1、Chapter 11 Leadership11.1 Definition the ability & process to influence a group toward the achievement of goals not all leaders are managers;nor,for that matter,are all managers leadersDifference between management & leadership attitudes towards goals: Managers tend to adopt impersonal,leaders take
2、a personal & active. Work view:an enabling process involving -,temperamentally disposed to seek out risk & danger. Prefer to work with people,concerned with ideas management coping with complexity,leader coping with change,developing a vision of the future; most firms are underled & overmanagedTrans
3、ition in leadership theories What makes an effective leader the 1st approach sought to find universal personality traits that leaders had to some great degree than nonleaders explain leadership in terms of the behavior a person engaged in “false starts” based on their erroneous conception Contingenc
4、y models to explain the inadequacies of previous leadership attempting to identify the set of traits that people implicitly refer to as a leader 11. 2 Trait theories 1930s by psychologists Theories seeking personality,social,physical, or intellectual traits differentiating leaders from nonleaders Id
5、entify traits consistently associated with leader: ambition & energy,the desire to lead,honesty & integrity, self-confidence, intelligence,job-related knowledge isolating traits resulted in dead ends,4 reason: overlooks the needs of followers;fails to clarify the relative importance;doesnt separate
6、cause from effect;ignore situational factorsChapter 11 Leadership11.3 Behavioral theories the late 1940s-mid-1960s Theories proposing that specific behaviors differentiate leaders from nonleaders trait research were successful,then leader is basically inborn, would have provided a basis for selectin
7、g the right “leader” behavior theories were valid,we could teach people to be leaders,training 1.Ohio State studies in the late 1940sIdentify independent dimensions of leader behavior. beginning with over 1000 dimensions initiating structure:the extent to which a leader is likely to define & structu
8、re his role & those of subordinates in the search for goal attainment; high on it lead to greater rates of grievances, absenteeism,& turnover & lower levels of job satisfaction for workers performing routine tasks. consideration: -have job relationships characterized by mutual trust,respect for subo
9、rdinates ideas,& regard for their feelings. Negatively related to performance ratings of the leader by his superior “high-high” leader tended to achieve high performance & satisfaction more frequently than those; 2. University of Michigan studies Employee-oriented leader:emphasizes interpersonal rel
10、ations production-oriented:emphasizes technical or task aspects of the job Employee-oriented leaders were associated with higher group productivity & higher job satisfaction.3.The managerial grid Blake & Mouton A 9-by-9 matrix outlining 81 different styles concern for people, production 9 possible p
11、ositions along each axis managers perform best under a 9,9 style; 9,1 authority style;1,9 country club style4. Scandinavian studies Finland & Sweden Basic premise:in changing world,effective leaders would exhibit development-oriented behavior 3rd separate dimension: values experimentation,seeking ne
12、w ideas,& generating & implementing change. Went back & look at the original Ohio data, - wasnt critical in those days; positive evident in 1990s dynamic environment.Chapter 11 Leadership11.4 Contingency theories leadership effectiveness was dependent on the situation,isolate those critical situatio
13、nal factors-moderate variables1.Fiedler Model least preferred co-worker (LPC) questionnaire Identifying leadership style:LPC score-relationship, task oriented; 16% mid. Range 1200 groups Defining the situation: leader-member relation:confidence,trust,respect in task structure:degree job assignments
14、are procedurized position power:degree of influence a leader has over power variables such as- Matching leaders & situation:favorable I,II,iii,Vii,Viii; change the leader to fit the situation; change the situation to fit the leader1.(2)Cognitive resource theory update in 1987 A theory of leadership
15、stating that a leader obtains effective group performance by,1st, making effective plans,decisions,& strategies;2nd, communicating them through directive behavior how stress & Cognitive resource such as intelligence, experience play a role on leadership effectiveness; 3 prediction: directive behavio
16、r result in good performance only if it linked with high intelligence in a supportive, nonstressful environment; in highly stressful situations, job experience is positive related with performance; the intellectual ability correlate with performance in nonstressful situations2.Hersey & Blanchards si
17、tuational theory A contingency theory focusing on followers readiness readiness: the extent to which people have the ability & willingness to accomplish a specific task 4 stages R1.unable & unwilling;R2. unable but willing;R3. able but unwilling;R4. able & willing leadership behaviors: telling(high
18、task-low relationship)- R1; selling(high-high)- R2;participating(low-high)- R3; delegating(low-low)- R4 task-able;relationship-willing3.Leader-member exchange theory LMX: leaders create in-group & out-group, & subordinate with in-group status will have higher performance ratings,less turnover,& grea
19、ter satisfaction with their superior the leader implicitly categorizes the subordinate as an in- & out-group & that relationship is relatively stable over time; similar personal characteristics generally supportive4. Path-goal theory by Robert House The term path-goal is derived from the belief that
20、 effective leaders clarify the path to help their followers get the achievement of their work goals easily the theory that a leaders behavior is acceptable to subordinate insofar as they view it as a source of either immediate or future satisfaction 4 leadership behaviors: directive leader-task;supp
21、ortive-consideration;participative-consulting;achievement-oriented-set challenging goals leader behaviors is ineffective when it is redundant4. Path-goal theory 2 classes of situational variables: environmental factors outside the control of ;(complement) part of the personal characteristics of the
22、subordinate (interpretation) Directive leads to greater satisfaction for ambiguous or stressful task; when there is substantive conflict within; fits one with an external locus of control; is likely to be viewed as redundant by skilled subordinates. Supportive results in high performance & satisfact
23、ion for structured tasks; fits clear,bureaucratic formal authority relationships. participative fits one with an internal locus of control. achievement-oriented increase ones expectancies leading high performance for ambiguous task5.Leader-participation model in 1973,by Victor Vroom & Phillip Yetton
24、 A leadership theory providing a set of rules to determine the form & amount of participative D-M situationally 5 behavior feasible in given situation: Autocratic I,II (information); Consultative I,II (share problem collective); & Group QR Quality Requirement; CR Commitment R; LI Leader Information;
25、 ST Problem Structure; CP Commitment Probability;GC Goal Congruence; CO Subordinate Conflict; SI Subordinate Information; TC Time Constraint; GD Geographical Dispersion; MT Motivation-Time; MD Motivation-Development6.Irrelevant leadership In many situations,whatever behaviors leaders exhibit are irr
26、elevant certain individual,job,& organizational variables act as substitutes or neutralizersChapter 11 Leadership11.5 Recent approaches1.Attribution theory attempting to make sense out of cause-effect relationship Propose that leadership is merely an attribution that people make about other individu
27、als characterize leaders as having such traits as intelligence,outgoing personality,strong verbal skills,aggressiveness,understanding, & industriousness use leadership to explain organizational outcome; under the extreme conditions2.Charismatic leadership extension of attribution theory Followers ma
28、ke attributions of heroic or extraordinary leadership abilities when they observe certain behaviors identify personal characteristics of the charismatic leader: extremely high confidence,a vision, ability to articulate the vision, strong convictions in the vision,behavior out of ordinary,being a cha
29、nge agent,environmental sensitivity. When the followers task has an ideological component3. Transactional , Transformational leader Transactional leader:guide or motivate their followers in the direction of established goals by clarifying roles & task requirement Transformational leader:provide indi
30、vidualized consideration & intellectual stimulation,& who pocess charisma Transformational leader get high appraisal，strongly related to lower rates of absenteeism, high productivity, high job satisfaction11.6 Contemporary issues Gender:do male & female lead different-similarity outweigh the difference leading through empowerment-coaching effective followership:self-manage;commit to a purpose outside;building competence;courageous, honesty,& credible national culture Biological roots for leadership演讲完毕，谢谢观看！
