1 Leadership 领导力

Leadership 领导力

1.Leadership is about influencing, motivation and enabling others to contribute towards the

effectiveness and success of the org of which they are members.

激励感染并使他人为其所在的组织的效率和成功做出贡献

2.Leaders apply various forms of influence (from subtle persuasion to direct application of

power; leaders arrange the work environment (allocate resources and communication patterns).

3．Five perspectives of leadership

Competency (trait) perspective of leadership 胜任特征观点

Behavioural 行为

Contingency 权变

Transformational 变革

Implicit leadership 内隐领导力

petency (trait) perspective

Emotional intelligence 情商

Integrity 诚实

Drive 驱动力

Leadership motivation 领导动机

Self-confidence 自信

Intelligence 智力

Knowledge of the business 业务知识

公司不能只停留在招聘具备相关能力的员工，还必须通过领导力发展计划和相关领域的实践经验来发展他们的潜力

4.Behavioural perspective

-people-oriented 员工导向trust and respect for subordinates

-task-oriented 任务导向define and structure work roles, stretch goals and challenge employees, planning work activities, monitoring operations and perf.

5. Contingency perspective

Most appropriate leadership style depends on the situation.

Most contingency leadership theories assume that effective leaders must be both insightful and flexible.

Must be able to adapt their behaviours and styles to the immediate situation.

Path-goal theory of leadership: is the prominent contingency theory that identifies 4 leadership styles- directive, supportive, participative and achievement-oriented, and several contingencies relating to the characteristics of the employee and of the situation. Other theories: situational leadership theory; Fiedler’s contingency theory (natural styles);

Leadership substitute’s theory (when employees are experienced: no need task-oriented and directive styles).

Factors of contingency path-goal

✓Skill and experience 技能经验Inexperienced: directive and supportive

✓Locus of control 控制区域more directive and supportive leadership

Internal: participative and achievement-oriented leadership styles

External: directive and supportive

✓Task structure 结构任务

Non-routine: directive style

Highly routine and simple jobs: participative

Team dynamic 团队动力

High cohesive team instead of supportive leadership

Low cohesive team, supportive leadership

Team norms and team formal objectives: directive style

“Take it easy”: legitimate style to intervene

pare and contrast the key assumptions of leadership

Trait and competency

All leaders have same personal chara, universal

All leadership qualities are equally important in all situations

Competencies indicate leadership potential

HR implication=selection for traits, but competency can be trained

Behavioural

Overlooks the situations, universal theory

Both task and leadership behaviours always needed

HR implication=developmental

Contingency

Leaders need to be insightful and adaptable

But leaders have preferred styles

HR implication=varied b/t selection and development

Transformational

Leaders are agents of change (direction)

But we need to transitional (managing efficiency) behaviours

Typically been universal

Relevant across cultures

Implicit

Leadership is overstated; there are attribution errors and uncontrollable events also abt fellowship.

HR implication=need interventions other than leadership

2.Difference b/t management and leadership

Management:

-Producing results through planning, organising, implementing and controlling

-power base: the authority of the position that deliver compliance to an agreed performance standard

-The manager’s behaviour is implemented by structure: job descriptions, policies and processes

Leadership

-Motivating people’s effort through conveying what can be achieved in the future through shared meaning

-Building a relationship with followers that can deliver performance beyond the expected -caring: developing an emotional link with followers

-Building sufficient trust and confidence so that the team willingly does what the leader requests