管理学课件-第17章-领导Leadership.ppt

ninth editionninth editionSTEPHEN P.ROBBINSSTEPHEN P.ROBBINSPowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West AlabamaMARY COULTERMARY COULTERLeadershipChapterChapter17L E A R N I N G O U T L I N E L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.Who Are Leaders and What Is LeadershipWho Are Leaders and What Is Leadership Define leaders and leadership.Define leaders and leadership.Explain why managers should be leaders.Explain why managers should be leaders.Early Leadership TheoriesEarly Leadership Theories Discuss what research has shown about leadership traits.Discuss what research has shown about leadership traits.Contrast the findings of the four behavioral leadership Contrast the findings of the four behavioral leadership theories.theories.Explain the dual nature of a leaders behavior.Explain the dual nature of a leaders behavior.2L E A R N I N G O U T L I N E (contd)L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.Contingency Theories of LeadershipContingency Theories of Leadership Explain how Fiedlers theory of leadership is a Explain how Fiedlers theory of leadership is a contingency model.contingency model.Contrast situational leadership theory and the leader Contrast situational leadership theory and the leader participation model.participation model.Discuss how path-goal theory explains leadership.Discuss how path-goal theory explains leadership.Contemporary Views on LeadershipContemporary Views on Leadership Differentiate between transactional and transformational Differentiate between transactional and transformational leaders.leaders.Describe charismatic and visionary leadership.Describe charismatic and visionary leadership.Discuss what team leadership involves.Discuss what team leadership involves.3L E A R N I N G O U T L I N E (contd)L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.Leadership Issues in the Twenty-First CenturyLeadership Issues in the Twenty-First Century Tell the five sources of a leaders power.Tell the five sources of a leaders power.Discuss the issues todays leaders face.Discuss the issues todays leaders face.Explain why leadership is sometimes irrelevant.Explain why leadership is sometimes irrelevant.4Leaders and Leadership Leader Someone who can influence others and who has Leader Someone who can influence others and who has managerial authoritymanagerial authority Leadership What leaders do;the process of influencing a Leadership What leaders do;the process of influencing a group to achieve goalsgroup to achieve goals Ideally,all managers Ideally,all managers should beshould be leaders leaders Although groups may have informal leaders who emerge,Although groups may have informal leaders who emerge,those are not the leaders were studyingthose are not the leaders were studyingLeadership research has tried to answer:Leadership research has tried to answer:What is an effective What is an effective leader?leader?5Early Leadership TheoriesTrait Theories(1920s-30s)(Trait Theories(1920s-30s)(特质理论特质理论)Research focused on identifying personal Research focused on identifying personal characteristics that differentiated leaders from characteristics that differentiated leaders from nonleadersnonleaders was unsuccessful.was unsuccessful.Later research on the leadership process identified Later research on the leadership process identified seven traits associated with successful leadership:seven traits associated with successful leadership:v vDrive,the desire to lead,honesty and integrity,self-Drive,the desire to lead,honesty and integrity,self-confidence,intelligence,job-relevant knowledge,confidence,intelligence,job-relevant knowledge,and extraversion.and extraversion.6Exhibit 171Exhibit 171Seven Traits Associated with LeadershipSeven Traits Associated with LeadershipSource: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.765780.7Exhibit 172Exhibit 172Behavioral Theories of Leadership(Behavioral Theories of Leadership(行为理论行为理论行为理论行为理论)8Exhibit 172(contd)Exhibit 172(contd)Behavioral Theories of LeadershipBehavioral Theories of Leadership9Early Leadership Theories(contd)Behavioral TheoriesBehavioral Theories（行为理论）（行为理论）University of Iowa Studies(Kurt University of Iowa Studies(Kurt LewinaLewina勒温勒温)v vIdentified three leadership styles:Identified three leadership styles:Autocratic style(Autocratic style(独裁型风格独裁型风格独裁型风格独裁型风格 ):):centralized authority,low centralized authority,low participationparticipation Democratic style(Democratic style(民主型风格民主型风格民主型风格民主型风格 ):):involvement,high involvement,high participation,feedbackparticipation,feedback Laissez faire style(Laissez faire style(放任型风格放任型风格放任型风格放任型风格 ):):hands-off management hands-off managementv vResearch findings:mixed resultsResearch findings:mixed results No specific style was consistently better for producing No specific style was consistently better for producing better performancebetter performance Employees were more satisfied under a democratic leader Employees were more satisfied under a democratic leader than an autocratic leader.than an autocratic leader.10Early Leadership Theories(contd)Behavioral Theories(contd)Behavioral Theories(contd)Ohio State StudiesOhio State Studies（俄亥俄州立大学的研究俄亥俄州立大学的研究俄亥俄州立大学的研究俄亥俄州立大学的研究 ）v vIdentified two dimensions of leader behaviorIdentified two dimensions of leader behavior Initiating structureInitiating structure（定规维度定规维度定规维度定规维度 ）:the role of the leader in the role of the leader in defining his or her role and the roles of group membersdefining his or her role and the roles of group members ConsiderationConsideration（关怀维度关怀维度关怀维度关怀维度 ）:the leaders mutual trust the leaders mutual trust and respect for group members ideas and feelings.and respect for group members ideas and feelings.v vResearch findings:mixed resultsResearch findings:mixed results High-high leaders generally,but not always,achieved high High-high leaders generally,but not always,achieved high group task performance and satisfaction.group task performance and satisfaction.Evidence indicated that situational factors appeared to Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.strongly influence leadership effectiveness.11Early Leadership Theories(contd)Behavioral Theories(contd)Behavioral Theories(contd)University of Michigan StudiesUniversity of Michigan Studies（密歇根大学的研究密歇根大学的研究密歇根大学的研究密歇根大学的研究 ）v vIdentified two dimensions of leader behaviorIdentified two dimensions of leader behavior Employee orientedEmployee oriented（员工导向员工导向员工导向员工导向 ）:emphasizing personal emphasizing personal relationshipsrelationships Production orientedProduction oriented（生产导向生产导向生产导向生产导向 ）:emphasizing task emphasizing task accomplishmentaccomplishmentv vResearch findings:Research findings:Leaders who are employee oriented are strongly Leaders who are employee oriented are strongly associated with high group productivity and high job associated with high group productivity and high job satisfaction.satisfaction.12The Managerial Grid Managerial GridManagerial Grid（管理方格图）（管理方格图）Appraises leadership styles using two dimensions:Appraises leadership styles using two dimensions:v vConcern for peopleConcern for people（关心员工关心员工关心员工关心员工 ）v vConcern for productionConcern for production（关心生产关心生产关心生产关心生产）Places managerial styles in five categories:Places managerial styles in five categories:v vImpoverished managementImpoverished management（贫乏型贫乏型贫乏型贫乏型(1,1)(1,1)）v vTask management Task management（任务型任务型任务型任务型(9,1)(9,1)）v vMiddle-of-the-road management Middle-of-the-road management（中庸之道型中庸之道型中庸之道型中庸之道型(5,5)(5,5)）v vCountry club management Country club management（乡村俱乐部型乡村俱乐部型乡村俱乐部型乡村俱乐部型(1,9)(1,9)）v vTeam management Team management（团队型团队型团队型团队型(9,9)(9,9)）v v结论表明管理者应该采用结论表明管理者应该采用(9,9)(9,9)风格风格 也没有研究证据支持（也没有研究证据支持（9,99,9）在所有情境下都是最有效的）在所有情境下都是最有效的 并未回答如何使管理者成为有效的领导者这一问题并未回答如何使管理者成为有效的领导者这一问题13Exhibit 173Exhibit 173TheTheManagerialManagerialGridGridSource: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.Copyright 1964 by the President and Fellows of Harvard College.All rights reserved.14Contingency Theories of Leadership（权（权变领导理论）变领导理论）The Fiedler Model(contd)The Fiedler Model(contd)（菲德勒模型）（菲德勒模型）Proposes that effective group performance depends Proposes that effective group performance depends upon the proper match between the leaders style of upon the proper match between the leaders style of interacting with followers and the degree to which the interacting with followers and the degree to which the situation allows the leader to control and influence.situation allows the leader to control and influence.Assumptions:Assumptions:v vA certain leadership style should be most effective A certain leadership style should be most effective in different types of situations.in different types of situations.v vLeaders do not readily change leadership styles.Leaders do not readily change leadership styles.Matching the leader to the situation or changing the Matching the leader to the situation or changing the situation to make it favorable to the leader is required.situation to make it favorable to the leader is required.15Contingency Theories(contd)The Fiedler Model(contd)The Fiedler Model(contd)Least-preferred co-worker(LPC)questionnaireLeast-preferred co-worker(LPC)questionnaire（最难最难最难最难共事者问卷共事者问卷共事者问卷共事者问卷(LPC)(LPC)）v vDetermines leadership style by measuring Determines leadership style by measuring responses to 18 pairs of contrasting adjectives.responses to 18 pairs of contrasting adjectives.High score:a relationship-oriented leadership High score:a relationship-oriented leadership stylestyle Low score:a task-oriented leadership styleLow score:a task-oriented leadership styleSituational factors in matching leader to the situation:Situational factors in matching leader to the situation:v vLeader-member relationsLeader-member relations（上下级关系）（上下级关系）v vTask structureTask structure（任务结构）（任务结构）v vPosition powerPosition power（职位权力）（职位权力）16Exhibit 174Exhibit 174Findings of the Fiedler ModelFindings of the Fiedler Model17Contingency Theories(contd)Hersey and Blanchards Situational Leadership Hersey and Blanchards Situational Leadership Theory(SLT)(Theory(SLT)(赫塞赫塞-布兰查德的情境领导理论布兰查德的情境领导理论 )Argues that successful leadership is achieved by Argues that successful leadership is achieved by selecting the right leadership style which is contingent selecting the right leadership style which is contingent on the level of the followers readiness.on the level of the followers readiness.v vAcceptanceAcceptance（）（）（）（）:leadership effectiveness leadership effectiveness depends on whether followers accept or reject a depends on whether followers accept or reject a leader.leader.v vReadinessReadiness（）（）（）（）:the extent to which followers have the extent to which followers have the ability and willingness to accomplish a specific the ability and willingness to accomplish a specific task.task.Leaders must relinquish control over and contact with Leaders must relinquish control over and contact with followers as they become more competent.followers as they become more competent.18Contingency Theories(contd)Hersey and Blanchards Situational Leadership Theory Hersey and Blanchards Situational Leadership Theory(SLT)(SLT)(赫塞赫塞-布兰查德的情境领导理论布兰查德的情境领导理论 )Creates four specific leadership styles incorporating Fiedlers Creates four specific leadership styles incorporating Fiedlers two leadership dimensions:two leadership dimensions:v vTellingTelling（告知（告知（告知（告知 ）:high task-low relationship leadership high task-low relationship leadershipv vSellingSelling（推销（推销（推销（推销 ）:high task-high relationship leadership high task-high relationship leadershipv vParticipatingParticipating（参与（参与（参与（参与 ）:low task-high relationship leadership low task-high relationship leadershipv vDelegating(Delegating(授权授权授权授权 ):):low task-low relationship leadership low task-low relationship leadership19Contingency Theories(contd)Hersey and Blanchards Situational Leadership Hersey and Blanchards Situational Leadership Theory(SLT)Theory(SLT)Posits four stages follower readiness:Posits four stages follower readiness:v vR1:R1:followers are unable and unwilling followers are unable and unwillingv vR2:R2:followers are unable but willing followers are unable but willingv vR3:R3:followers are able but unwilling followers are able but unwillingv vR4:R4:followers are able and willing followers are able and willing20Contingency Theories(contd)Leader Participation Model(Vroom and Leader Participation Model(Vroom and YettonYetton)(领导参与模型领导参与模型)Posits that leader behavior must be adjusted to reflect Posits that leader behavior must be adjusted to reflect the task structurethe task structurewhether it is routine,whether it is routine,nonroutinenonroutine,or in betweenbased on a sequential set of rules or in betweenbased on a sequential set of rules(contingencies)for determining the form and amount(contingencies)for determining the form and amount of follower participation in decision making in a given of follower participation in decision making in a given situation.situation.21Contingency Theories(contd)Leader Participation Model Leader Participation Model ContingenciesContingencies（领导（领导参与模型）参与模型）:Decision significanceDecision significanceImportance of commitmentImportance of commitmentLeader expertiseLeader expertiseLikelihood of commitmentLikelihood of commitmentGroup supportGroup supportGroup expertiseGroup expertiseTeam competenceTeam competence22Exhibit 175Exhibit 175Leadership Styles in the Vroom Leader Participation ModelLeadership Styles in the Vroom Leader Participation Model Decide(Decide(裁决裁决裁决裁决 ):):Leader makes the decision alone and either announces or Leader makes the decision alone and either announces or sells it to group.sells it to group.Consult IndividuallyConsult Individually（个别磋商（个别磋商（个别磋商（个别磋商 ）:Leader presents the problem to group Leader presents the problem to group members individually,gets their suggestions,and then makes the decision.members individually,gets their suggestions,and then makes the decision.Consult GroupConsult Group（群体磋商（群体磋商（群体磋商（群体磋商 ）:Leader presents the problem to group Leader presents the problem to group members in a meeting,gets their suggestions,and then makes the decision.me