领导理论

领导

浙江大学管理学院

严进博士

领导的艺术

✷尽管管理者在组织中拥有指挥下属行动的特权，但下属并不会自动地服从命令。

✷随着人们自我意识的提高，有些下属会公然地反抗他们的管理者，或者不认真执行管理者的命令。

✷因此，如何有效地进行领导是现代管理者必须掌握的一项基本技能。

领导及领导者的职责

✷领导

–指带领和指导群众实现共同确定的目标的各种活动的总和过

程。

✷领导者

–是指担负领导职责，负责实施领导过程的个人。

领导者的作用

✷指导作用——指点迷津、指导工作方法

在人们的集体活动中，需要有头脑清晰、胸怀全局，能高瞻远瞩的领导者来帮助人们认清所处的环境，明确活动的目标和实现目标的途径。

✷协调作用——协调关系、调解矛盾

由于每一位成员的能力、态度、性格、地位等不同，人们难免会在思想上发生各种分歧、行动上出现偏离目标的情况。这就需要领导者来协调人们之间的关系，把大家团结起来，朝着共同的目标前进。

领导者的作用（续）

✷激励作用——排忧解难、鼓舞斗志

当一个人工作、学习、生活遇到困难、挫折，某种物质的或精神的需求得不到满足时，就必然会影响到其工作热情。这就需要有通情达理、关心群众的领导者来为他们排忧解难，以高超的领导艺术诱发下属的事业心、忠诚感和献身精神，充实和加强他们

积极进取的动力。

管理与领导的区别

领导影响力的建立

职权

✷地位权力：伴随着工作岗位而拥有的正常权力；

✷是由组织正式授予管理者的权力，与特定的个人没有必然联系；

✷职权是管理者实施领导行为的基本条件。

威信

✷威信：伴随着领导者个人的素质而形成的影响力；

✷它是建立在他人认同的基础之上的，与其在组织中的必然联系。

✷威信可使他人自觉地服从指挥。

职权的合理使用

威信的树立

✷优良的品格

–品格是一个人的本质表现。好的品格会成为他人学习榜样而使其模仿；

✷杰出的才能

–事业成功的希望。通过使他人敬佩而跟从；

✷渊博的知识

–表现为对外界事物的认识程度。通过取得他人的信任而使其依赖；

✷深厚的感情

–表现为对相互间的好恶倾向。通过相互间的密切联系而产生强大的相互影响力。

领导品质理论

♦Historic findings reveal that leaders and followers vary by

- intelligence，- dominance，- self-confidence

- level of energy and activity，- task-relevant knowledge

♦Contemporary findings show that

- people tend to perceive that someone is a leader when he or she exhibits traits associated with intelligence, masculinity, and dominance

- people want their leaders to be credible

- credible leaders are honest, forward-looking, inspiring, and competent

领导品质理论（续）

♦Gender and leadership

- men and women differ in the type of leadership roles they assume in work groups: men display more task leadership and women exhibit more social leadership

- leadership styles vary by gender: women are more democratic and men are more autocratic and directive

- female and male leaders are equally effective

- men are perceived as more effective than women when the job is defined in masculine terms, and women are more effective than men in roles defined in less masculine terms

- male leaders are perceived as more effective than females when there are a greater percentage of male leaders and male direct reports; the same positive bias is not true for women leaders

领导行为理论

✷Ohio State Studies identified two critical dimensions of leader behavior.

1. Consideration: creating mutual respect and trust with followers

2. Initiating Structure: organizing and defining what group members should be doing ✷University of Michigan Studies identified two leadership styles that were similar to the Ohio State studies

- one style was employee centered and the other was job centered

✷Blake and Mouton抯Managerial Grid represents four leadership styles found by crossing concern for production and concern for people

✷Research shows that there is not one best style of leadership. The effectiveness of

a particular leadership style depends on the situation at hand.

领导方格理论

Fiedler的领导权变模型

House的目标通路模型

Hersey & Blanchard 情景性领导理论

Hersey-Blanchard

Tridimensional

Leader-Effectiveness Model

Transactional & Charismatic Leadership Transactional Leadership: focuses on the interpersonal interactions between managers and employees

Transactional Leaders

- use contingent rewards to motivate employees

- exert corrective action only when employees fail to obtain performance goals