HerseyBlanchard情境理论and.ppt

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1、Chapter 10,LEADERSHIP,17-1,Learning Objectives,You should learn to:1.Define the leader and explain the difference between the leader and manager2.Summarize the trait theories of leader3.Describe behavioral theories of leadership4.Explain the Fiedler contingency model5.Contrast the Hersey-Blanchard情境

2、理论and leader participation models of leadership6.Summarize the path-goal路径目标model,Prentice Hall,2002,17-2,Learning Objectives(cont.),You should learn to:7.Contrast transactional事务领导者and transformational leaders变革领导者8.Describe the main characteristics of leaders领袖魅力,visionary愿景规划,and team leaders9.Ex

3、plain the various sources of power a leader might possess10.Describe how leaders can create a culture of trust11.Explain gender and cultural differences in leadership,17-3,Leadership,1.Define the leader and explain the difference between the leader and managerLeader:someone who can influence others

4、to perform beyond the actions dictated by formal authority.Leader may either be appointed or emerge from within a group.Manager:someone who are appointed and have legitimate power that allows them to reward and punish,and their ability to influence is founded upon the formal authority inherent in th

5、eir positions.Leadership:process of influencing a group toward the achievement of goals.,17-4,Early Leadership Theories,2.Summarize the trait theories of leaderleader traits特质-characteristics that might be used to differentiate leaders from nonleaders;might be used as a basis for selecting the“right

6、”people to assume formal leadership positions.-6 traits of the leaders differed from nonleaders:Drive:exerting（发挥）high energy levels:The desire to lead:wanting to influence others and willingness to take responsibility;Honesty and integrity:being truthful and nondeceitful and being consistent in one

7、s actions.,17-5,Early Leadership Theories,Self-control:an absence of self-doubt;Intelligence:ability to gather,synthesize,and interpret large amounts of information;Job-relevant knowledge:knowledge about the company and industry to assist in making well-informed decision.proved to be impossible to i

8、dentify a set of traits that would always differentiate leaders from nonleadersexplanations based solely on traits ignored the interactions of leaders,their groups,and situational factors,17-6,Early Leadership Theories,3.Behavioral Theoriesknow the effective leaders would be provided on the basis of

9、 training leaders(1)University of Iowa Studies-Kurt Lewin艾奥瓦大学的研究-科特勒温 explored three leadership stylesautocratic独裁型风格-leader dictated work methodsdemocratic-involved employees in decision makingused feedback to coach employeeslaissez-faire放任型风格-gave the group complete freedomsatisfaction higher wit

10、h democratic leader,17-7,Early Leadership Theories(cont.),Behavioral Theories(cont.)(2)Ohio State Studies Business Research Institute俄亥俄州立大学商业研究院的研究-identified two dimensions of leadershipinitiating structure着手组织维度-extent to which a leader was likely to define and structure her/his role and the role

11、s of group members to seek goal attainmentconsideration关怀员工维度-extent to which a leader had job relationships characterized by mutual trust and respect for group members ideas and feelingsFindings：high-high leaders高高型领导者achieved high group task performance and satisfactionhowever,high-high was not al

12、ways effective,17-8,Early Leadership Theories(cont.),(3)University of Michigan Survey Research Centre Studies密歇根大学调查研究中心的研究-identified two dimensions of leadershipemployee oriented-emphasized interpersonal relationshipsaccepts individual differences among subordinatesFinding:associated with high pro

13、ductivity and high job satisfaction与高生产率正相关 production oriented-emphasized the technical or task aspects of the jobconcerned with accomplishing the groups tasksFinding:associated with low productivity and low job satisfaction,17-9,Early Leadership Theories(cont.),(4)Managerial Grid管理方格(p295)C FPe Co

14、ncern for production(CFPr),17-10,Early Leadership Theories(cont.),-two-dimensional grid that provides a framework for conceptualizing leadership style by Robert Black and Jane Moutondimensions are concern for people and concern for productionfive management styles describedimpoverished贫乏型(1,1)-minim

15、um effort to reach goals and sustain organization membershiptask(9,1)-arrange operations to be efficient with minimum human involvementmiddle-of-the-road中庸之道型(5,5)-adequate performance by balancing work and human concerns,17-11,Early Leadership Theories(cont.),country club(1,9)-attention to human ne

16、eds and creation of comfortable work environmentteam(9,9)-committed people motivated by a common purpose,trust,and mutual respectconcluded that managers should use(9,9)stylelittle empirical evidence to support this conclusionno rationale基本原理 for what made a manager an effective leader,17-12,Continge

17、ncy Theories Of Leadership,Basic Assumptionsleader effectiveness depends on the situationmust isolate situational conditions情境条件or contingencies,17-13,4.Explain the Fiedler contingency model Fiedler Model费德勒模型 effective group performance depends on matching the leaders style and the degree to which

18、the situation permits the leader to control and influenceLeast-Preferred Coworker(LPC)最难共事者问卷-measures the leaders style of interacting with subordinateshigh LPC-least preferred coworker described in relatively favorable terms相对积极的词汇来描述leader is relationship orientedlow LPC-least preferred coworker

19、described in relatively unfavorable termsleader is task oriented,Contingency Theories(cont.),17-14,Contingency Theories(cont.),model assumes that leaders style was always the same and could not change in different situationsthree contingency factors that identify eight possible leadership situations

20、 that vary in favorabilityleader-member relations-degree of confidence,trust,and respect members had for leadertask structure-degree to which job assignments were formalized and procedurized规范化和程序化position power-degree of influence a leader had over power-based activities运用权力活动施加影响,17-15,Findings Of

21、 The Fiedler Model,17-16,Contingency Theories(cont.),results indicated that:task-oriented leaders performed better in situations that are very favorable to them and in situations that are very unfavorablerelationship-oriented leaders performed better in situations that are moderately favorableimplic

22、ations for improving leadershipplace leaders in situations suited to their stylechange the situation to fit the leaderconsiderable empirical support for the modelunrealistic to assume that leader cannot alter her/his style,17-17,Contingency Theories(cont.),5.Contrast the Hersey-Blanchard Situational

23、 Leadership Theory赫塞-布兰查德情境理论and leader participation models of leadership by Victor Vroom and Phillip Yetton.Hersey and Blanchards Situational Leadership Theoryappropriate leadership style is contingent on the followers readiness成熟度 readiness-extent to which people have the ability and willingness

24、to accomplish a specific taskreflects the reality that it is followers who accept or reject the leaderbased on two leadership dimensionstask behaviorsrelationship behaviors,17-18,Contingency Theories(cont.),Situational Leadership Theory(cont.)four leadership styles defined by the two dimensionsTelli

25、ng告知-leader defines roles and tells people how to do their jobspeople are neither competent nor confidentSelling推销-leader is both directive and supportivepeople are unable but willing to do necessary tasksParticipating-leader and follower make decisionspeople are able but unwilling to do the jobDele

26、gating授权-leader provides little direction or supportpeople are able and willing to do the jobtests of the theory have yielded disappointing results,17-19,Hersey and Blanchards Situational Leadership Model,17-20,Contingency Theories(cont.),Leader-Participation ModelVictor Vroom维克多弗罗姆and associates-re

27、late leadership behavior and participation to decision makingprovides a sequential set of rules to follow in determining the form and amount of participation in decision makingrule selection determined by the situationprovides an excellent guide to help managers choose an appropriate leadership styl

28、e to fit the situation,17-21,Leader Participation Model(cont.)-5 Leadership Styles(p300)Decide裁决-leader makes decision alone,either announcing or telling to groupConsult Individually个别磋商-leader makes decision after obtaining feedback from group members individuallyConsult Group群体磋商-leader makes deci

29、sion after obtaining feedback from group members in meetingFacilitate推动和促进-leader,acting as facilitator助推器,defines problem and boundaries范围for decision-making after presenting it to groupDelegate授权-leader permits group to make decision within prescribed limits规定的限制,Contingency Theories(cont.),17-22,

30、Time-Driven Model,17-23,Contingency Theories(cont.),6.Summarize the path-goal路径目标model Path-Goal ModelRobert House罗伯特豪斯-leaders job is to assist followers in attaining their goals that are compatible with the overall objectives of the group or organizationleader behavior is:acceptable可接受的to the degr

31、ee that group views leader behavior as a source of immediate or future satisfactionmotivational激励作用to the extent that it:makes satisfaction of subordinates needs contingent on effective performanceprovides the coaching,guidance,support,and rewards necessary for effective performance,17-24,Contingenc

32、y Theories(cont.),identifies four leadership behaviorsDirective指示型领导者-describes tasks,sets schedules,and offers guidance on task performanceSupportive-shows concern for subordinatesParticipative-relies on subordinates suggestions when making a decisionAchievement oriented-sets challenging goalsassum

33、es that a leader can display any or all of the behaviors depending on the situation,17-25,Contingency Theories(cont.),two classes of contingency variables两大类权变变量 environment-outside the controldetermine the type of leader behavior required personal a part of characteristics of the followerdetermine

34、how the environment and leader behavior are interpreted解释 leader behavior will be ineffective when:it is redundant重复with sources of environmental structure 环境内容与领导者行为彼此重复 it is incongruent不一致 with follower characteristicsmost evidence supports the logic underlying逻辑基础 the model,17-26,Path-Goal Theor

35、y,Environmental Contingency Factors,Task Structure Formal Authority System Work Group,Leader Behavior,Directive Supportive Participative Achievement oriented,Outcomes,Performance Satisfaction,SubordinateContingency Factors,Locus of Contro控制点 Experience Perceived Ability,17-27,Cutting-Edge Approaches

36、 To Leadership,7.Contrast transactional事务领导者and transformational leaders变革领导者 Transformational-Transactional Leadershiptransactional事务型-leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirementstransformational变革型-inspire followers to

37、 transcend超越their own self-interests for the good of the organizationcapable of having profound effect深远影响on followerspay attention to concerns of followerschange followers awareness of issuesexcite and inspire followers to put forth extra effortbuilt on top of transactional leadershipgood evidence

38、of superiority优于of transactional leadership,17-28,Cutting-Edge Approaches(cont.),8.Describe the main characteristics of charismatic领袖魅力,visionary愿景规划,and team leaders Charismatic-Visionary Leadership领袖魅力型 charismatic-enthusiastic,self-confident leader whose personality and actions influence peopleca

39、n articulate描述a vision for which s/he is willing to take riskssensitive to environmental constraints and follower needsexhibit behaviors that are out of the ordinary超乎常规 charismatic leadership correlated with high job performance and satisfaction among followersindividuals can be trained to exhibit

40、charismatic behaviors,17-29,Cutting-Edge Approaches(cont.),Charismatic-Visionary Leadership(cont.)visionary愿景规划-ability to create and articulate a realistic,credible,and attractive vision that improves the present situation能够设计一个现实的、可信的、诱人的前景目标 presents a clear and compelling imagery that inspires e

41、nthusiasm to pursue the organizations goalspeople must believe that the vision is attainablevisionary leader has the ability to:explain the vision to othersexpress the vision verbally and behaviorallyapply the vision to different leadership contexts情境,17-30,Cutting-Edge Approaches(cont.),Team Leader

42、shiprole of team leader different from the traditional leadership rolerequires skills such as:patience to share informationability to trust others and give up authorityunderstanding when to intervene the followersteam leaders job focuses on:managing the teams external boundaryfacilitating the team p

43、rocess,17-31,Cutting-Edge Approaches(cont.),Team Leadership(cont.)team leaders serve as:liaisons with external constituencies对外联络官-clarify others expectations of the team,gather information from the outside,and secure保护 needed resourcestroubleshooters-ask penetrating敏锐的 questions,help team talk thro

44、ugh problems员工针对困难进行交流,and gather needed resourcesconflict managers-identify source of conflict,who is involved,and find resolution optionscoaches-clarify role expectations,teach,offer support,and whatever else is necessary to keep performance levels high,17-32,Specific Team Leadership Roles,TeamLea

45、dershipRoles,17-33,Contemporary Issues In Leadership,9.Explain the various sources of power a leader might possessLeaders and Powerfive sources of powerlegitimate法定权力-authority associated with a positioncoercive强制权力-ability to punish or controlfollowers react out of fearreward-ability to give positi

46、ve benefitsprovide anything that another person valuesexpert-influence based on special skills or knowledgereferent参照权力-arises because of a persons desirable resources or personal traitsleads to admiration and desire to be like that person来自对另一个人的敬重，以及希望自己成为那样的人,17-34,Contemporary Issues In Leadersh

47、ip(cont.),10.Describe how leaders can create a culture of trustCreating a Culture of Trustcredibility信誉-honesty,competence,and ability to inspirehonesty is the number one characteristic of admired leaderstrust-belief in the integrity为人,character人格,and ability of the leaderconfident that rights and i

48、nterests will not be abusedimportant for empowering subordinatesmust trust employees to use their new authoritytrend toward expanding nonauthority relationships within and between organizations widens the need for trust,17-35,Building Trust,Trust,17-36,Contemporary Issues In Leadership(cont.),Leadin

49、g Through Empowermentmanagers increasingly leading by empowermentneed for quick decisions by people who are most knowledgeable about the issueslarger spans of control resulting from downsizing meant that subordinates had to be empowered to deal with work load11.Explain gender and cultural difference

50、s in leadership Gender and Leadershipgender provides behavioral tendencies in leadershipwomen adopt more democratic style,share power and information,and attempt to enhance followers self-worthmen more directive,command-in-control style,17-37,Contemporary Issues In Leadership(cont.),Gender and Leade