreserved.LeadersandleadershipLeadershipisaninfluenceprocess;therefore,leadersarepeoplewho,bytheiractions,encourageagroupofpeopletomovetowardacommonorsharedgoal.Aleaderisanindividual;leadershipisthefunctionthattheindividualperforms.Individualswithinanorganizationwhohaveauthorityareoftenreferredtoasleaders,regardlessofhowtheyactintheirjobs.©2007PrenticeHallInc.Allrightsreserved.WhatIsLeadership?LeadershipTheabilitytoinfluenceagrouptowardtheachievementofgoals.ManagementUseofauthorityinherentindesignatedformalranktoobtaincompliancefromorganizationalmembers.©2007PrenticeHallInc.Allrightsreserved.managementandleadershipHarvard’sJohnKottercomparesmanagementandleadership.Management,hesays,isaboutdealingwithcomplexity:drawingupformalplans,designingorganizationalstructures,andmonitoringoutcomes.Leadership,incontrast,isaboutcopingwithchange.Leadersestablishdirectionbydevelopingavision;thentheycommunicatethisvisiontopeopleandinspirethemtoovercomeobstacles.Whilebothmanagementandleadershippromoteorganizationaleffectiveness,mostcompaniesareover-managedandunder-led.©2007PrenticeHallInc.Allrightsreserved.领导者与管理者的区别类别管理领导思维过程•发起•集中于事•检视内部•接受现实•创始•集中于人•观察外界•调查现实指导组织•执行计划•改善现状•即时结算•只见树木•建立愿景•创造未来•开拓新市场•看见森林©2007PrenticeHallInc.Allrightsreserved.类别管理领导与员工的关系•严格控制•隶属关系•教学•指导与协调•授权•结交•学习•信任与发展执行模式•效能感（正确做事）•询问“怎么做”、“何时做”•处理复杂性•管理变革•有效感（做正确的事）•询问“是什么”、“为什么”•包容复杂性•创造变革决策方法•政策、制度与程序•依靠过程与系统•不负众望•为高层管理者服务•价值观与原则•依靠观念与权力•追求卓越•为顾客与客户服务©2007PrenticeHallInc.Allrightsreserved.TransitioninLeadershipTheoriesLeadershipTheoriesTraitTheoriesBehavioralTheoriesContingencyTheoriesFiedlerModelHerseyandBlanchard’sSituationalTheoryLeader-MemberExchangeTheoryPath-GoalTheoryLeader-ParticipationModel©2007PrenticeHallInc.Allrightsreserved.TraitTheoriesLeadershipTraits:•Extraversion•Conscientiousness•Openness•EmotionalIntelligence(qualified)TraitsTheoriesofLeadershipTheoriesthatconsiderpersonality,social,physical,orintellectualtraitstodifferentiateleadersfromnonleaders.©2007PrenticeHallInc.Allrightsreserved.TraitTheoriesLimitations:•Nouniversaltraitsfoundthatpredictleadershipinallsituations.•Unclearevidenceofthecauseandeffectofrelationshipofleadershipandtraits.•Betterpredictoroftheappearanceofleadershipthandistinguishingeffectiveandineffectiveleaders.TraitApproachTraits(examples)–Extraversion–Conscientiousness–OpennessAssumption:LeadersarebornGoal:SelectleadersProblems–Traitsdonotgeneralizeacrosssituations–Betteratpredictingleaderemergencethanleadereffectiveness©2007PrenticeHallInc.Allrightsreserved.BehavioralTheories•Behavioraltheory:Leadershipbehaviorscanbetaught.Vs.Traittheory:Leadersareborn,notmade.BehavioralTheoriesofLeadershipTheoriesproposingthatspecificbehaviorsdifferentiateleadersfromnonleaders.BehavioralApproachOhioStateStudies/U.ofMichigan–InitiatingStructure/ProductionOrientation–Consideration/EmployeeOrientationAssumption:LeaderscanbetrainedGoal:DevelopleadersProblem:Effectivebehaviorsdonotgeneralizeacrosssituations©2007PrenticeHallInc.Allrightsreserved.OhioStateStudiesInitiatingStructureTheextenttowhichaleaderislikelytodefineandstructurehisorherroleandthoseofsub-ordinatesinthesearchforgoalattainment.ConsiderationTheextenttowhichaleaderislikelytohavejobrelationshipscharacterizedbymutualtrust,respectforsubordinate’sideas,andregardfortheirfeelings.©2007PrenticeHallInc.Allrightsreserved.研究表明：“高－高”领导常常比其它3种类型的领导者（结构低、关怀低。或两者均低）更能使下属取得高工作绩效和高满意度。但是，当工人从事常规任务时，高结构特点的领导行为会导致高抱怨率、高缺勤率和高离职率，员工的工作满意度水平也很低。行为论不足之处：它没有考虑成功与失败的情景因素©2007PrenticeHallInc.Allrightsreserved.UniversityofMichiganStudiesEmployee-OrientedLeaderEmphasizinginterpersonalrelations;takingapersonalinterestintheneedsofemployeesandacceptingindividualdifferencesamongmembers.Production-OrientedLeaderOnewhoemphasizestechnicalortaskaspectsofthejob.©2007PrenticeHallInc.Allrightsreserved.TheManagerialGrid(BlakeandMouton)EXHIBIT12–1©2007PrenticeHallInc.Allrightsreserved.CONTINGENCYTHEORIES权变理论的理论假设：第一，领导者的有效性依赖于情景因素；第二，这些情景条件可以被分离出来。AllConsidertheSituation–Fiedler’sContingencyModel–HerseyandBlanchard’sSituationalTheory–Leader-MemberExchangeTheory–Path-GoalTheory–Leader-ParticipationModelAssumptionsunderlyingthedifferentmodels:Fiedler:Leader’sstyleisfixedOther’s:Leader’sstylecanandshouldbechangedFiedlerModelLeader:StyleisFixed(Taskorientedvs.Relationshiporiented)ConsidersSituationalFavorablenessforLeader–Leader-memberrelations–Taskstructure–PositionpowerKeyAssumption–Leadermustfit