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1、172,0. Learning Objectives,You should learn to: Explain the difference between managers and leaders( 管理者与领导者的区别) Describe the trait(个性特征) and behavioral theories of leadership Explain the Fiedler contingency model(菲德勒权变模型) Contrast the Hersey-Blanchard(何塞-布兰查) and leader participation (参与)models of
2、leadership Summarize the path-goal (路径-目标) model,173,0. Learning Objectives (cont.),You should learn to: Explain the various sources (多种来源)of power a leader might possess Describe how leaders can create (创造)a culture of trust(信任) Explain gender (性别)and cultural (文化)differences in leadership,174,一. L
3、eadership 领导,1 . Leader(领导者) someone who can influence others(影响别人) and who has managerial authority all managers should ideally(最好) be leaders not all leaders have the ability to be an effective manager 2. Leadership (领导) process of influencing a group toward the achievement of goals a heavily rese
4、arched topic(一个热门的研究题目),175,二. Early Leadership Theories 早期理论,1. Trait Theories(特质理论) leader traits(领导者个性特征) - characteristics that might be used to differentiate leaders from nonleaders might be used as a basis for selecting the “right(合适)” people to assume(任命) formal leadership positions proved to
5、 be impossible to identify a set of traits that would always differentiate(区分) leaders from nonleaders explanations based solely (仅仅)on traits ignored the interactions (相互作用)of leaders, their groups, and situational factors Ex.17-1 Seven Traits associated with leadership,176,二. Early Leadership Theo
6、ries(续1),2. Behavioral Theories(领导行为理论) knowing what effective leaders do would provide the basis for training leaders(知道有效领导者做什么，用于领导的训练) (1) University of Iowa Studies(依阿华大学的研究) - Kurt Lewin(勒文) explored three leadership styles(领导模式) Autocratic(独裁式)- leader dictated(指定) work methods Democratic(民主式
7、) - involved (参与)employees in decision making used feedback to coach employees laissez-faire(放任式) - gave the group complete freedom results were mixed with (不确定)respect to (就)performance-satisfaction higher with democratic leader,177,二. Early Leadership Theories(续2),2. Behavioral Theories (cont.) (2
8、) Ohio State Studies(俄核俄州大学) - identified two dimensions of leadership(两个影响领导的维度)，组合出四种领导方式 initiating structure(以工作为重) - extent to which a leader was likely to define and structure her/his role and the roles of group members to seek goal attainment Consideration(以人为重) - extent to which a leader had
9、 job relationships characterized by mutual trust and respect for group members ideas and feelings findings - high-high leaders achieved high group task performance and satisfaction however, high-high was not always effective(不是始终有效的领导方式),178,二. Early Leadership Theories (续3.),2. Behavioral Theories
10、(cont.) (3) University of Michigan(密歇根大学) Studies - identified two dimensions of leadership：两种领导方式 employee oriented(员工导向) - emphasized interpersonal relationships accepts individual differences among subordinates associated with high group productivity，高生产效率 production oriented(生产导向) - emphasized t
11、he technical or task aspects of the job concerned with accomplishing the groups tasks associated with low group productivity and low job satisfaction，低生产率和低员工满意,179,二. Early Leadership Theories (续4.),2. Behavioral Theories (cont.) (4) Managerial Grid(管理方格理论) - two-dimensional grid (两维方格)that provide
12、s a framework for conceptualizing leadership style dimensions are concern for people and concern for production(关心工作) five management styles(五种管理方式) described impoverished (1,1)，贫乏型- minimum effort to reach goals and sustain organization membership task (9,1)，任务型 - arrange operations to be efficient
13、 with minimum human involvement middle-of-the-road (5,5)，中间型 - adequate performance by balancing work and human concerns,1710,二. Early Leadership Theories (续5.),2. Behavioral Theories (cont.) (2) Managerial Grid (管理方格， cont.) five management styles described (cont.) country club (1,9)，俱乐部型 - attenti
14、on to human needs and creation of comfortable work environment team (9,9)，团队型- committed people motivated by a common purpose, trust, and mutual respect concluded that managers should use (9,9) style little empirical evidence to support this conclusion (几乎没有经验证据支持这个结论) no rationale for what made a m
15、anager an effective leader,1711,Contingency Theories Of Leadership 领导权变理论,*. Basic Assumptions leader effectiveness depends on the situation(领导的有效性与情景有关) must isolate situational conditions or contingencies(必须分离出情景条件或者说情景变量),1712,1. Fiedler Model(菲德勒模型) effective group performance depends on matchin
16、g the leaders style(领导方式) and the degree to which the situation permits(让) the leader to control and influence(控制和影响) Least-Preferred Coworker (LPC，最喜欢的员工) - measures the leaders style of interacting with subordinates来刻画领导模式 high LPC - least preferred coworker described in relatively favorable terms leader is relationship oriented low LPC - least preferred coworker described in relatively unfavorable terms leader is task oriented,三. Contingency Theories (续1),1713,三. Contingency Theories (续
