罗宾斯管理学管理者的领导力ManagersasLeaders

1、Mangers as LeadersChapter9-3Contents Who Are Leaders and What Is LeadershipEarly Leadership TheoriesContingency Theories of LeadershipContemporary Views on LeadershipLeadership Issues in the Twenty-First Century2Who Are Leaders and What Is Leadership？3Leaders and LeadershipD Leader 领导 Someone who ca

2、n influence others and who has managerial authority4Leaders and LeadershipD Leader 领导 Someone who can influence others and who has managerial authority5Leaders and LeadershipD Leadership 领导力 What leaders do; the process of influencing a group to achieve goals管理者为取得目标而做的一系列影响群体成员行为的过程Ideally, all man

3、agers should be leadersAlthough groups may have informal leaders who emerge, those are not the leaders were studying6Leaders and LeadershipLeadership research has tried to answer: What is an effective leader?如何成为有效的领导？7Q1：Do you think leaders have particular traits? 领导是否有特质？Researchers at the Univer

4、sity of Cambridge found: “Men with longer ring fingers,compared with their index fingers, tended to be more sucessful in the high-frequency trading in the London financial district.” 8Q2: If yes, What are traits of leaders in your opinion?9Outlines2. Early Leadership TheoriesTrait TheoriesBehavioral

5、 Theories University of Iowa Studies The Ohio State Studies University of Michigan Studies The Managerial Grid102.1 Trait Theories (1920s-30s) 特质理论Personal trait identification research Physical stature, appearance, social class, emotional stability, fluency of speech, and sociability unsuccessful.

6、112.1 Trait Theories (1920s-30s) 特质理论Leadership (领导力） trait identification research successfulDrive, 内在驱动力The desire to lead, 领导愿望 Honesty and integrity, 诚实与正直Self-confidence, 自信Intelligence, 智慧Job-relevant knowledge, 工作相关知识 Extraversion. 外向性12Exhibit 171Seven Traits Associated with LeadershipSource

7、: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive, May 1991, pp. 4860; T. A. Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology, August 2002, pp.

8、 765780.P46113Limitation of trait theory Trait theories Focused on traits, ignored interaction of leaders and their group members as well as situational factorsFurther thinking about leadership What effective leaders did? Behaviors142.2 Behavioral Theories 行为理论（1）University of Iowa Studies (Kurt Lew

9、in) 爱荷华大学研究Identified three leadership styles:Autocratic style 独裁风格: centralized authority, low participationDemocratic style 民主风格: involvement, high participation, feedbackLaissez faire style 放任风格: hands-off management15Exhibit 172Behavioral Theories of LeadershipP462Research findings: mixed result

10、sNo specific style was consistently better for producing better performanceEmployees were more satisfied under a democratic leader than an autocratic leader.16Behavioral Theories (contd)(2) Ohio State Studies 俄亥俄州立大学Identified two dimensions of leader behaviorInitiating structure 定规维度: Consideration

11、 关怀维度: 17Behavioral Theories (contd)(2) Ohio State Studies 俄亥俄州立大学Identified two dimensions of leader behaviorInitiating structure 定规维度: The extent to which a leader defined his or her role and the roles of group members。 It included behaviors that involved attempts to organize work, work relationsh

12、ips, and goals. 领导者界定自己和成员的角色的程度，包括组织安排工作，梳理工作关系和明确目标的程度Consideration 关怀维度: The extend to which a leader had work relationships characterized by mutual trust and respect for group members ideas and feelings. 领导者在工作中尊重下属的看法和情感并与下属建立相互信任的程度。18Exhibit 172Behavioral Theories of LeadershipP462Research fi

13、ndings: mixed resultsHigh-high leaders generally, but not always, achieved high group task performance and satisfaction.Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.19Behavioral Theories （3）University of Michigan Studies 密歇根大学研究Identified two di

14、mensions of leader behaviorEmployee oriented 员工导向: emphasizing personal relationships (employees needs, interpersonal relationships)Production oriented 生产导向: emphasizing task accomplishment ( technical or task aspect of job)20Exhibit 172 (contd) Behavioral Theories of LeadershipP462Research findings

15、: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.21（4） The Managerial Grid 管理方格D Managerial GridAppraises leadership styles using two dimensions:Concern for people 关心人Concern for production 关心生产Places managerial styles in five categor

16、ies:See next page Exhibit 17X Managerial grid22Exhibit 17xTheManagerialGridSource: Reprinted by permission of Harvard Business Review. An exhibit from “Breakthrough in Organization Development” by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and Larry E. Greiner, NovemberDecember 1964, p. 136.

17、Copyright 1964 by the President and Fellows of Harvard College. All rights reserved.P37423Exhibit 172 (contd)Behavioral Theories of LeadershipP46224Outline3. Contingency Theories of LeadershipThe Fiedler ModelHersey and Blanchards Situational Leadership TheoryRobert Houses Path-Goal Model权变的领导理论25Co

18、ntingency Theories If, Then263.1 The Fiedler Model 费德勒模型D The Fiedler Model 费德勒模型If a managers leader style is this, then he/she should work in this situationIf a situation is that, then that situation needs a that type of leaderAssumptions of Fiedler: There are different types of works (situations)

19、 and different types of managers. Leaders do not readily change leadership styles.A certain leadership style should be most effective in different types of situations.Matching the leader to the situation or changing the situation to make it favorable to the leader is required.273.1 The Fiedler Model

20、 费德勒模型D The Fiedler Model 费德勒模型Proposes that effective group performance depends upon the proper match between the leaders style of interacting with followers and the degree to which the situation allows the leader to control and influence.领导风格与员工的匹配；领导者能够控制和影响情境的程度；绩效取决于这两者的匹配28key factors in leade

21、rship successHow to identify styles of leadershipHow to evaluate the situation29How to match? -The Fiedler Model (contd)Measurement and Match 测量与匹配方法：Leader ship style: Least-preferred co-worker (LPC) questionnaire最难共事者问卷 Determines leadership style by measuring responses to 18 pairs of contrasting

22、adjectives. pleasant-unpleasant cold-warm boring-interestingHigh score 64 : a relationship-oriented leadership style 关系取向Low score Telling 命令型R2: followers are unable but willing Selling 教练型R3: followers are able but unwilling Participating 参与型R4: followers are able and willing Delegating 授权型383.3 P

23、ath-Goal Model 路径-目标模型 罗伯特 豪斯States that the leaders job is to assist his or her followers in attaining their goals and to provide direction or support to ensure their goals are compatible with organizational goals. 领导者的工作是帮助下属达到他们的目标，为下属提供指导与支持，以确保下属各自的目标与组织的目标保持一致。Leaders assume different leadersh

24、ip styles at different times depending on the situation:Directive leader 指示型Supportive leader 支持型Participative leader 参与型Achievement oriented leader 成就导向型39Exhibit 174Path-Goal Theory 路径-目标理论 罗伯特 豪斯P46840Some Prediction & ConclusionsSome PredictionsDirective leadership Supportive leadershipParticipa

25、tive leadership 参与型Achievement oriented leadership 成就导向型. ConclusionLeaders compensates for shortcomings Employee performance and satisfaction Explaining already clear tasks/tasks able to be handled Employee performance and satisfactionRP46841Learning Outlines 4. Contemporary Views of LeadershipTran

26、sactional and transformational leaders.Charismatic and visionary leadership.Team leadership.424.1 Leader-Member Exchange（LMX) TheoryLeader-Member Exchange TheoryThe leadership theory that says leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, les

27、s turnover, and greater job satisfactionHow to choose members: similarities, competence. Characteristics drive the decisions 434.2 Transformational Leadership-Transactional Leadership 变革型与交易型领导Transactional Leadership 交易型领导Leaders who guide or motivate their followers in the direction of established

28、 goals by exchanging rewards for their productivity.Transformational Leadership 变革型领导Leaders who stimulate and inspire followers to achieve extraordinary outcomes.Focus on followers interesting and development needs, help followers by looking at old problems in new waysResearches support TLBusiness,

29、 military leadersLeaders in Start-up firms44Think different45乔布斯希望挖走百事可乐高管约翰斯卡利(John Sculley)，因此对斯卡利说:464.3 Charismatic-Visionary Leadership 领袖魅力型与愿景规划型领导Charismatic Leadership 领袖魅力型领导D An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.Ex

30、: Jeff Bezos, founder and CEO of A47Jeff Bezos, founder and CEO of A484.3 Charismatic-Visionary Leadership 领袖魅力型与愿景规划型领导Characteristics of charismatic leaders:Have a vision.Are able to articulate 表达 the vision.Are willing to take risks to achieve the vision.Are sensitive to the environment and follo

31、wer needs.Exhibit behaviors that are out of the ordinary.Ex: Jeff Bezos, founder and CEO of A494.3 Charismatic-Visionary Leadership 领袖魅力型与愿景规划型领导Charismatic Leadership 领袖魅力型领导Most research shows positive relationship between charismatic leadership and high performance and satisfactionCharismatic lea

32、dership can be learned. EX: charismatic coursesCharismatic leadership is not always productive, most appropriate when the followers task has an ideological purpose or when the environment involves a high degree of stress and uncertainty504.3 Charismatic-Visionary Leadership Visionary Leadership 愿景规划

33、型领导A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation.Visionary leaders have the ability to:Explain the vision to others.Express the vision not just verbally but through behavior.Extend or apply the vision to diffe

34、rent leadership contexts. EX: Chiairman Mao Zhedong Founders of many venture companies 514.4 Team Leadership 团队领导Team Leadership CharacteristicsHaving patience to share informationBeing able to trust others and to give up authorityUnderstanding when to interveneTeam Leaders JobManaging the teams ext

35、ernal boundaryFacilitating the team processCoaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communication52Exhibit 175Specific Team Leadership RolesP47253Learning Outline5. Leadership Issues in the Twenty-First CenturyFive sources of a

36、leaders power.Issues todays leaders face.自545.1 Managing PowerSources of Leaders PowerLegitimate power 法定权力The power a leader has as a result of his or her position.Coercive power 强制权力The power a leader has to punish or control.Reward power 奖赏权力The power to give positive benefits or rewards.Expert p

37、ower 专家权力The influence a leader can exert as a result of his or her expertise, skills, or knowledge.Referent power 参照权力The power of a leader that arise because of a persons desirable resources or admired personal traits.Most effective leaders rely on several different forms of power to affect the be

38、havior and performance of their followers.555.2 Developing Credibility and TrustCredibility (of a Leader) 信誉The assessment of a leaders honesty, competence, and ability to inspire by his or her followers 对领导的诚实、胜任力和鼓舞他人的能力的判断。Trust 信任Is the belief of followers and others in the integrity, character,

39、 and ability of a leader. 为人、人格和领导能力的信仰。Dimensions of trust: integrity, competence, consistency, loyalty, and openness. 正直，能力，一贯，忠诚，开放Is related to increases in job performance, organizational citizenship behaviors, job satisfaction, and organization commitment.56Exhibit 176Suggestions for Building

40、TrustPractice openness.Be fair.Speak your feelings.Tell the truth.Show consistency.Fulfill your promises.Maintain confidences.Demonstrate competence.P474575.3 Empowering EmployeesEmpowerment 授权Why empower employees?Quicker responses problems and faster decisions.Addresses the problem of increased sp

41、ans of control in relieving managers to work on other problems.585.4 Leading Across Cultures Effective leaders use different leading styles in different cultures Universal Elements of Effective LeadershipVision 愿景Foresight 远见Providing encouragement 鼓励Trustworthiness 值得信耐Dynamism 充满活力Positiveness 积极性

42、Proactiveness 主动性59Exhibit 177Selected Cross-Cultural Leadership FindingsKorean leaders are expected to be paternalistic toward employees.Arab leaders who show kindness or generosity without being asked to do so are seen by other Arabs as weak.Japanese leaders are expected to be humble and speak fre

43、quently.Scandinavian and Dutch leaders who single out individuals with public praise are likely to embarrass, not energize, those individuals.Effective leaders in Malaysia are expected to show compassion while using more of an autocratic than a participative style.Effective German leaders are charac

44、terized by high performance orientation, low compassion, low self-protection, low team orientation, high autonomy, and high participation.Source: Based on J. C. Kennedy, “Leadership in Malaysia: Traditional Values, International Outlook,” Academy of Management Executive, August 2002, pp. 1517; F.C.

45、Brodbeck, M. Frese, and M. Javidan, “Leadership Made in Germany: Low on Compassion, High on Performance,” Academy of Management Executive, February 2002, pp. 1629; M. F. Peterson and J. G. Hunt, “International Perspectives on International Leadership,” Leadership Quarterly, Fall 1997, pp. 20331; R.

46、J. House and R. N. Aditya, “The Social Scientific Study of Leadership: Quo Vadis?” Journal of Management, vol. 23, no. 3, (1997), p. 463; and R. J. House, “Leadership in the Twenty-First Century,” in A. Howard (ed.), The Changing Nature of Work (San Francisco: Jossey-Bass, 1995), p. 442.P475605.5 Gender Differences and LeadershipResearch FindingsMales and females use different styles:Women tend to adopt a more democratic or participative style unless in a