罗宾斯管理学第九版课件9ero.ppt

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1、 2007 Prentice Hall,Inc.All rights reserved.,Leadership,Chapter17,2007 Prentice Hall,Inc.All rights reserved.,172,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.,Who Are Leaders and What Is LeadershipDefine leaders and leadership.Explain why managers sh

2、ould be leaders.Early Leadership TheoriesDiscuss what research has shown about leadership traits.Contrast the findings of the four behavioral leadership theories.Explain the dual nature of a leaders behavior.,2007 Prentice Hall,Inc.All rights reserved.,173,L E A R N I N G O U T L I N E(contd)Follow

3、this Learning Outline as you read and study this chapter.,Contingency Theories of LeadershipExplain how Fiedlers theory of leadership is a contingency model.Contrast situational leadership theory and the leader participation model.Discuss how path-goal theory explains leadership.Contemporary Views o

4、n LeadershipDifferentiate between transactional and transformational leaders.Describe charismatic and visionary leadership.Discuss what team leadership involves.,2007 Prentice Hall,Inc.All rights reserved.,174,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 thi

5、s chapter.,Leadership Issues in the Twenty-First CenturyTell the five sources of a leaders power.Discuss the issues todays leaders face.Explain why leadership is sometimes irrelevant.,2007 Prentice Hall,Inc.All rights reserved.,175,Leaders and Leadership,Leader Someone who can influence others and w

6、ho has managerial authorityLeadership What leaders do;the process of influencing a group to achieve goalsIdeally,all managers should be leadersAlthough groups may have informal leaders who emerge,those are not the leaders were studyingLeadership research has tried to answer:What is an effective lead

7、er?,2007 Prentice Hall,Inc.All rights reserved.,176,Early Leadership Theories,Trait Theories(1920s-30s)Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful.Later research on the leadership process identified seven traits associated wit

8、h successful leadership:Drive,the desire to lead,honesty and integrity,self-confidence,intelligence,job-relevant knowledge,and extraversion.,2007 Prentice Hall,Inc.All rights reserved.,177,Exhibit 171Seven Traits Associated with Leadership,Source:S.A.Kirkpatrick and E.A.Locke,“Leadership:Do Traits R

9、eally 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.,2007 Prentice Hall,Inc.All rights reserved.,178,Exhibit 172Behavioral The

10、ories of Leadership,2007 Prentice Hall,Inc.All rights reserved.,179,Exhibit 172(contd)Behavioral Theories of Leadership,2007 Prentice Hall,Inc.All rights reserved.,1710,Early Leadership Theories(contd),Behavioral TheoriesUniversity of Iowa Studies(Kurt Lewin)Identified three leadership styles:Autocr

11、atic style:centralized authority,low participationDemocratic style:involvement,high participation,feedbackLaissez faire style:hands-off managementResearch findings:mixed resultsNo specific style was consistently better for producing better performanceEmployees were more satisfied under a democratic

12、leader than an autocratic leader.,2007 Prentice Hall,Inc.All rights reserved.,1711,Early Leadership Theories(contd),Behavioral Theories(contd)Ohio State StudiesIdentified two dimensions of leader behaviorInitiating structure:the role of the leader in defining his or her role and the roles of group m

13、embersConsideration:the leaders mutual trust and respect for group members ideas and feelings.Research findings:mixed resultsHigh-high leaders generally,but not always,achieved high group task performance and satisfaction.Evidence indicated that situational factors appeared to strongly influence lea

14、dership effectiveness.,2007 Prentice Hall,Inc.All rights reserved.,1712,Early Leadership Theories(contd),Behavioral Theories(contd)University of Michigan StudiesIdentified two dimensions of leader behaviorEmployee oriented:emphasizing personal relationshipsProduction oriented:emphasizing task accomp

15、lishmentResearch findings:Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.,2007 Prentice Hall,Inc.All rights reserved.,1713,The Managerial Grid,Managerial GridAppraises leadership styles using two dimensions:Concern for peopleConcern f

16、or productionPlaces managerial styles in five categories:Impoverished managementTask managementMiddle-of-the-road managementCountry club managementTeam management,2007 Prentice Hall,Inc.All rights reserved.,1714,Exhibit 173TheManagerialGrid,Source:Reprinted by permission of Harvard Business Review.A

17、n 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.,2007 Prentice Hall,Inc.All rights reserved.,1715,Contingency Theo

18、ries of Leadership,The Fiedler Model(contd)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.Assumptions:A certain leadership style should be

19、 most effective in different types of situations.Leaders do not readily change leadership styles.Matching the leader to the situation or changing the situation to make it favorable to the leader is required.,2007 Prentice Hall,Inc.All rights reserved.,1716,Contingency Theories(contd),The Fiedler Mod

20、el(contd)Least-preferred co-worker(LPC)questionnaireDetermines leadership style by measuring responses to 18 pairs of contrasting adjectives.High score:a relationship-oriented leadership styleLow score:a task-oriented leadership styleSituational factors in matching leader to the situation:Leader-mem

21、ber relationsTask structurePosition power,2007 Prentice Hall,Inc.All rights reserved.,1717,Exhibit 174Findings of the Fiedler Model,2007 Prentice Hall,Inc.All rights reserved.,1718,Contingency Theories(contd),Hersey and Blanchards Situational Leadership Theory(SLT)Argues that successful leadership i

22、s achieved by selecting the right leadership style which is contingent on the level of the followers readiness.Acceptance:leadership effectiveness depends on whether followers accept or reject a leader.Readiness:the extent to which followers have the ability and willingness to accomplish a specific

23、task.Leaders must relinquish control over and contact with followers as they become more competent.,2007 Prentice Hall,Inc.All rights reserved.,1719,Contingency Theories(contd),Hersey and Blanchards Situational Leadership Theory(SLT)Creates four specific leadership styles incorporating Fiedlers two

24、leadership dimensions:Telling:high task-low relationship leadershipSelling:high task-high relationship leadershipParticipating:low task-high relationship leadershipDelegating:low task-low relationship leadership,2007 Prentice Hall,Inc.All rights reserved.,1720,Contingency Theories(contd),Hersey and

25、Blanchards Situational Leadership Theory(SLT)Posits four stages follower readiness:R1:followers are unable and unwillingR2:followers are unable but willingR3:followers are able but unwillingR4:followers are able and willing,2007 Prentice Hall,Inc.All rights reserved.,1721,Contingency Theories(contd)

26、,Leader Participation Model(Vroom and Yetton)Posits that leader behavior must be adjusted to reflect the task structurewhether it is routine,nonroutine,or in betweenbased on a sequential set of rules(contingencies)for determining the form and amount of follower participation in decision making in a

27、given situation.,2007 Prentice Hall,Inc.All rights reserved.,1722,Contingency Theories(contd),Leader Participation Model Contingencies:Decision significanceImportance of commitmentLeader expertiseLikelihood of commitmentGroup supportGroup expertiseTeam competence,2007 Prentice Hall,Inc.All rights re

28、served.,1723,Exhibit 175Leadership Styles in the Vroom Leader Participation Model,Decide:Leader makes the decision alone and either announces or sells it to group.Consult Individually:Leader presents the problem to group members individually,gets their suggestions,and then makes the decision.Consult

29、 Group:Leader presents the problem to group members in a meeting,gets their suggestions,and then makes the decision.Facilitate:Leader presents the problem to the group in a meeting and,acting as facilitator,defines the problem and the boundaries within which a decision must be made.Delegate:Leader p

30、ermits the group to make the decision within prescribed limits.,Source:Based on V.Vroom,“Leadership and the Decision-Making Process,”Organizational Dynamics,vol.28,no.4(2000),p.84.,2007 Prentice Hall,Inc.All rights reserved.,1724,Exhibit 176Time-DrivenModel,Source:Adapted from V.Vroom,“Leadership an

31、d the Decision-Making Process,”Organizational Dynamics,vol.28,no.4(2000),p.87.,2007 Prentice Hall,Inc.All rights reserved.,1725,Contingency Theories(contd),Path-Goal ModelStates that the leaders job is to assist his or her followers in attaining their goals and to provide direction or support to ens

32、ure their goals are compatible with organizational goals.Leaders assume different leadership styles at different times depending on the situation:Directive leaderSupportive leaderParticipative leaderAchievement oriented leader,2007 Prentice Hall,Inc.All rights reserved.,1726,Exhibit 177Path-Goal The

33、ory,2007 Prentice Hall,Inc.All rights reserved.,1727,Contemporary Views on Leadership,Transactional LeadershipLeaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.Transformational LeadershipLeaders who inspire followers to trans

34、cend their own self-interests for the good of the organization by clarifying role and task requirements.Leaders who also are capable of having a profound and extraordinary effect on their followers.,2007 Prentice Hall,Inc.All rights reserved.,1728,Contemporary Views(contd),Charismatic LeadershipAn e

35、nthusiastic,self-confident leader whose personality and actions influence people to behave in certain ways.Characteristics of charismatic leaders:Have a vision.Are able to articulate the vision.Are willing to take risks to achieve the vision.Are sensitive to the environment and follower needs.Exhibi

36、t behaviors that are out of the ordinary.,2007 Prentice Hall,Inc.All rights reserved.,1729,Contemporary Views(contd),Visionary LeadershipA leader who creates and articulates a realistic,credible,and attractive vision of the future that improves upon the present situation.Visionary leaders have the a

37、bility to:Explain the vision to others.Express the vision not just verbally but through behavior.Extend or apply the vision to different leadership contexts.,2007 Prentice Hall,Inc.All rights reserved.,1730,Contemporary Views(contd),Team Leadership CharacteristicsHaving patience to share information

38、Being able to trust others and to give up authorityUnderstanding when to interveneTeam Leaders JobManaging the teams external boundaryFacilitating the team processCoaching,facilitating,handling disciplinary problems,reviewing team and individual performance,training,and communication,2007 Prentice H

39、all,Inc.All rights reserved.,1731,Exhibit 178Specific Team Leadership Roles,2007 Prentice Hall,Inc.All rights reserved.,1732,Leadership Issues in the 21st Century,Managing PowerLegitimate powerThe power a leader has as a result of his or her position.Coercive powerThe power a leader has to punish or

40、 control.Reward powerThe power to give positive benefits or rewards.,Expert powerThe influence a leader can exert as a result of his or her expertise,skills,or knowledge.Referent powerThe power of a leader that arise because of a persons desirable resources or admired personal traits.,2007 Prentice

41、Hall,Inc.All rights reserved.,1733,Developing Credibility and Trust,Credibility(of a Leader)The assessment of a leaders honesty,competence,and ability to inspire by his or her followersTrustIs the belief of followers and others in the integrity,character,and ability of a leader.Dimensions of trust:i

42、ntegrity,competence,consistency,loyalty,and openness.Is related to increases in job performance,organizational citizenship behaviors,job satisfaction,and organization commitment.,2007 Prentice Hall,Inc.All rights reserved.,1734,Exhibit 179Suggestions for Building Trust,Practice openness.Be fair.Spea

43、k your feelings.Tell the truth.Show consistency.Fulfill your promises.Maintain confidences.Demonstrate competence.,2007 Prentice Hall,Inc.All rights reserved.,1735,Providing Ethical Leadership,Ethics are part of leadership when leaders attempt to:Foster moral virtue through changes in attitudes and

44、behaviors.Use their charisma in socially constructive ways.Promote ethical behavior by exhibiting their personal traits of honesty and integrity.Moral LeadershipInvolves addressing the means that a leader uses to achieve goals as well as the moral content of those goals.,2007 Prentice Hall,Inc.All r

45、ights reserved.,1736,Empowering Employees,EmpowermentInvolves increasing the decision-making discretion of workers such that teams can make key operating decisions in develop budgets,scheduling workloads,controlling inventories,and solving quality problems.Why empower employees?Quicker responses pro

46、blems and faster decisions.Addresses the problem of increased spans of control in relieving managers to work on other problems.,2007 Prentice Hall,Inc.All rights reserved.,1737,Cross-Cultural Leadership,Universal Elements of Effective LeadershipVisionForesightProviding encouragementTrustworthinessDy

47、namismPositivenessProactiveness,2007 Prentice Hall,Inc.All rights reserved.,1738,Exhibit 1710Selected Cross-Cultural Leadership Findings,Korean 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

48、as weak.Japanese leaders are expected to be humble and speak frequently.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

49、than a participative style.Effective German leaders are characterized 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

50、 Management Executive,August 2002,pp.1517;F.C.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 Quarterl