国外组织行为学课件皮尔森ch09

Chapter9/Slide1Copyright©2011PearsonCanadaInc.Chapter9LeadershipChapter9/Slide2Copyright©2011PearsonCanadaInc.LearningObjectives1.Defineleadershipanddiscusstheroleofformalandstrategicleadership.2.Explainandcriticallyevaluatethetraitapproachtoleadership.3.Explaintheconceptsofleaderconsideration,initiatingstructure,reward,andpunishmentbehaviourandtheirconsequences.Chapter9/Slide3Copyright©2011PearsonCanadaInc.LearningObjectives4.DescribeandevaluateFiedler’sContingencyTheory,CognitiveResourceTheory,andHouse’sPath-GoalTheory.5.ExplainhowandwhentouseparticipativeleadershipusingtheVroomandJagomodel.6.DescribeandevaluateLeader-Member-ExchangeTheory.Chapter9/Slide4Copyright©2011PearsonCanadaInc.LearningObjectives7.Discussthemeritsoftransactionalandtransformationalleadership.8.Defineanddiscussethicalandauthenticleadership.9.Explaintherolethatcultureplaysinleadershipeffectivenessanddescribegloballeadership.10.Describegenderdifferencesinleadershipandexplainwhywomenareunderrepresentedinleadershiprolesinorganizations.Chapter9/Slide5Copyright©2011PearsonCanadaInc.WhatIsLeadership?•Theinfluencethatparticularindividualsexertonthegoalachievementofothersinanorganizationalcontext.•Effectiveleadershipexertsinfluenceinawaythatachievesorganizationalgoals.Chapter9/Slide6Copyright©2011PearsonCanadaInc.StrategicLeadership•Leadershipthatinvolvestheabilitytoanticipate,envision,maintainflexibility,thinkstrategically,andworkwithotherstoinitiatechangesthatwillcreateaviablefuturefortheorganization.•Strategicleadersareopenandhonestintheirinteractionswiththeorganization’sstakeholdersandtheyfocusonthefuture.Chapter9/Slide7Copyright©2011PearsonCanadaInc.FormalLeadership•Individualswithtitlessuchasmanager,executive,supervisor,anddepartmentheadoccupyformalorassignedleadershiproles.•Theyareexpectedtoinfluenceothers,andtheyaregivenspecificauthoritytodirectemployees.•Individualsmightalsoemergetooccupyinformalleadershiproles.Theydonothaveformalauthority.Chapter9/Slide8Copyright©2011PearsonCanadaInc.AreLeadersBorn?TheSearchforLeadershipTraits•Theassumptionthatthosewhobecomeleadersanddoagoodjobofitpossessaspecialsetoftraitsthatdistinguishthemfromothers.Chapter9/Slide9Copyright©2011PearsonCanadaInc.ResearchonLeadershipTraits•ThesearchforleadershiptraitsbeganduringWorldWarI.•Traitsareindividualcharacteristicssuchasphysicalattributes,intellectualability,andpersonality.•Sometraitsareassociatedwithleadership.Chapter9/Slide10Copyright©2011PearsonCanadaInc.TraitsAssociatedwithLeadershipEffectivenessChapter9/Slide11Copyright©2011PearsonCanadaInc.ResearchonLeadershipTraits(continued)•Threeofthe“BigFive”dimensionsofpersonality(agreeableness,extraversion,opennesstoexperience)arerelatedtoleadershipbehaviours.•Intelligenceisrelatedtoleadershipbutnotasstronglyaspreviouslythought.Chapter9/Slide12Copyright©2011PearsonCanadaInc.LimitationsoftheTraitApproach•Itisdifficulttodeterminewhethertraitsmaketheleaderorwhethertheopportunityforleadershipproducesthetraits.•Doesnottelluswhatleadersdotoinfluenceotherssuccessfully.•Itdoesnottakeintoaccountthesituationinwhichleadershipoccurs.Chapter9/Slide13Copyright©2011PearsonCanadaInc.LimitationsoftheTraitApproach(continued)•Sometraitsareassociatedwithleadershipsuccess.•Traitsalonearenotsufficientforsuccessfulleadership.•Traitsareonlyapreconditionforcertainactionsthataleadermusttakeinordertobesuccessful.Chapter9/Slide14Copyright©2011PearsonCanadaInc.TheBehaviourofLeaders•Themostinvolved,systematicstudyofleadershipwasbegunatOhioStateUniversityinthe1940s.•Employeesdescribedtheirsuperiorsalonganumberofbehaviouraldimensions.•Theresultsrevealedtwobasickindsofbehaviour:–Consideration–InitiatingstructureChapter9/Slide15Copyright©2011PearsonCanadaInc.Consideration•Theextenttowhichaleaderisapproachableandshowspersonalconcernandrespectforemployees.•Theconsiderateleaderisseenasfriendlyandegalitarian,expressesappreciationandsupport,andisprotectiveofgroupwelfare.Chapter9/Slide16Copyright©2011PearsonCanadaInc.InitiatingStructure•Thedegreetowhichaleaderconcentratesongroupgoalattainment.•Thestructuringleaderclearlydefinesandorganizeshisorherroleandtherolesoffollowers,stressesstandardprocedures,schedulestheworktobedone,andassignsemployeestoparticulartasks.Chapter9/Slide17Copyright©2011PearsonCanadaInc.TheConsequencesofConsiderationandStructure•Considerationandinitiatingstructurebothcontributepositivelytoemployees’motivation,jobsatisfaction,andleadereffectiveness.•Considerationismorestronglyrelatedtofollowersatisfaction,motivation,andleadereffectiveness.Chapter9/Slide18Copyright©2011PearsonCanadaInc.TheConsequencesofConsiderationandStructure(continued)•Initiatingstructureisslightlymorestronglyrelatedtoleaderjobperformanceandgroupperformance.•Therelativeimportanceofconsiderationandinitiatingstructurevariesaccordingtothenatureoftheleadershipsituation.Chapter9/Slide19Copyright©2011PearsonCanadaInc.TheConsequencesofConsiderationandStructure:TheNatureoftheSituation•Whenemployeesareunderahighdegreeofpressureduetodeadlines,uncleartasks,orexternalthreat,i