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23
What do good leaders do？
24
1970 Contingency theory
权变理论 随具体情况而变
依具体请而定
25
• 1.Fiedler’s Contingency Theory • 2. Hersey & Blanchard Situational Theory • 3. Vroom & Yetton Decision Participation
• Telling 告知(S1) – Leaders tell their people what to do and how to do it.
• Selling 推销(S2) – Leaders provide information and direction, but there's more communication with followers. Leaders "sell" their message to get people on board.
5. Group (G2) （群体决策型）– The team makes a decision together. Your role is mostly facilitative and you help the team come to a final decision that everyone agrees on.
五选一
7
1．Tannenbaum and Schmidt continuum 经理-非经理人员行为模式连续分部场
中心思想： Manager’s authority VS subordinate’s freedom 经理人的权利 VS 下属的自由度
8
Tannenbaum and Schmidt continuum
中心思想：领导根据不同的情况，选择不同的领导风格。
According to different situations, leader can choose suitable style by answer my following questions.
34
五种领导风格
1. Autocratic 1(A1) （独裁型） – you use the information you already have and make the decision
9
1. The Manager decides and announces the decision
2. The manager decides and then 'sells' the decision to the group.
经 理
3. The manager presents the decision with
中心思想： 根据领导是更关心人（concern for people）， 还是更关心事儿（concern for production）， 把领导分为五种风格。
19
Managerial grid model (1964) by Robert andJane Mouton
20
21
5．John Adair Action Centred Leadership
32
Selling 推销
Participating 参与
High Supportive Behavior Low
R3： 不愿意
能够
R2: 愿意
不能够
R4：
R1:
愿意
不愿意
能够
不能够
Low
Delegating 授权
Directive Behavior
High
Telling：告知33
3. Vroom & Yetton Decision Participation Contingency Theory 弗鲁姆和耶顿的决策参与权变理论
3. Consultative 1 (C1) （协商型）– you inform team members of what you're doing and may individually ask opinions, however, the group is not brought together for discussion. You make the decision.
11
Exploitive authoritative 剥削式集权领导
领导
高雯菲
林楠
符震
曹家奇
方太太
12
Benevolent authoritative 教练型领导
林楠
高雯菲
符震
方太太III
领导
曹家奇
方太太
13
Consultative authoritative 顾问型领导
高雯菲
林楠
领导
符震
方太太II
• Participating 参与(S3) – Leaders focus more on the relationship and less on direction. The leader works with the team, and shares decision-making responsibilities.
衡量管理情况的三个维度： 1.Position and authority 领导者的权利和地位 2.Objective structure 任务结构 3.Relationship between low and higher levels 领导与下属的关系
28
• The style of Fiedler Model
leadership should be suitable to:
1.Position and authority
2.Objective structure 3.Relationship
between low and higher levels
29
2. Hersey & Blanchard Situational Theory 赫塞和布兰查德的情境领导理论
2. Autocratic 2 (A2) – you ask team members for specific information and once you have it, you make the decision. Here you don't necessarily tell them what the information is needed for. .
22
• This approach focuses on what leaders actually do and assesses a leader’s effectiveness based on their ability to meet three areas of need within a team: the task, team maintenance and individual needs.
曹家奇
方太太
14
Participative-group 群体参与式
高雯菲
领导
林楠
方太太
符震
曹家奇
15
2．Chris Argyris Immature – Mature continuum 不成熟-成熟 连续流理论
中心思想： 一个领导者的职责是要让员工由不成熟转变 为成熟
16
Biblioteka Baidu
17
18
4. Blake and Mouton Managerial Grid 布莱克和莫顿的管理方格图
下 属 自 由 度 越 来 越 大
10
2．Rensis Likert Support Relation Theory Likert的支持关系理论
将领导按照他们与下属的关系分为四种类型： 1.Exploitive authoritative 剥削式集权领导 2.benevolent-authoritative 仁慈式集权 3.Consultative 顾问式/ 协商式 4.Participative-group 群体参与式
Contigency Theory
三选一
26
1.Fiedler’s Contingency Theory 菲德勒的权变管理思想
中心思想：不同管理（situation）情况适用 不同领导风格（leadership behaviour）—— 把人放进情况里
27
管理者的两种类型： 1. 任务导向型：task oriented 2. 人员导向型：relationship oriented
4. Consultative 2 (C2) （协商型）– you are responsible for making the decision, however, you get together as a group to discuss the situation, hear other perspectives, and solicit suggestions.
3
Characteristic theory
4
Seven Instincts
5
1960 Behavioral theory
6
1．Tannenbaum and Schmidt continuum 2．Rensis Likert Support Relation Theory 3．Chris Argyris Immature – Mature continuum 4. Blake and Mouton Managerial Grid 5．John Adair Action Centred Leadership
中心思想：不同员工成熟度（readiness of employees） 适用不同领导风格（leadership style）
30
Readiness of employees 成熟度
• Willingness： 愿不愿意 • Ability & confidence： 能不能够
31
Leadership styles
人
background ideas and invites questions.
权
4. The manager suggests a provisional decision
利
and invites discussion about it.
越
5. The manager presents the situation or problem, 来
Leadership
领导力
1
Leadership is an ability describing the way of impacting team.
2
History of Leadership
1940 Characteristic theory 1960 Behavioral theory 1970 Contingency theory
• Delegating 授权(S4) – Leaders pass most of the responsibility onto the follower or group. The leaders still monitor progress, but they're less involved in decisions
中心思想： 领导的职能是平衡个人，团队和任务。
This approach, "Action-Centred Leadership", is centred on the actions of the leader. The leader has to balance the needs from each of the three elements. The effective leader is the one who keeps all three in balance; that is who attends to all three at the same time. If any one element is ignored, the others are unlikely to succeed.
gets suggestions, then decides.
越
6. The manager explains the situation and asks 小
the team to decide.
7. The manager allows the team to identify the problem, develop the options, and decide on the action, within the manager's received limits.
What do good leaders do？
24
1970 Contingency theory
权变理论 随具体情况而变
依具体请而定
25
• 1.Fiedler’s Contingency Theory • 2. Hersey & Blanchard Situational Theory • 3. Vroom & Yetton Decision Participation
• Telling 告知(S1) – Leaders tell their people what to do and how to do it.
• Selling 推销(S2) – Leaders provide information and direction, but there's more communication with followers. Leaders "sell" their message to get people on board.
5. Group (G2) （群体决策型）– The team makes a decision together. Your role is mostly facilitative and you help the team come to a final decision that everyone agrees on.
五选一
7
1．Tannenbaum and Schmidt continuum 经理-非经理人员行为模式连续分部场
中心思想： Manager’s authority VS subordinate’s freedom 经理人的权利 VS 下属的自由度
8
Tannenbaum and Schmidt continuum
中心思想：领导根据不同的情况，选择不同的领导风格。
According to different situations, leader can choose suitable style by answer my following questions.
34
五种领导风格
1. Autocratic 1(A1) （独裁型） – you use the information you already have and make the decision
9
1. The Manager decides and announces the decision
2. The manager decides and then 'sells' the decision to the group.
经 理
3. The manager presents the decision with
中心思想： 根据领导是更关心人（concern for people）， 还是更关心事儿（concern for production）， 把领导分为五种风格。
19
Managerial grid model (1964) by Robert andJane Mouton
20
21
5．John Adair Action Centred Leadership
32
Selling 推销
Participating 参与
High Supportive Behavior Low
R3： 不愿意
能够
R2: 愿意
不能够
R4：
R1:
愿意
不愿意
能够
不能够
Low
Delegating 授权
Directive Behavior
High
Telling：告知33
3. Vroom & Yetton Decision Participation Contingency Theory 弗鲁姆和耶顿的决策参与权变理论
3. Consultative 1 (C1) （协商型）– you inform team members of what you're doing and may individually ask opinions, however, the group is not brought together for discussion. You make the decision.
11
Exploitive authoritative 剥削式集权领导
领导
高雯菲
林楠
符震
曹家奇
方太太
12
Benevolent authoritative 教练型领导
林楠
高雯菲
符震
方太太III
领导
曹家奇
方太太
13
Consultative authoritative 顾问型领导
高雯菲
林楠
领导
符震
方太太II
• Participating 参与(S3) – Leaders focus more on the relationship and less on direction. The leader works with the team, and shares decision-making responsibilities.
衡量管理情况的三个维度： 1.Position and authority 领导者的权利和地位 2.Objective structure 任务结构 3.Relationship between low and higher levels 领导与下属的关系
28
• The style of Fiedler Model
leadership should be suitable to:
1.Position and authority
2.Objective structure 3.Relationship
between low and higher levels
29
2. Hersey & Blanchard Situational Theory 赫塞和布兰查德的情境领导理论
2. Autocratic 2 (A2) – you ask team members for specific information and once you have it, you make the decision. Here you don't necessarily tell them what the information is needed for. .
22
• This approach focuses on what leaders actually do and assesses a leader’s effectiveness based on their ability to meet three areas of need within a team: the task, team maintenance and individual needs.
曹家奇
方太太
14
Participative-group 群体参与式
高雯菲
领导
林楠
方太太
符震
曹家奇
15
2．Chris Argyris Immature – Mature continuum 不成熟-成熟 连续流理论
中心思想： 一个领导者的职责是要让员工由不成熟转变 为成熟
16
Biblioteka Baidu
17
18
4. Blake and Mouton Managerial Grid 布莱克和莫顿的管理方格图
下 属 自 由 度 越 来 越 大
10
2．Rensis Likert Support Relation Theory Likert的支持关系理论
将领导按照他们与下属的关系分为四种类型： 1.Exploitive authoritative 剥削式集权领导 2.benevolent-authoritative 仁慈式集权 3.Consultative 顾问式/ 协商式 4.Participative-group 群体参与式
Contigency Theory
三选一
26
1.Fiedler’s Contingency Theory 菲德勒的权变管理思想
中心思想：不同管理（situation）情况适用 不同领导风格（leadership behaviour）—— 把人放进情况里
27
管理者的两种类型： 1. 任务导向型：task oriented 2. 人员导向型：relationship oriented
4. Consultative 2 (C2) （协商型）– you are responsible for making the decision, however, you get together as a group to discuss the situation, hear other perspectives, and solicit suggestions.
3
Characteristic theory
4
Seven Instincts
5
1960 Behavioral theory
6
1．Tannenbaum and Schmidt continuum 2．Rensis Likert Support Relation Theory 3．Chris Argyris Immature – Mature continuum 4. Blake and Mouton Managerial Grid 5．John Adair Action Centred Leadership
中心思想：不同员工成熟度（readiness of employees） 适用不同领导风格（leadership style）
30
Readiness of employees 成熟度
• Willingness： 愿不愿意 • Ability & confidence： 能不能够
31
Leadership styles
人
background ideas and invites questions.
权
4. The manager suggests a provisional decision
利
and invites discussion about it.
越
5. The manager presents the situation or problem, 来
Leadership
领导力
1
Leadership is an ability describing the way of impacting team.
2
History of Leadership
1940 Characteristic theory 1960 Behavioral theory 1970 Contingency theory
• Delegating 授权(S4) – Leaders pass most of the responsibility onto the follower or group. The leaders still monitor progress, but they're less involved in decisions
中心思想： 领导的职能是平衡个人，团队和任务。
This approach, "Action-Centred Leadership", is centred on the actions of the leader. The leader has to balance the needs from each of the three elements. The effective leader is the one who keeps all three in balance; that is who attends to all three at the same time. If any one element is ignored, the others are unlikely to succeed.
gets suggestions, then decides.
越
6. The manager explains the situation and asks 小
the team to decide.
7. The manager allows the team to identify the problem, develop the options, and decide on the action, within the manager's received limits.