第二章 Leadership

A. B. C. D.
王翔属于任务导向型领导 王翔属于关系导向型领导 王翔属于民主型领导 王翔属于专制型领导
The leadership Grid
The leadership Grid Building on the Ohio and Michigan Research, Robert R. Blake and Jane Mouton developed the Leadership Grid (originally called the Managerial Grid). Leadership Grid presents two axes: the vertical axis measures Concern for People(similar to consideration or employee-centered) ; the horizontal axis measures Concern for Task( similar to initiating structure or production-centered). The positions on the grid are stated in terms of a 9-point scale, with 1 representing a low concern and 9 representing a high concern.
1.9 型领导方式: 特别关心员工, 持这种方式的领导者认为, 只要员工精神愉 快, 生产自然会好. 这种管理的结果可能很脆弱, 一旦和谐的人际关系受到 破坏, 生产业绩会随之下降. 亦称乡村俱乐部型管理. 4. Middle of the road management/style (5.5)/中间路线型领导 Balance of focus on both people and the work Objective is to maintain employee morale (土气) at a level sufficient to get the organization's work done 5.5 型领导方式: 既不过分重视人的因素, 也不过于重视任务因素, 努力保持 和谐与妥协. 亦称中庸之道型管理
Behavioural Skills for Business 商务行为技巧
乔燕 Nancy
5.2.7 The Behavioural Approach
View that leader can be made rather than born Theory looks at what leaders actually do: Behavior of leader determines the success of leadership Successful leadership depends more on Appropriate behavior, skill and actions and less on personal traits
Ohio State Studies
Ohio State Studies
The Ohio State research found that (研究结论): High consideration and high initiating structure style achieved better performance and greater satisfaction than other leader styles Criticism (批评): a. High-high leaders generally, but not always, achieved high group task performance and satisfaction. “High-High” style is not always the best style
Case Study
早晨8点30分，公司常务副总、董事老杜接到市政府的电话，通知企业 开晨冬季消防检查；10分钟后老杜打电话给保卫部，通知他们去处理这 项要求；9点15分，老杜接到库房电话，被告知房屋后墙再次被人敲了 个洞，又有几十箱产品被偷走；8分钟后，老杜打电话给市公安局请他 们改善本地治安情况……整个上午老杜接电话、打电话，倒也挺忙。根 据管理方格理论，你认为老杜最接近哪种类型领导者？
A 1.1型
B 5.5型
C 9.1型
D 1.9型
5.2.8 The Situational Approach
The situational approach considered the idea that leadership style would need to change in the given situation, particular situations required particular approaches to leadership. Effectiveness of leadership= f(Leader, Followers, Situation) There are three main theories: 1.Contingency Approach by Fiedler
b. Evidence indicated that situational factors appeared to strongly influence leadership effectiveness Depending on the situation
Case Study
总经理办公室的王翔受命组建公司的信息中心，为此他在公司内部 挑选了一下人员作为信息中心的工作人员，包括小李，小王和老林 等，其中小李是王翔的初中同学。 在王翔看来，小李虽然人比较朴 实，但能力实在有限，做工作虽然不会犯什么错，但做事太慢。尽 管如此，王翔觉得小李其他方面，如为人还是很不错的，而且又是 老同学，便选中他倒信息中心工作。 据此可以判断：
5.2.8 The Situational Approach
1. Leader style (领导风格): Leadership style is of task behavior and relationship behavior.
1). Task Oriented (任务取向): wants subordinates to perform at a high level and accomplish all assigned tasks. First priority: Getting the job done; second priority: Developing good relationship with subordinates (主 要对生产感兴趣)
2. Life-Cycle Theory by Hersey and Blanchard
3. Path-Goal theory by Houx
5.2.8 The Situational Approach
I. Fiedler’s Contingency Theory (菲德勒的权变理论)
People becomes leaders not only because of their qualities but also because of various situational factors and interaction between followers & leader
The leadership Grid
5. Team management/style (9.9)/团队型领导 High concern for both people and task People are committed to task (人忠于任务的) and Leader is committed to people (领导忠于人的) Objective is to establish cohesion (结合) and foster (养育) a feeling of commitment among workers 9.9 型领导方式: 表示领导者通过协调和综合工作相关活动而提高任务效率 与士气. 亦称团队型管理
Initiating Structure Behaviour directed towards defining what needed to be done and how it should be done in order to achieve the organisation’s goals.
Behaviour connected with building trust and relationships in the group.
Extent to which a leader is sensitive to subordinates, respect their ideas & feelings and establish mutual trust.
The leadership Grid
The leadership Grid
1. Impoverished management/style (1.1)/ 贫乏型领导 Low concern for both people and task A lazy approach: Avoids as much work as possible Same as Laissez faire leadership because Leader does not take a leadership role Objective is for managers to stay out of trouble (麻烦) 1.1 型领导方式: 表示领导者付出最小的努力完成工作. 亦称贫乏型管理 2. Authority-compliance style (9.1)/生产或破坏型领导 (Task Management ) Strong focus on task, but little concern for people Focus on efficiency, including the elimination of people wherever possible Objective is to achieve the organization's goals, and employee needs are not important 9.1 型领导方式: 只注重任务的完成, 是一种专权式的领导. 下属只能奉命 行事, 可能会失去创造性或进取精神. 亦称任务型管理
The leadership Grid
3. Country Club management style (1.9)/乡村俱乐部型领导 High concerns for people but low focus on task Objective is to create a secure and comቤተ መጻሕፍቲ ባይዱortable atmosphere where managers trust that subordinates will respond positively
5.2.7 The Behavioural Approach
There are three theories: Ohio State Studies Michigan studies The leadership Grid
Ohio State Studies
Consideration
Blake and Mouton argued that: Team (9.9) is the most effective leadership style 布莱克和穆顿认为: 9.9 管理方式表明 (在对生产的关心和对人的关心这两 个因素之间) 并没有必然的冲突. 他们通过有情报根据的自由选择, 积极参 与, 相互信任, 开放的沟通, 目标和目的, 冲突的解决办法, 个人责任, 评论, 工作活动等9个方面的比较, 认为 9.9 定向方式最有利于企业的绩效. 所以, 企业领导者应该客观地分析企业内外的各种情况, 把自己的领导方式改造 成为 9.9 理想型管理方式, 以达到最高的效率.