领导和激励的好教程(1)

lLeadershipandMotivationChapter1LeadershipTheoryLeadershipandMotivationChapter1LeadershipTheorylLeadershipLeadershipLeadershipistheprocesswhereapersonexertsinfluenceoverothersandinspires,motivatesanddirectstheiractivitiestoachievegoals.Effectiveleadershipincreasesthefirm’sabilitytomeetnewchallenges.„Leader:Thepersonexertingtheinfluence.‹PersonalLeadershipStyle:thewaysleaderschoosetoinfluenceothers.„Someleadersdelegateandsupportsubordinates,othersareveryauthoritarian.„Managersatalllevelshavetheirownleadershipstyle.lLeadershipAcrossCulturesLeadershipAcrossCultureszLeadershipstylesmayvaryoverdifferentcultures.„Europeanmanagerstendtobemorepeople-orientedthanAmericanorJapanesemanagers.‹Japanesecultureisverycollectiveoriented,whileAmericanfocusesmoreonprofitability.„Timehorizonsalsoareaffectedbycultures.‹U.S.firmsoftenfocusonshort-runefforts.‹Japanesefirmstakealonger-termoutlook.lSourcesofPowerSourcesofPowerRewardPowerRewardRewardPowerPowerLegitimatePowerLegitimateLegitimateCoercivePowerCoerciveCoercivePowerPowerPowerPowerExpertPowerExpertExpertPowerPowerReferentPowerReferentReferentPowerPowerEnablemanagerstobeleaders&influencesubordinatestoachievegoalsEnablemanagerstobeEnablemanagerstobeleaders&influenceleaders&influencesubordinatestosubordinatestoachievegoalsachievegoalslSourcesofPowerSourcesofPowerzUsedtoaffectother’sbehaviorandgetthemtoactingivenways.„LegitimatePower:manager’sauthorityresultingbytheirmanagementpositioninthefirm.‹Canbepowertohire/fireworkers,assignwork./„RewardPower:basedonthemanager’sabilitytogiveorwithholdrewards.‹Payraises,bonuses,verbalpraise.‹Effectivemanagersuserewardpowertosignalemployeestheyaredoingagoodjob.lSourcesofPowerSourcesofPower„CoercivePower:basedinabilitytopunishothers.‹Rangesfromverbalreprimandtopaycutstofiring.‹Canhaveseriousnegativesideeffects.„ExpertPower:basedonspecialskillsofleader.‹First&middlemanagershavemostexpertpower.‹Oftenfoundintechnicalability.„ReferentPower:resultsfrompersonalcharacteristicsoftheleaderwhichearnworker’srespect,loyaltyandadmiration.‹Usuallyheldbylikablemanagerswhoareconcernedabouttheirworkers.lEmpowermentEmpowermentzProcessofgivingworkersatalllevelsauthoritytomakedecisionsandtheresponsibilityfortheiroutcomes.Empowermenthelpsmanagers:zGetworkersinvolvedinthedecisions.„Increaseworkercommitmentandmotivation.„Tofocusonotherissues.zEffectivemanagersusuallyempowersubstantialauthoritytoworkers.lLeadershipTheoryApproachTraittheoryBasicLeadershipStylesBehavioralTheoriesOhioStateandUniversityofMichiganTheManagerialGridContingencyLeadership(Fiedler’sTheory)lTraitTheoryTraitTheorySoughttoidentifypersonalcharacteristicsresponsibleforeffectiveleadership.ƒResearchshowsthattraitsdoappeartobeconnectedtoeffectiveleadership.–Many“traits”aretheresultofskillsandknowledge.–Notalleffectiveleaderspossessallthesetraits.lBasicLeadershipStylesAutocraticStyleLeader1.Theindividualisveryconsciousofhisorherposition.2.Heorshehaslittletrustandfaithinmembersofthegroup.3.Thisleaderbelievespayisajustrewardforworkingandtheonlyrewardthatwillmotivateemployees.4.Ordersareissuedtobecarriedout,withnotquestionsallowedandnoexplanationsgiven.Groupmembers1.Noresponsibilityisassumedforperformance,withpeoplemerelydoingwhattheyaretold.2.Productionisgoodwhentheleaderispresentbutpoorintheleader’sabsence.lBasicLeadershipStylesDemocratic/ParticipativeStyle/Leader1.Decisionmakingissharedbetweentheleaderandthegroup.2.Whentheleaderisrequiredorforcedtomakeadecision,hisorherreasoningisexplainedtothegroup.3.Criticismandpraisearegivenobjectively.Groupmembers1.Newideasandchangearewelcomed.2.Afeelingofresponsibilityisdevelopedwithinthegroup.3.Qualityofworkandproductivitygenerallyarehigh.4.Thegroupgenerallyfeelssuccessful.lBasicLeadershipStylesLaissez-FaireStyleLeader1.Heorshehasnoconfidenceinhisorherleadershipability.2.Thisleaderdoesnotsetgoalsforthegroup.Groupmembers1.Decisionsaremadebywhoeverinthegroupiswillingtodoit.2.Productivitygenerallyislow,andworkissloppy.3.Individualshavelittleinterestintheirwork.4.Moraleandteamworkgenerallyarelow.lBehavioralTheoriesIdentifytypesofbehavior.ƒ“Consideration”,“Relationship”,or“People-Oriented”:Leadersshowcaretowardworkers.“”“”“”ƒ“InitiatingStructure”,“Job-Oriented”,or“Task-Oriented”:Leaderstakestepstomakesureworkisdone.Thisisdonebyassigningwork,settinggoals,etc.“”“”“”lConsideration&InitiatingStructureConsideration&InitiatingStructureConsiderationConsiderationInitiatingStructureInitiatingStructureIsfriendly,approachableDolittlethingstomakeitfuntobeamemberofgroupGiveadvancenoticeofchangesWillingtomakechangesTreatsgroupmembersasequalsIsfriendly,approachableDolittlethingstomakeitfuntobeamemberofgroupGiveadvancenoticeofchangesWillingtomakechangesTreatsgroupmembersasequalsTriesoutideasinthegroupLetsgroupmembersknowwhatisexpectedAssignsworkerstotasksSchedulesworktobedoneMaintainsstandardsofperformanceTriesoutideasinthegroupLetsgroupmembersknowwhatisexpectedAssignsworkerstotasksSchedulesworktobedoneMaintainsstandardsofperformancelContingencyModelsContingencyModelsFiedler’sMod