领导理论

领导
领导的艺术
✷尽管管理者在组织中拥有指挥下属行动的特权，但下属并不会自动地服从命令。

✷随着人们自我意识的提高，有些下属会公然地反抗他们的管理者，或者不认真执行管理者的命令。

✷因此，如何有效地进行领导是现代管理者必须掌握的一项基本技能。

领导及领导者的职责
✷领导
–指带领和指导群众实现共同确定的目标的各种活动的总和过
程。

✷领导者
–是指担负领导职责，负责实施领导过程的个人。

领导者的作用
✷指导作用——指点迷津、指导工作方法
在人们的集体活动中，需要有头脑清晰、胸怀全局，能高瞻远瞩的领导者来帮助人们认清所处的环境，明确活动的目标和实现目标的途径。

✷协调作用——协调关系、调解矛盾
由于每一位成员的能力、态度、性格、地位等不同，人们难免会在思想上发生各种分歧、行动上出现偏离目标的情况。

这就需要领导者来协调人们之间的关系，把大家团结起来，朝着共同的目标前进。

领导者的作用（续）
✷激励作用——排忧解难、鼓舞斗志
当一个人工作、学习、生活遇到困难、挫折，某种物质的或精神的需求得不到满足时，就必然会影响到其工作热情。

这就需要有通情达理、关心群众的领导者来为他们排忧解难，以高超的领导艺术诱发下属的事业心、忠诚感和献身精神，充实和加强他们
积极进取的动力。

管理与领导的区别
领导影响力的建立
职权
✷地位权力：伴随着工作岗位而拥有的正常权力；
✷是由组织正式授予管理者的权力，与特定的个人没有必然联系；
✷职权是管理者实施领导行为的基本条件。

威信
✷威信：伴随着领导者个人的素质而形成的影响力；
✷它是建立在他人认同的基础之上的，与其在组织中的必然联系。

✷威信可使他人自觉地服从指挥。

职权的合理使用
威信的树立
✷优良的品格
–品格是一个人的本质表现。

好的品格会成为他人学习榜样而使其模仿；
✷杰出的才能
–事业成功的希望。

通过使他人敬佩而跟从；
✷渊博的知识
–表现为对外界事物的认识程度。

通过取得他人的信任而使其依赖；
✷深厚的感情
–表现为对相互间的好恶倾向。

通过相互间的密切联系而产生强大的相互影响力。

领导品质理论
♦Historic findings reveal that leaders and followers vary by
- intelligence，- dominance，- self-confidence
- level of energy and activity，- task-relevant knowledge
♦Contemporary findings show that
- people tend to perceive that someone is a leader when he or she exhibits traits associated with intelligence, masculinity, and dominance
- people want their leaders to be credible
- credible leaders are honest, forward-looking, inspiring, and competent
领导品质理论（续）
♦Gender and leadership
- men and women differ in the type of leadership roles they assume in work groups: men display more task leadership and women exhibit more social leadership
- leadership styles vary by gender: women are more democratic and men are more autocratic and directive
- female and male leaders are equally effective
- men are perceived as more effective than women when the job is defined in masculine terms, and women are more effective than men in roles defined in less masculine terms
- male leaders are perceived as more effective than females when there are a greater percentage of male leaders and male direct reports; the same positive bias is not true for women leaders
领导行为理论
✷Ohio State Studies identified two critical dimensions of leader behavior.
1. Consideration: creating mutual respect and trust with followers
2. Initiating Structure: organizing and defining what group members should be doing ✷University of Michigan Studies identified two leadership styles that were similar to the Ohio State studies
- one style was employee centered and the other was job centered
✷Blake and Mouton抯Managerial Grid represents four leadership styles found by crossing concern for production and concern for people
✷Research shows that there is not one best style of leadership. The effectiveness of
a particular leadership style depends on the situation at hand.
领导方格理论
Fiedler的领导权变模型
House的目标通路模型
Hersey & Blanchard 情景性领导理论
Hersey-Blanchard
Tridimensional
Leader-Effectiveness Model
Transactional & Charismatic Leadership Transactional Leadership: focuses on the interpersonal interactions between managers and employees
Transactional Leaders
- use contingent rewards to motivate employees
- exert corrective action only when employees fail to obtain performance goals
Transactional & Charismatic Leadership Charismatic Leadership: emphasizes symbolic leader behavior that transforms employees to pursue organizational goals over self-interests
Charismatic Leaders
- use visionary and inspirational messages
- rely on non-verbal communication
- appeal to ideological values
- attempt to intellectually stimulate employees
- display confidence in self and followers
- set high performance expectations
For class discussion: Should a leader be both transactional and charismatic?
Is charismatic leadership only critical for senior executives and not for entry level supervisors or managers?
Charismatic Model of Leadership。