管理学课件第五版 (13)[36页]
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PART IV: Leading
Leadership and Trust
11
Chapter 11
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
Hale Waihona Puke Baidu
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
11–5
Six Traits That Differentiate Leaders from Nonleaders
1. Drive 2. Desire to lead 3. Honesty and integrity 4. Self-confidence 5. Intelligence 6. Job-relevant knowledge
3. Describe the Fiedler contingency model. 4. Summarize the path goal model of leadership. 5. Explain situational leadership. 6. Identify the qualities that characterize charismatic
leaders.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
11–2
Learning Outcomes
After reading this chapter, I will be able to:
7. Describe the skills that visionary leaders exhibit. 8. Explain the four specific roles of effective team
Learning Outcomes
After reading this chapter, I will be able to:
1. Define leader and explain the difference between managers and leaders.
2. Summarize the conclusions of trait theories of leadership.
leaders. 9. Identify the five dimensions of trust.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
11–3
Managers Versus Leaders
“Not all leaders are managers, nor are all managers leaders.”
Source: Reprinted from “Leadership: Do Traits Really Matter?” by S. A. Kirkpatrick and E. A. Locke by permission of Academy of Management Executive. May 1991, pp. 48–60. © 1991 by Academy of Management Executive.
• Managers
➢ Persons whose influence on others is limited to the appointed managerial authority of their positions to reward and punish.
• Leaders
➢ Persons with managerial and personal power who can influence others to perform actions beyond those that could be dictated by those persons’ formal (position) authority alone.
➢ Behavioral studies focus on identifying critical behavioral determinants of leadership that, in turn, could be used to train people to become leaders.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
11–4
Trait Theories Of Leadership
• Trait theories of leadership
➢ Theories that attempt to isolate characteristics that differentiate leaders from nonleaders
❖ Attempts to identify traits that always differentiate leaders from followers and effective leaders from ineffective leaders have failed.
❖ Attempts to identify traits consistently associated with leadership have been more successful.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Exhibit 11.1
11–6
Behavioral Theories Of Leadership
• Behavioral theories of leadership
➢ Theories that attempt to isolate behaviors that differentiate effective leaders from ineffective leaders
Leadership and Trust
11
Chapter 11
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
Hale Waihona Puke Baidu
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
11–5
Six Traits That Differentiate Leaders from Nonleaders
1. Drive 2. Desire to lead 3. Honesty and integrity 4. Self-confidence 5. Intelligence 6. Job-relevant knowledge
3. Describe the Fiedler contingency model. 4. Summarize the path goal model of leadership. 5. Explain situational leadership. 6. Identify the qualities that characterize charismatic
leaders.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
11–2
Learning Outcomes
After reading this chapter, I will be able to:
7. Describe the skills that visionary leaders exhibit. 8. Explain the four specific roles of effective team
Learning Outcomes
After reading this chapter, I will be able to:
1. Define leader and explain the difference between managers and leaders.
2. Summarize the conclusions of trait theories of leadership.
leaders. 9. Identify the five dimensions of trust.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
11–3
Managers Versus Leaders
“Not all leaders are managers, nor are all managers leaders.”
Source: Reprinted from “Leadership: Do Traits Really Matter?” by S. A. Kirkpatrick and E. A. Locke by permission of Academy of Management Executive. May 1991, pp. 48–60. © 1991 by Academy of Management Executive.
• Managers
➢ Persons whose influence on others is limited to the appointed managerial authority of their positions to reward and punish.
• Leaders
➢ Persons with managerial and personal power who can influence others to perform actions beyond those that could be dictated by those persons’ formal (position) authority alone.
➢ Behavioral studies focus on identifying critical behavioral determinants of leadership that, in turn, could be used to train people to become leaders.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
11–4
Trait Theories Of Leadership
• Trait theories of leadership
➢ Theories that attempt to isolate characteristics that differentiate leaders from nonleaders
❖ Attempts to identify traits that always differentiate leaders from followers and effective leaders from ineffective leaders have failed.
❖ Attempts to identify traits consistently associated with leadership have been more successful.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Exhibit 11.1
11–6
Behavioral Theories Of Leadership
• Behavioral theories of leadership
➢ Theories that attempt to isolate behaviors that differentiate effective leaders from ineffective leaders