管理学课件 第17章 领导Leadership
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– 也没有研究证据支持（9,9）在所有情境下都是最有效的 – 并未回答如何使管理者成为有效的领导者这一问题
17–13
Exhibit 17–3 The Managerial Grid
Source: Reprinted by permission of Harvard Business Review. An exhibit from ―Breakthrough in Organization Development‖ by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and Larry E. Greiner, November–December 1964, p. 136. Copyright © 1964 by the President and Fellows of Harvard College. All rights reserved.
Source: S. A. Kirkpatrick and E. A. Locke, ―Leadership: Do Traits Really Matter?‖ Academy of Management Executive, May 1991, pp. 48–60; 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. 765–780.
17–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Leadership Issues in the Twenty-First Century
• Leader – Someone who can influence others and who has managerial authority • Leadership – What leaders do; the process of influencing a group to achieve goals • Ideally, all managers should be leaders • Although groups may have informal leaders who emerge, those are not the leaders we’re studying Leadership research has tried to answer: What is an effective leader?
– No specific style was consistently better for producing better performance – Employees were more satisfied under a democratic leader than an autocratic leader.
• Managerial Grid（管理方格图）
Appraises leadership styles using two dimensions: Concern for people（关心员工 ） Concern for production（关心生产） Places managerial styles in five categories: Impoverished management（贫乏型(1,1) ） Task management （任务型 (9,1) ） Middle-of-the-road management （中庸之道型(5,5) ） Country club management （乡村俱乐部型 (1,9) ） Team management （团队型 (9,9) ） 结论表明管理者应该采用 (9,9) 风格
• Tell the five sources of a leader’s power. • Discuss the issues today’s leaders face. • Explain why leadership is sometimes irrelevant.
17–4
Leaders and Leadership
– Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.
17–11
Early Leadership Theories (cont’d)
• Behavioral Theories (cont’d)
Drive,
the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.
17–6
Exhibit 17–1
Seven Traits Associated with Leadership
Who Are Leaders and What Is Leadership
• Define leaders and leadership.wenku.baidu.com• Explain why managers should be leaders.
Early Leadership Theories
• Discuss what research has shown about leadership traits. • Contrast the findings of the four behavioral leadership theories. • Explain the dual nature of a leader’s behavior.
17–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Contingency Theories of Leadership
• Explain how Fiedler’s theory of leadership is a contingency model. • Contrast situational leadership theory and the leader participation model. • Discuss how path-goal theory explains leadership.
17–14
– Democratic style(民主型风格 ): involvement, high participation, feedback
– Laissez faire style(放任型风格 ): hands-off management
Research
findings: mixed results
17–10
Early Leadership Theories (cont’d)
• Behavioral Theories (cont’d)
Ohio State Studies（俄亥俄州立大学的研究 ）
Identified
two dimensions of leader behavior
– Initiating structure（定规维度 ）: the role of the leader in defining his or her role and the roles of group members
17–5
Early Leadership Theories
• Trait Theories (1920s-30s)(特质理论)
Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful. Later research on the leadership process identified seven traits associated with successful leadership:
ninth edition
STEPHEN P. ROBBINS
MARY COULTER
Chapter
17
Leadership
PowerPoint Presentation by Charlie Cook The University of West Alabama
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Research
findings:
– Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.
17–12
The Managerial Grid
Contemporary Views on Leadership
• Differentiate between transactional and transformational leaders.
• Describe charismatic and visionary leadership. • Discuss what team leadership involves.
– Consideration（关怀维度 ）: the leader’s mutual trust and respect for group members’ ideas and feelings.
Research
findings: mixed results
– High-high leaders generally, but not always, achieved high group task performance and satisfaction.
17–7
Exhibit 17–2
Behavioral Theories of Leadership(行为理论)
17–8
Exhibit 17–2 (cont’d) Behavioral Theories of Leadership
17–9
Early Leadership Theories (cont’d)
• Behavioral Theories（行为理论）
University of Iowa Studies (Kurt Lewina勒温)
Identified
three leadership styles:
– Autocratic style(独裁型风格 ): centralized authority, low participation
University of Michigan Studies（密歇根大学的研究 ）
Identified
two dimensions of leader behavior
– Employee oriented（员工导向 ）: emphasizing personal relationships – Production oriented（生产导向 ）: emphasizing task accomplishment
17–13
Exhibit 17–3 The Managerial Grid
Source: Reprinted by permission of Harvard Business Review. An exhibit from ―Breakthrough in Organization Development‖ by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and Larry E. Greiner, November–December 1964, p. 136. Copyright © 1964 by the President and Fellows of Harvard College. All rights reserved.
Source: S. A. Kirkpatrick and E. A. Locke, ―Leadership: Do Traits Really Matter?‖ Academy of Management Executive, May 1991, pp. 48–60; 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. 765–780.
17–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Leadership Issues in the Twenty-First Century
• Leader – Someone who can influence others and who has managerial authority • Leadership – What leaders do; the process of influencing a group to achieve goals • Ideally, all managers should be leaders • Although groups may have informal leaders who emerge, those are not the leaders we’re studying Leadership research has tried to answer: What is an effective leader?
– No specific style was consistently better for producing better performance – Employees were more satisfied under a democratic leader than an autocratic leader.
• Managerial Grid（管理方格图）
Appraises leadership styles using two dimensions: Concern for people（关心员工 ） Concern for production（关心生产） Places managerial styles in five categories: Impoverished management（贫乏型(1,1) ） Task management （任务型 (9,1) ） Middle-of-the-road management （中庸之道型(5,5) ） Country club management （乡村俱乐部型 (1,9) ） Team management （团队型 (9,9) ） 结论表明管理者应该采用 (9,9) 风格
• Tell the five sources of a leader’s power. • Discuss the issues today’s leaders face. • Explain why leadership is sometimes irrelevant.
17–4
Leaders and Leadership
– Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.
17–11
Early Leadership Theories (cont’d)
• Behavioral Theories (cont’d)
Drive,
the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversion.
17–6
Exhibit 17–1
Seven Traits Associated with Leadership
Who Are Leaders and What Is Leadership
• Define leaders and leadership.wenku.baidu.com• Explain why managers should be leaders.
Early Leadership Theories
• Discuss what research has shown about leadership traits. • Contrast the findings of the four behavioral leadership theories. • Explain the dual nature of a leader’s behavior.
17–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Contingency Theories of Leadership
• Explain how Fiedler’s theory of leadership is a contingency model. • Contrast situational leadership theory and the leader participation model. • Discuss how path-goal theory explains leadership.
17–14
– Democratic style(民主型风格 ): involvement, high participation, feedback
– Laissez faire style(放任型风格 ): hands-off management
Research
findings: mixed results
17–10
Early Leadership Theories (cont’d)
• Behavioral Theories (cont’d)
Ohio State Studies（俄亥俄州立大学的研究 ）
Identified
two dimensions of leader behavior
– Initiating structure（定规维度 ）: the role of the leader in defining his or her role and the roles of group members
17–5
Early Leadership Theories
• Trait Theories (1920s-30s)(特质理论)
Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful. Later research on the leadership process identified seven traits associated with successful leadership:
ninth edition
STEPHEN P. ROBBINS
MARY COULTER
Chapter
17
Leadership
PowerPoint Presentation by Charlie Cook The University of West Alabama
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Research
findings:
– Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.
17–12
The Managerial Grid
Contemporary Views on Leadership
• Differentiate between transactional and transformational leaders.
• Describe charismatic and visionary leadership. • Discuss what team leadership involves.
– Consideration（关怀维度 ）: the leader’s mutual trust and respect for group members’ ideas and feelings.
Research
findings: mixed results
– High-high leaders generally, but not always, achieved high group task performance and satisfaction.
17–7
Exhibit 17–2
Behavioral Theories of Leadership(行为理论)
17–8
Exhibit 17–2 (cont’d) Behavioral Theories of Leadership
17–9
Early Leadership Theories (cont’d)
• Behavioral Theories（行为理论）
University of Iowa Studies (Kurt Lewina勒温)
Identified
three leadership styles:
– Autocratic style(独裁型风格 ): centralized authority, low participation
University of Michigan Studies（密歇根大学的研究 ）
Identified
two dimensions of leader behavior
– Employee oriented（员工导向 ）: emphasizing personal relationships – Production oriented（生产导向 ）: emphasizing task accomplishment