国外组织行为学课件皮尔森ch09
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• Intelligence is related to leadership but not as strongly as previously thought.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 11
Limitations of the Trait Approach
• Effective leadership exerts influence in a way that achieves organizational goals.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 5
Strategic Leadership
Chapter 9
Leadership
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 1
Learning Objectives
1. Define leadership and discuss the role of formal and strategic leadership.
Chapter 9 / Slide 6
Formal Leadership
• Individuals with titles such as manager, executive, supervisor, and department head occupy formal or assigned leadership roles.
2. Explain and critically evaluate the trait approach to leadership.
3. Explain the concepts of leader consideration, initiating structure, reward, and punishment behaviour and their consequences.
• Leadership that involves the ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the organization.
• Employees described their superiors along a number of behavioural dimensions.
• The results revealed two basic kinds of behaviour: – Consideration – Initiating structure
• They are expected to influence others, and they are given specific authority to direct employees.
• Individuals might also emerge to occupy informal leadership roles. They do not have formal authority.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 16
The Consequences of Consideration and Structure
• Consideration and initiating structure both contribute positively to employees’ motivation, job satisfaction, and leader effectiveness.
• Some traits are associated with leadership success.
• Traits alone are not sufficient for successful leadership.
• Traits are only a precondition for certain actions that a leader must take in order to be successful.
Chapter 9 / Slide 15
Initiating Structure
• The degree to which a leader concentrates on group goal attainment.
• The structuring leader clearly defines and organizes his or her role and the roles of followers, stresses standard procedures, schedules the work to be done, and assigns employees to particular tasks.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 7
Are Leaders Born? The Search for Leadership Traits
• The assumption that those who become leaders and do a good job of it possess a special set of traits that distinguish them from others.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 4
What Is Leadership?
• The influence that particular individuals exert on the goal achievement of others in an organizational context.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 14
Consideration
• The extent to which a leader is approachable and shows personal concern and respect for employees.
• It is difficult to determine whether traits make the leader or whether the opportunity for leadership produces the traits.
• Does not tell us what leaders do to influence others successfully.
5. Explain how and when to use participative leadership using the Vroom and Jago model.
6. Describe and evaluate Leader-MemberExchange Theory.
Copyright © 2011 Pearson Canada Inc.
• The considerate leader is seen as friendly and egalitarian, expresses appreciation and support, and is protective of group welfare.
Copyright © 2011 Pearson Canada Inc.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 2
Learning Objectives
4. Describe and evaluate Fiedler’s Contingency Theory, Cognitive Resource Theory, and House’s Path-Goal Theory.
Chapter 9 / Slide 3
Learning Objectives
7. Discuss the merits of transactional and transformational leadership.
8. Define and discuss ethical and authentic leadership.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 13
The Behaviour of Leaders
• The most involved, systematic study of leadership was begun at Ohio State University in the 1940s.
• Some traits are associated with leadership.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 9
Traits Associated with Leadership Effectiveness
Copyright © 2011 Pearson Canada Inc.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 8
Research on Leadership Traits
• The search for leadership traits began during World War I.
• Traits are individual characteristics such as physical attributes, intellectual ability, and personality.
• It does not take into account the situation பைடு நூலகம்n which leadership occurs.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 12
Limitations of the Trait Approach (continued)
9. Explain the role that culture plays in leadership effectiveness and describe global leadership.
10.Describe gender differences in leadership and explain why women are underrepresented in leadership roles in organizations.
• Strategic leaders are open and honest in their interactions with the organization’s stakeholders and they focus on the future.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 10
Research on Leadership Traits (continued)
• Three of the “Big Five” dimensions of personality (agreeableness, extraversion, openness to experience) are related to leadership behaviours.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 11
Limitations of the Trait Approach
• Effective leadership exerts influence in a way that achieves organizational goals.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 5
Strategic Leadership
Chapter 9
Leadership
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 1
Learning Objectives
1. Define leadership and discuss the role of formal and strategic leadership.
Chapter 9 / Slide 6
Formal Leadership
• Individuals with titles such as manager, executive, supervisor, and department head occupy formal or assigned leadership roles.
2. Explain and critically evaluate the trait approach to leadership.
3. Explain the concepts of leader consideration, initiating structure, reward, and punishment behaviour and their consequences.
• Leadership that involves the ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the organization.
• Employees described their superiors along a number of behavioural dimensions.
• The results revealed two basic kinds of behaviour: – Consideration – Initiating structure
• They are expected to influence others, and they are given specific authority to direct employees.
• Individuals might also emerge to occupy informal leadership roles. They do not have formal authority.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 16
The Consequences of Consideration and Structure
• Consideration and initiating structure both contribute positively to employees’ motivation, job satisfaction, and leader effectiveness.
• Some traits are associated with leadership success.
• Traits alone are not sufficient for successful leadership.
• Traits are only a precondition for certain actions that a leader must take in order to be successful.
Chapter 9 / Slide 15
Initiating Structure
• The degree to which a leader concentrates on group goal attainment.
• The structuring leader clearly defines and organizes his or her role and the roles of followers, stresses standard procedures, schedules the work to be done, and assigns employees to particular tasks.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 7
Are Leaders Born? The Search for Leadership Traits
• The assumption that those who become leaders and do a good job of it possess a special set of traits that distinguish them from others.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 4
What Is Leadership?
• The influence that particular individuals exert on the goal achievement of others in an organizational context.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 14
Consideration
• The extent to which a leader is approachable and shows personal concern and respect for employees.
• It is difficult to determine whether traits make the leader or whether the opportunity for leadership produces the traits.
• Does not tell us what leaders do to influence others successfully.
5. Explain how and when to use participative leadership using the Vroom and Jago model.
6. Describe and evaluate Leader-MemberExchange Theory.
Copyright © 2011 Pearson Canada Inc.
• The considerate leader is seen as friendly and egalitarian, expresses appreciation and support, and is protective of group welfare.
Copyright © 2011 Pearson Canada Inc.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 2
Learning Objectives
4. Describe and evaluate Fiedler’s Contingency Theory, Cognitive Resource Theory, and House’s Path-Goal Theory.
Chapter 9 / Slide 3
Learning Objectives
7. Discuss the merits of transactional and transformational leadership.
8. Define and discuss ethical and authentic leadership.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 13
The Behaviour of Leaders
• The most involved, systematic study of leadership was begun at Ohio State University in the 1940s.
• Some traits are associated with leadership.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 9
Traits Associated with Leadership Effectiveness
Copyright © 2011 Pearson Canada Inc.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 8
Research on Leadership Traits
• The search for leadership traits began during World War I.
• Traits are individual characteristics such as physical attributes, intellectual ability, and personality.
• It does not take into account the situation பைடு நூலகம்n which leadership occurs.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 12
Limitations of the Trait Approach (continued)
9. Explain the role that culture plays in leadership effectiveness and describe global leadership.
10.Describe gender differences in leadership and explain why women are underrepresented in leadership roles in organizations.
• Strategic leaders are open and honest in their interactions with the organization’s stakeholders and they focus on the future.
Copyright © 2011 Pearson Canada Inc.
Chapter 9 / Slide 10
Research on Leadership Traits (continued)
• Three of the “Big Five” dimensions of personality (agreeableness, extraversion, openness to experience) are related to leadership behaviours.