领导管理技能-第11章 领导1 精品

• Defining the situation: leader-member relation:confidence,trust,respect in task structure:degree job assignments are procedurized position power:degree of influence a leader has over
• management coping with complexity,leader coping with change,developing a vision of the future; most firms are underled & overmanaged
Transition in leadership theories
• “false starts” based on their erroneous conception
• Contingency models to explain the inadequacies of previous leadership
• attempting to identify the set of traits that people implicitly refer to as a leader
Chapter 11 Leadership
§11.3 Behavioral theories
the late 1940s--mid-1960s
Theories proposing that specific behaviors differentiate leaders from nonleaders
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 leader
people to be leaders,training
1.Ohio State studies
in the late 1940s
• Identify independent dimensions of leader behavior. beginning with over 1000 dimensions
• initiating structure:the extent to which a leader is likely to
define & structure his role & those of subordinates in the
search for goal attainment;
high on it lead to greater
Chapter 11 Leadership
§11.4 Contingency theories
leadership effectiveness was dependent on the situation,isolate those critical
situational factors--moderate variables
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
• isolating traits resulted in dead ends,4 reason: overlooks the needs of followers;fails to clarify the relative importance;doesn’t separate cause from effect;ignore situational factors
2. University of Michigan studies
• Employee-oriented leader:emphasizes interpersonal relations
• production-oriented:emphasizes technical or task aspects of the job
§11. 2 Trait theories
1930s by psychologists
• Theories seeking personality,social,physical, or intellectual traits differentiating leaders from nonleaders
• 3rd separate dimension: values experimentation,seeking new ideas,& generating & implementing change.
• Went back & look at the original Ohio data, -wasn’t critical in those days; positive evident in 1990s dynamic environment.
willingness to accomplish a specific task
4 stages
1.Fiedler Model
least preferred co-worker (LPC) questionnaire
• Identifying leadership style:LPC score--relationship, task oriented; 16% mid. Range 1200 groups
1.(2)Cognitive resource theory
update in 1987
• A theory of leadership stating that a leader obtains effective group performance by,1st, making effective plans,decisions,& strategies;2nd, communicating them through directive behavior
2.Hersey & Blanchard’s situational theory
• A contingency theory focusing on follower’s readiness
• readiness: the extent to which people have the ability &
mutual trust,respect for subordinates’ 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;
9,1 authority style;1,9 country club style
4. Scandinavian studies
Finland & Sweden
• Basic premise:in changing world,effective leaders would exhibit development-oriented behavior
Difference between management & leadership
• attitudes towards goals: Managers tend to adopt impersonal,leaders take a personal & active. Work view:an enabling process involving -,temperamentally disposed to seek out risk & danger. Prefer to work with people,concerned with ideas
rates of grievances, amp; lower levels
of job satisfaction for workers performing routine tasks.
• consideration: --have job relationships characterized by
trait research were successful,then leader is basically inborn, would have provided a basis for
selecting the right “leader” behavior theories were valid,we could teach
• Employee-oriented leaders were associated with higher group productivity & higher job satisfaction.
3.The managerial grid
Blake & Mouton