组织行为学Lecture9

OrganizationalBehaviorCrystalLinLecture9Lecture9LeadershipBossBossAfterlisteningtomylecturecarefully,youshouldalsobeableto:1.Contrastleadershipandmanagement.2.Understandtraittheories.3.Explainbehavioraltheories.4.Describecontingencymodel.5.Learnaboutcharismaticleaders6.Understandtransactional,transitionalandvisionaryleadership.7.Learnhowtobecomeatransformationalleader.LEARNINGOBJECTIVES1.FundamentalsmanagementUseofauthorityinherentindesignatedformalranktoobtaincompliancefromorganizationalmembersLeadershipTheabilitytopositivelyinfluencepeopleandsystemstohaveameaningfulimpactandachieveresults1.1whatisleadershipManagementLeadershipFormalinfluenceFormalinfluenceInformalinfluenceLegitimatepowerLegitimatepowerExpertpowerReferentpower1.2DifferencesbetweenmanagementandleadershipLeadersvs.ManagersLEADERS:zzinnovateinnovatezzfocusonpeoplefocusonpeoplezzinspiretrustinspiretrustzzhavealonghavealong--rangeviewrangeviewzzaskwhatandwhyaskwhatandwhyzzhaveeyesonhorizonhaveeyesonhorizonzzoriginateoriginatezzchallengestatusquochallengestatusquozzdotherightthingdotherightthingMANAGERS:MANAGERS:zzadministrateadministratezzfocusonsystemsandfocusonsystemsandstructuresstructureszzrelyoncontrolrelyoncontrolzzhaveashorthaveashort--rangeviewrangeviewzzaskhowandwhenaskhowandwhenzzhaveeyesonbottomlinehaveeyesonbottomlinezzinitiateinitiatezzacceptstatusquoacceptstatusquozzdothingsrightdothingsright2.TraditionalTheories•TraitTheories•BehavioralTheories•ContingencyTheories2.1TraitTheoriesInvolvesdiscerninghowtobealeaderbyexaminingthecharacteristicsandmethodsofrecognizedleaders.Involvesdiscerninghowtobealeaderbyexaminingthecharacteristicsandmethodsofrecognizedleaders.TraitTheoriesofLeadershipTheoriesthatconsiderpersonality,social,physical,orintellectualtraitstodifferentiateleadersfromnon-leaders.CharacteristicsofSuccessfulLeadersTraitorCharacteristicDriveHonestyandintegrityLeadershipmotivationSelf-confidenceCognitiveabilityKnowledgeofthebusinessCreativityFlexibilityDescriptionDesireforachievement;ambition;highenergy;tenacity;initiativeTrustworthy;reliable;openDesiretoexerciseinfluenceoverotherstoreachsharedgoalsTrustinownabilitiesIntelligence;abilitytointegrateandinterpretlargeamountsofinformationKnowledgeofindustry,relevanttechnicalmattersOriginalityAbilitytoadapttoneedsoffollowersandrequirementsofsituation-1TraitTheoriesLimitations:•Nouniversaltraitsfoundthatpredictleadershipinallsituations.•Traitspredictbehaviorbetterin“weak”than“strong”situations.•Unclearevidenceofthecauseandeffectofrelationshipofleadershipandtraits.•Betterpredictoroftheappearanceofleadershipthandistinguishingeffectiveandineffectiveleaders.LimitationsLimitations::••NouniversaltraitsfoundthatpredictNouniversaltraitsfoundthatpredictleadershipinallsituations.leadershipinallsituations.••TraitspredictbehaviorbetterinTraitspredictbehaviorbetterin““weakweak””thanthan““strongstrong””situations.situations.••UnclearevidenceofthecauseandeffectUnclearevidenceofthecauseandeffectofrelationshipofleadershipandtraits.ofrelationshipofleadershipandtraits.••BetterpredictoroftheappearanceofBetterpredictoroftheappearanceofleadershipthandistinguishingeffectiveleadershipthandistinguishingeffectiveandineffectiveleaders.andineffectiveleaders.2.2BehavioralTheories•Traittheory:Leadersareborn,notmade.•Behavioraltheory:Leadershiptraitscanbetaught.••Traittheory:Traittheory:Leadersareborn,notmade.Leadersareborn,notmade.••Behavioraltheory:Behavioraltheory:Leadershiptraitscanbetaught.Leadershiptraitscanbetaught.BehavioralTheoriesofLeadershipTheoriesproposingthatspecificbehaviorsdifferentiateleadersfromnon-leaders.Thebehavioralapproach--Attemptstodeterminethetypesofleadershipbehaviorsthatleadtosuccessfultaskperformanceandemployeesatisfaction.(1)OhioStateStudiesInitiatingStructureTheextenttowhichaleaderislikelytodefineandstructurehisorherroleandthoseofsub-ordinatesinthesearchforgoalattainment.ConsiderationTheextenttowhichaleaderislikelytohavejobrelationshipscharacterizedbymutualtrust,respectforsubordinate’sideas,andregardfortheirfeelings.(2)UniversityofMichiganStudiesEmployee-OrientedLeaderEmphasizinginterpersonalrelations;takingapersonalinterestintheneedsofemployeesandacceptingindividualdifferencesamongmembers.Production-OrientedLeaderOnewhoemphasizestechnicalortaskaspectsofthejob.(3)TheManagerialGridConcernforPeople123456789ConcernforProductionLowHighLowHigh9876543215,5patternMiddle-of-the-roadmanagement9,1patternTaskmanagement9,9patternTeammanagement-theidealstyle1,9pattern“Countryclub”management1,1patternImpoverishedmanagementFig.8-12.3ContingencyTheory•Thecontingencyapproach--Holdsthatthereisnouniversalapproachtoleadership.Rather,effectiveleadershipbehaviordependsonsituationalfactors(i.e.whoisleading,whoisled,andwhatisthesituation)thatmaychangeovertime.S=f(L,F,E)(1)Fiedler’sContingencyModelThetheorythateffectivegroupsdependonapropermatchbetweenaleader’sstyleofinteractingwithsubordinatesandthedegreetowhichthesituationgivescontrolandinfluencetotheleader.LeastPreferredCo-Worker(LPC)QuestionnaireAnin