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1、Mangers as Leaders,Chapter9-3,162,Contents,Who Are Leaders and What Is Leadership Early Leadership Theories Contingency Theories of Leadership Contemporary Views on Leadership Leadership Issues in the Twenty-First Century,173,Who Are Leaders and What Is Leadership？,174,Leaders and Leadership,D Leade
2、r 领导 Someone who can influence others and who has managerial authority,175,Leaders and Leadership,D Leader 领导 Someone who can influence others and who has managerial authority,176,Leaders and Leadership,D Leadership 领导力 What leaders do; the process of influencing a group to achieve goals 管理者为取得目标而做的
3、一系列影响群体成员行为的过程 Ideally, all managers should be leaders Although groups may have informal leaders who emerge, those are not the leaders were studying,177,Leaders and Leadership,Leadership research has tried to answer: What is an effective leader? 如何成为有效的领导？,178,Q1：Do you think leaders have particular
4、 traits? 领导是否有特质？,Researchers at the University of Cambridge found: “Men with longer ring fingers,compared with their index fingers, tended to be more sucessful in the high-frequency trading in the London financial district.”,179,Q2: If yes, What are traits of leaders in your opinion?,1710,Outlines,
5、2. Early Leadership Theories,Trait Theories Behavioral Theories University of Iowa Studies The Ohio State Studies University of Michigan Studies The Managerial Grid,1711,2.1 Trait Theories (1920s-30s) 特质理论,Personal trait identification research Physical stature, appearance, social class, emotional s
6、tability, fluency of speech, and sociability unsuccessful.,1712,2.1 Trait Theories (1920s-30s) 特质理论,Leadership (领导力） trait identification research successful Drive, 内在驱动力 The desire to lead, 领导愿望 Honesty and integrity, 诚实与正直 Self-confidence, 自信 Intelligence, 智慧 Job-relevant knowledge, 工作相关知识 Extrave
7、rsion. 外向性,1713,Exhibit 171Seven Traits Associated with Leadership,Source: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive, May 1991, pp. 4860; T. A. Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative
8、and Quantitative Review,” Journal of Applied Psychology, August 2002, pp. 765780.,P461,1714,Limitation of trait theory,Trait theories Focused on traits, ignored interaction of leaders and their group members as well as situational factors Further thinking about leadership What effective leaders did?
9、 Behaviors,1715,2.2 Behavioral Theories 行为理论,（1）University of Iowa Studies (Kurt Lewin) 爱荷华大学研究 Identified three leadership styles: Autocratic style 独裁风格: centralized authority, low participation Democratic style 民主风格: involvement, high participation, feedback Laissez faire style 放任风格: hands-off man
10、agement,1716,Exhibit 172Behavioral Theories of Leadership,P462,Research findings: mixed results No specific style was consistently better for producing better performance Employees were more satisfied under a democratic leader than an autocratic leader.,1717,Behavioral Theories (contd),(2) Ohio Stat
11、e Studies 俄亥俄州立大学 Identified two dimensions of leader behavior Initiating structure 定规维度: Consideration 关怀维度:,1718,Behavioral Theories (contd),(2) Ohio State Studies 俄亥俄州立大学 Identified two dimensions of leader behavior Initiating structure 定规维度: The extent to which a leader defined his or her role a
12、nd the roles of group members。 It included behaviors that involved attempts to organize work, work relationships, and goals. 领导者界定自己和成员的角色的程度，包括组织安排工作，梳理工作关系和明确目标的程度 Consideration 关怀维度: The extend to which a leader had work relationships characterized by mutual trust and respect for group members id
13、eas and feelings. 领导者在工作中尊重下属的看法和情感并与下属建立相互信任的程度。,1719,Exhibit 172Behavioral Theories of Leadership,P462,Research findings: mixed results High-high leaders generally, but not always, achieved high group task performance and satisfaction. Evidence indicated that situational factors appeared to strong
14、ly influence leadership effectiveness.,1620,Behavioral Theories,（3）University of Michigan Studies 密歇根大学研究 Identified two dimensions of leader behavior Employee oriented 员工导向: emphasizing personal relationships (employees needs, interpersonal relationships) Production oriented 生产导向: emphasizing task
15、accomplishment ( technical or task aspect of job),1621,Exhibit 172 (contd) Behavioral Theories of Leadership,P462,Research findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.,1722,（4） The Managerial Grid 管理方格,D Managerial Grid A
16、ppraises leadership styles using two dimensions: Concern for people 关心人 Concern for production 关心生产 Places managerial styles in five categories: See next page Exhibit 17X Managerial grid,1723,Exhibit 17xTheManagerialGrid,Source: Reprinted by permission of Harvard Business Review. An exhibit from “Breakthrough in Organization Development” by Robert R. Blake, Jane S. Mouton, Louis B. Barnes, and Larry E. Greiner, NovemberDecember 1964, p. 136. Copyright 1964 by the President and Fello
