管理学第十二章
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7
The Managerial Grid
return
8
2.3 Contingency Theories of Leadership
The Fiedler Contingency Model Hersey and Blanchard’s Situational Leadership Theory Leader Participation Model Path-Goal Model
10
Findings of the Fiedler Model
11
Hersey and Blanchard’s Situational Leadership Theory
Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers’ readiness（成熟度）. （
9
The Fiedler Contingency Model Proposes that effective group performance depends upon the proper match between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence. Situational factors
– – – – – Decide Consult individually Consult group Facilitate 促进 Delegate
14
Leadership Styles in the Vroom Leader Parti源自文库ipation Model
• Decide: Leader makes the decision alone and either announces or sells it to group. • Consult Individually: Leader presents the problem to group members individually, gets their suggestions, and then makes the decision. • Consult Group: Leader presents the problem to group members in a meeting, gets their suggestions, and then makes the decision. • Facilitate: Leader presents the problem to the group in a meeting and, acting as facilitator, defines the problem and the boundaries within which a decision must be made. • Delegate: Leader permits the group to make the decision within prescribed limits.
►
2
1. Managers versus Leaders
Managers Are appointed to their position. Can influence people only to the extent of the formal authority of their position. Should ideally be leaders. Leaders Are appointed or emerge from within a work group. Can influence other people for reasons beyond formal authority, and have managerial authority. Do not necessarily have the capabilities to be managers, e.g. plan, organize, and control.
Current Views on Leadership Transactional & Transformational Charismatic & Visionary Team Leader Current Leadership Issues Managing Power Developing Trust Empowering Employees
13
Leader Participation Model
Posits that leader behavior must be adjusted to contingencies for determining follower participation in decision making. Contingencies
Ohio State University Studies
Two behavioral dimensions:
– Initiating structure: the role of the leader in defining his role and the roles of group members（定规维度） – Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings（关怀维度）
Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful. Identified seven traits associated with successful leadership
– Leader-member relations – Task structure – Position power
Styles (determined by least-preferred co-worker questionnaire) 最难共事者问卷
– Task-oriented – Relationship-oriented
• Leadership
The process of influencing a group to achieve goals return
3
2. Leadership Theories
2.1 Traits 2.2 Behaviors 2.3 Situations
return
4
2.1 Trait Theories of Leadership (1920s-30s)
Telling: high task-low relationship leadership Selling: high task-high relationship leadership Participating: low task-high relationship leadership Delegating: low task-low relationship leadership 授权
9th ed.
STEPHEN P. ROBBINS MARY COULTER
Chapter Twelve Leadership
© 2007 Prentice Hall, Inc. All rights reserved.
1
Overview of Chapter Twelve
Managers vs. Leaders Leadership Theories Traits Behavioral
– Impoverished management – Task management – Middle-of-the-road management – Country club management – Team management
No answer to “what makes an effective leader”, only framework of leadership style
Assumes a person’s leadership style is fixed, regardless of situation So ways to improve leader effectiveness
– Bring new leader, or – Change situation
– – – – – – – Decision significance Importance of commitment Leader expertise Likelihood of commitment Group support Group expertise Team competence
Styles
University of Michigan Studies
Two behavioral dimensions:
– Production oriented: emphasizing task accomplishment – Employee oriented: emphasizing personal relationships
Drive Desire to lead Honesty and integrity Self-confidence Intelligence Job-relevant knowledge Extraversion
return
5
2.2 Behavioral Theories of Leadership (1940s-60s)
– Ohio State University – University of Michigan – University of Iowa – Managerial Grid
Contingency
– The Fiedler Model – Hersey & Blanchard’s Theory – Leader Participation Model – Path-Goal Model
high R4
able and willing
moderate R3
able and unwilling
low R1
unable and unwilling
R2
unable and willing
Four stages of follower readiness
12
Creates four specific leadership styles incorporating Fiedler’s two leadership dimensions:
University of Iowa Studies
Three leadership styles:
– Autocratic style: centralized authority, low participation – Democratic style: involvement, high participation, feedback – Laissez faire style: hands-off management （放任型）
6
Managerial Grid Appraises leadership styles using two dimensions:
– Concern for production – Concern for people
Places managerial styles in five categories:
The Managerial Grid
return
8
2.3 Contingency Theories of Leadership
The Fiedler Contingency Model Hersey and Blanchard’s Situational Leadership Theory Leader Participation Model Path-Goal Model
10
Findings of the Fiedler Model
11
Hersey and Blanchard’s Situational Leadership Theory
Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers’ readiness（成熟度）. （
9
The Fiedler Contingency Model Proposes that effective group performance depends upon the proper match between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence. Situational factors
– – – – – Decide Consult individually Consult group Facilitate 促进 Delegate
14
Leadership Styles in the Vroom Leader Parti源自文库ipation Model
• Decide: Leader makes the decision alone and either announces or sells it to group. • Consult Individually: Leader presents the problem to group members individually, gets their suggestions, and then makes the decision. • Consult Group: Leader presents the problem to group members in a meeting, gets their suggestions, and then makes the decision. • Facilitate: Leader presents the problem to the group in a meeting and, acting as facilitator, defines the problem and the boundaries within which a decision must be made. • Delegate: Leader permits the group to make the decision within prescribed limits.
►
2
1. Managers versus Leaders
Managers Are appointed to their position. Can influence people only to the extent of the formal authority of their position. Should ideally be leaders. Leaders Are appointed or emerge from within a work group. Can influence other people for reasons beyond formal authority, and have managerial authority. Do not necessarily have the capabilities to be managers, e.g. plan, organize, and control.
Current Views on Leadership Transactional & Transformational Charismatic & Visionary Team Leader Current Leadership Issues Managing Power Developing Trust Empowering Employees
13
Leader Participation Model
Posits that leader behavior must be adjusted to contingencies for determining follower participation in decision making. Contingencies
Ohio State University Studies
Two behavioral dimensions:
– Initiating structure: the role of the leader in defining his role and the roles of group members（定规维度） – Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings（关怀维度）
Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful. Identified seven traits associated with successful leadership
– Leader-member relations – Task structure – Position power
Styles (determined by least-preferred co-worker questionnaire) 最难共事者问卷
– Task-oriented – Relationship-oriented
• Leadership
The process of influencing a group to achieve goals return
3
2. Leadership Theories
2.1 Traits 2.2 Behaviors 2.3 Situations
return
4
2.1 Trait Theories of Leadership (1920s-30s)
Telling: high task-low relationship leadership Selling: high task-high relationship leadership Participating: low task-high relationship leadership Delegating: low task-low relationship leadership 授权
9th ed.
STEPHEN P. ROBBINS MARY COULTER
Chapter Twelve Leadership
© 2007 Prentice Hall, Inc. All rights reserved.
1
Overview of Chapter Twelve
Managers vs. Leaders Leadership Theories Traits Behavioral
– Impoverished management – Task management – Middle-of-the-road management – Country club management – Team management
No answer to “what makes an effective leader”, only framework of leadership style
Assumes a person’s leadership style is fixed, regardless of situation So ways to improve leader effectiveness
– Bring new leader, or – Change situation
– – – – – – – Decision significance Importance of commitment Leader expertise Likelihood of commitment Group support Group expertise Team competence
Styles
University of Michigan Studies
Two behavioral dimensions:
– Production oriented: emphasizing task accomplishment – Employee oriented: emphasizing personal relationships
Drive Desire to lead Honesty and integrity Self-confidence Intelligence Job-relevant knowledge Extraversion
return
5
2.2 Behavioral Theories of Leadership (1940s-60s)
– Ohio State University – University of Michigan – University of Iowa – Managerial Grid
Contingency
– The Fiedler Model – Hersey & Blanchard’s Theory – Leader Participation Model – Path-Goal Model
high R4
able and willing
moderate R3
able and unwilling
low R1
unable and unwilling
R2
unable and willing
Four stages of follower readiness
12
Creates four specific leadership styles incorporating Fiedler’s two leadership dimensions:
University of Iowa Studies
Three leadership styles:
– Autocratic style: centralized authority, low participation – Democratic style: involvement, high participation, feedback – Laissez faire style: hands-off management （放任型）
6
Managerial Grid Appraises leadership styles using two dimensions:
– Concern for production – Concern for people
Places managerial styles in five categories: