领导及其追随者

（领导者－追随者－情境的互动）
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Create environments where followers’ innovations and creative contributions are welcome.
(创造一种环境，欢迎下属进行创新并作出创造性的贡献。)
Encourage growth and development in follower.
领导及其追随者
Leadership and followers
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Leadership Is a Process, Not a Position
Leader
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Followers
Leadership
Situation
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Leadership Defined
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The Building Blocks Of Skills 领导技能积木
(结构维度和关怀维度) Employee & Job-Centered Dimensions (员工中心和工作中心维度)
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Initiating Structure & Consideration
有权者诱导其下属按其意欲的方式行事的过程。
The presence of a particular influence relationship between two or more persons (Hollander & Julian, 1969).
在两人和多人之间存在特定影响关系的状况。
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Becoming better skilled at “influencing upward.”
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Staying flexible and open to opportunities.
（处理问题时变得更 加主动、富有建设性 的提议）
（改善其“向上影响” 的技巧，更有效表达 意见）
(保持其灵活性，迎接 各种机会的到来。以正 面的积极预期面对变革、 愿意进行自我开发者将 会得到更多重视和回报 （Senge,1990））
（尊奉者）
顺从型
Pragmatists
实用型
（对群体目标很少认同感，但学会不去捣乱；不愿 引人注目，表现平平，难以洞悉其对问题的态度, 往往精通官僚规则，并利用这种规则保护自己）
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Passive Exemplary
消极型 楷模型
（缺乏热情、主动性、责任感）
（积极、主动并愿意向领导提出异议）
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An Interactional Framework For Analyzing Leadership (互动框架)
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Personality 人格
Position 职位
Expertise 管理诀窍 Etc.
Values 价值观 Norms 规范
Experience
领导者在某一特定组织中的经历和历史，对其领导有效性十分重 要。新进入者在作出激进、可能引起争议的决策之前，花时间学 习组织中非正式规则、规范等是必要的。
Selection process
追随者在多大程度上参与领导者选择程序，也会影响领导的合法性。 如果选择或选举时有发言权，则对领导者持精神认同感，但同时也 抱有更高的期望和要求；如果追随者觉得其领导者对其上层有相当 影响力，则下属可能不愿意向上层表示不满；否则，则更有可能向 上层抱怨。
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Managers
• Administer(执行) • Maintain • Control • Have a short-term view • Ask how and when • Imitate(模仿) • Accept the status quo(接受现状)
做正确的事 , 正确地做事(Bennis,1985;Zaleznik,1983)
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An Interactional Framework For Analyzing Leadership (互动框架)
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Leadership Involves an Interaction Between the Leader, the Followers, and the Situation.
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Transforming followers, creating visions of the goals that may be attained, and articulating for the followers the ways to attain those goals (Bass, 1985; Tichy & Devanna, 1986).
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领导与管理
领导处理的问题是
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变革Change 鼓舞Inspiration 激励Motivation 影响Influence
管理处理的问题是
规划Planning 组织Organizing 指导Directing 控制Controlling
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说服包含四大要素：
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1 2 3 4
可信度(可信度=信任+技术专长) 对听众的理解 可靠的论据 有效的沟通
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How Leaders Interact with Followers
Knowledge
Experience
(辅导与个人指导行为)
Intelligence
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Personality Traits and Preferences
Values Interests Motives/Goals
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Sources For 360-degree Feedback
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Emotional appeals
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Distinctions Between Managers & Leaders
Di源自文库tinctions Leaders
•Innovate (创新) •Develop •Inspire •Take the long-term view •Ask what and why •Originate(创造) •Challenge the status quo(挑战现状)
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（成熟度、任职能力）
Maturity
Personality
（人格特质）
Competency levels
（激励水平）
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Followers Can Make a Bigger Contribution By:
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Being more proactive in solving organizational problems.
The creative and directive force of morale (Munson, 1921).
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士气的创造力和定向力。
The process by which an agent induces a subordinate to behave in a desired manner (Bennis, 1959).
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Leader Traits That Influence the Leadership Process
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Personality
人格特质，认知能力，价值观等。
Position
以何种方式获得领导地位？权利来自上级任命？或源于追随者？前 者忠诚度和信任度较低，但前者必须对支持者的想法相当敏感。
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Styles of Followership
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大致可用两个维度描述：
独立、批判性思维——依赖非批判性思维； 工作参与程度——积极追随者&消极追随者。
（Robert Kelly,1992）
楷模性追随者在上述两个维度得分都很高，对
组织成功很关键。领导要善于挑选具有这类特 质的人作为作为下属，并创造条件鼓励下属的 这类行为表现。
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Boss
Self
360
Feedback Results
Peers
Direct Reports
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Follower Traits That Influence the Leadership Process
Expectations
（追随者预期）
Behavior/ Skills/ Competencies
The Leadership Grid (领导方格) 360-Degree Feedback (360度反馈) Managerial Derailment (管理出轨) Self-Defeating Behaviors (自我拆台行为) Coaching & Mentoring Behaviors
（鼓励其下属成长和发展，激发员工最好的一面，甚至超出其自认为 可能达到的能力极限。）
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对一个有组织的群体施加影响,以推动其实现目标。
Actions that focus resources to create desirable opportunities (Campbell, 1991).
集中资源创造渴望得到的机会的活动。
The leader’s job is to create conditions for the team to be effective (Ginnett, 1996).
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Leadership Defined
Directing and coordinating the work of group members (Fiedler, 1967). 指导和协调群体成员的工作。 An interpersonal relations in which others comply because they want to, not because they have to (Merston, 1969, Hogan, Curphy, & Hogan, 1994). 一种人际关系, 在这一关系中他人服从是因为自己想服从, 而非不得已。
领导者的工作在于创造使团队富有成效的条件。
多种定义有助于理解影响领导诸因素的多重性,以及看待 领导问题视角的多重性。
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Leadership
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The process of influencing an organized group toward accomplishing its goals. Leadership Is Both Science and Art. 任何一个傻子都能遵守规矩.上帝给他一个大脑, 是为了让他知道什么时候要打破规矩。 (Willard W. Scott) Leadership Is Both Rational and Emotional. Rational techniques
Task 任务 Stress 压力 Environment 环境
Cohesiveness
凝聚力
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Styles of Followership
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Alienated 疏离型
(不随大流，持怀疑态度，愤世嫉俗)
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Conformist
改造追随者, 创建可达的目标愿景, 并明确告知追随者实 现目标的方法。
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Leadership Defined
The process of influencing an organized group toward accomplishing its goals (Roach & Behling, 1984).