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1、LESSON FIVE Leadership Text LeadershipNotesVocabularyComprehensionDiscussionExercisesTranslationWritingFurther ReadingCaseStudyofGreyhoundLines,Inc.TermsERGtheoryhumanresourcesmanagementProfile JackWelch,Jr.ReferencesThedefinitionofLeadershipFiveimportancepotentialsourcesofpowerTraditionalapproaches
2、tostudyingleadershipThreegeneralcategoriesofleadershipbehaviorNewdevelopmentsThe EndTHE DEFINITION OF LEADERSHIPWhatisleadership?Whatmakesagreatleader?VisionWHAT MAKES A GREAT LEADER? Leadershipcanbetaughtandlearned.Leadershipseemstobethemarshalingofskillspossessedbyamajoritybutusedbyaminority.vt. T
3、o arrange, place, or set in methodical order.WHAT IS LEADERSHIP? Aleaderisonewhoinfluencesotherstoattaingoals.Thegreaterthenumberoffollowers,thegreatertheinfluence.Andthemoresuccessfultheattainmentofworthygoals,themoreevidenttheleadership.Thisdefinitionmaybeaccurate,butitfailstocapturetheexcitementa
4、ndintriguethatdevotedfollowersandstudentsofleadershipfeelwhentheyseeagreatleaderinaction.Also,itgivesusfewcluesaboutwhatorganizationalleadersdoorwhatitreallytakestogainentryintoFortunesHallofFameforU.S.BusinessLeadership.(especially in the USA) it refers to a building or room containing small statue
5、s or similar memorials of people who have become famous in a particular activity. n. Strong attractiveness or appeal. Certain qualitiesLeadership and managementLeadership MetaphorsLeadership by a groupScientific theories of leadershipVISION Theimportantpoints ReasonsoffailtureResponsibilitiesVISION
6、Thefacultyofseeing:eye,eyesight,seeing,sight.Archaiclight1. See see/not see. Unusualorcreativediscernmentorperception:farsightedness,foresight,prescience. See foresight.Anillusorymentalimage:daydream,dream,fancy,fantasy,fiction,figment,illusion,phantasm,phantasma,reverie. See real/imaginary.Somethin
7、gthatisforetoldbyorasifbysupernaturalmeans:divination,oracle,prophecy,soothsaying,vaticination.See foresight.Theymovepeopleandorganizationsindirectionstheyotherwisewouldnotgo.Theymaylaunchenterprises,buildorganizationcultures,winwars,orotherwisechangethecourseofevents.Theyaregiftedstrategistswhoseiz
8、eopportunitiesothersoverlook,buttheyarealsopassionatelyconcernedwithdetailsallthesmall,fundamentalrealitiesthatcanmakeormarthegrandestofplans.vt. To inflict damage, especially disfiguring damage, on; to impair the soundness, perfection, orintegrity of; spoilOutstandingleadershavevision.Theleadersjob
9、istocreateavision.Havingavisionforthefutureandcommunicatingthatvisiontoothersareknowntobeessentialcomponentsofgreatleadership.Avisionisamentalimageofapossibleanddesirablefutureoftheorganization.Greatleadersseeintheirvisionwhatothershavenotthoughtof.Theystrivetorealizesignificantachievementsthatother
10、shavenot.THE IMPORTANT POINTS AvisionisnecessaryforeffectiveleadershipApersoncandevelopavisionforanyjob,workunit,ororganizationMostpeople,includingmanagerswhodonotdevelopintostrongleaders,donotdevelopaclearvisioninstead,theyfocusonperformingorsurvivingonaday-by-daybasis.REASONS OF FAILTUREAninapprop
11、riatevisionmayreflectmerelytheleadersinternalneeds.Ainappropriatevisionmayignorestakeholderneeds.Ainappropriatevisionmaybebasedonaseriousmiscalculationoftheresourcesneededandavailabletoachieveit.Theleadermuststayabreastofenvironmentalchanges.RESPONSIBILITIES Effectivemanagersarenotnecessarilytruelea
12、ders.Managersmustdealwiththeongoing,day-to-daycomplexitiesoforganizations.Whilemanagersengageinplanningandbudgetingroutines,leaderssetthedirectionorcreateavisionforthefirm.Managementrequiresstructuringtheorganization,staffingitwithcapablepeople,andmonitoringactivities;leadershipgoesbeyondthesefuncti
13、onsbyinspiringpeopletoattainthevision.Greatleaderskeeppeoplefocusedonmovingtheorganizationtowarditsidealfuture,motivatingthemtoovercomewhateverobstacleslieintheway.FIVE IMPORTANCE POTENTIAL SOURCES OF POWER Theleaderwithlegitimatepowerhastheright,orauthority,totellsubordinateswhattodo;Theleaderwhoha
14、srewardpowerinfluencessubordinatesTheleaderwithcoercivepowerhascontroloverpunishments;Theleaderwithreferentpowerhaspersonalcharacteristicsthatappealtoothers;Theleaderwhohasexpertpowerhascertainexpertiseorknowledge;TRADITIONAL APPROACHES ThetraitapproachThebehavioralapproachThesituationalapproach.n.
15、A distinguishing feature, as of a persons character. effective leader behaviors vary from situation to situation. The leader should first analyze the situation and then decide what to do. Look before you lead.THE TRAIT APPROACH Istheoldestleadershipperspectiveandwasdominantforseveraldecades.Thisappr
16、oachseemslogicalforstudyingleadership.Focusesonindividualleadersandattemptstodeterminethepersonalcharacteristics(traits)thatgreatleadersshare.GreatleadersGREAT LEADERS WinstonChurchillAlexandertheGreatGandhiNapoleonMartinLutherKingTHE PERSONALITY TRAITS OF EFFECTIVE LEADERS DriveLeadershipmotivation
17、IntegritySelf-confidenceKnowledgeofthebusinessTheabilitytoperceivetheneedsandgoalsoffollowersandtoadjustonespersonalleadershipapproachaccordingly.THE BEHAVIORAL APPROACH Itattemptstoidentifywhatgoodleadersdo. Should leaders focus on getting the job done or on keeping their followers happy? Should th
18、ey make decisions autocratically or democratically?THREE GENERAL CATEGORIES OF LEADERSHIP BEHAVIOR BehaviorsrelatedtotaskperformanceGroupmaintenanceEmployeeparticipationindecisionmakingNEW DEVELOPMENTS SubstitutesforleadershipCharismaticleadershipEmpowermentTransformationalleadershipLeadershipagenda
19、SUBSTITUTE FOR LEADERSHIPSituationalsubstitutescanprovidethesameinfluenceonemployeesthatleadersotherwisewouldhave.Certainsubordinate,task,andorganizationalfactorsaresubstitutesfortaskperformance-orientedandgroupmaintenance-orientedleaderbehaviors.E.G.Groupmaintenancebehaviorswillhavelessimpactifsubo
20、rdinatesalreadyhaveaclosely-knitgroupSubordinateshaveaprofessionalorientationThejobisintrinsicallysatisfyingThereisgreatphysicaldistancebetweenleaderandsubordinates.Taskperformanceleadershipislessimportantifsubordinateshavealotofexperienceandability,feedbackissuppliedtoemployeesdirectlyfromthetaskor
21、bycomputer,ortherulesandproceduresarerigid.Theconceptofsubordinatesforleadershipdoesmorethanindicatewhenaleadersattemptsatinfluencewillandwillnotwork.Itprovidesusefulandpracticalprescriptionsforhowtomanagemoreefficiently.CHARISMATIC LEADERSHIPCharismaisaratherevasiveconcept;itiseasytospotbuthardtode
22、fine.Accordingtoonedefinition,charismapacksanemotionalwallopforfollowersaboveandbeyondordinaryesteem,affection,admiration,andtrust.Thecharismaticisanidolizedhero,amessiahandasavior.Charismaticleadersaredominantandself-confidentandhaveastrongconvictioninthemoralrighteousnessoftheirbeliefs.Theystrivet
23、ocreateanauraofcompetenceandsuccessandcommunicatehighexpectationsforandconfidenceinfollowers.Charismaticleaderarticulatesideologicalgoals.Leaderswhopossessthesecharacteristicsinspireintheirfollowerstrust,confidence,unquestioningacceptance,willingobedience,emotionalinvolvement,affectionfortheleader,a
24、ndhigherperformance.CharismaticauthorityReligiouscharismaticleadersPoliticalcharismaticleadersEMPOWERMENTEnhancingtheirconfidenceintheirabilitytoperformtheirjobsandtheirbeliefthattheyareinfluentialcontributorstotheorganization.ResultsinchangesinemployeesbeliefsTheresultisthatpeopletakemoreinitiative
25、andpersevereinachievingtheirgoalsandtheirleadersvisioneveninthefaceofdifficulty.EMPOWERING PEOPLE MEANS :AllowingthemtoparticipateindecisionmakingExpressingconfidenceintheirabilitytoperformathighlevelsDesigningtheirjobssotheyhavegreaterfreedomSettingmeaningfulandchallenginggoalsApplaudingoutstanding
26、performanceEncouragingpeopletotakepersonalresponsibilityfortheirwork.TRANSFORMATIONAL LEADERSHIPChangethingsfromwhatcouldbetowhatisThreeprimarywaysThefourskillsTHREE PRIMARY WAYS OF GENERATE EXCITEMENT FirstTheyarecharismatic.SecondTheygivetheirfollowersindividualizedattention.ThirdTransformationall
27、eadersareintellectuallystimulating.THE FOUR SKILLS TohaveavisionTocommunicatetheirvisionTobuildtrustbybeingconsistent,dependable,andpersistentTohaveapositiveself-regard.LEADERSHIP AGENDA Dwight Eisenhower Three ActivitiesTHREE ACTIVITIES Createanagendaforchangefortheirbusiness.Developinterpersonalne
28、tworksandotherresourcesthatcanhelpthemaccomplishtheiragendas.Ensuringthatthenetworksaresuccessfulatimplementationoftheagenda.Suchanagendashouldincludeavisionofwhatcanbeandwhatshouldbe.Thisvisionshouldintoaccountthelegitimatelong-terminterestsoftheorganizationsstakeholders.Theagendashouldalsoincludea
29、strategyforachievingthevision.n. One who has a share or an interest, as in an enterprise.Thesuccessfulgeneralmanagersshoulddevelopinterpersonalnetworksandotherresourcesthatcanhelpthemaccomplishtheiragendas.Thenetworkmustincludeahighlymotivatedcoregroupofpeoplewhoarecommittedtomakingthevisionareality
30、andhavethekeysourcesofpowerneededtoimplementtheleadersstrategy.Oncetheseagendasandnetworksareinlargelyinplace,thesuccessfulmanagersturntheirattentiontoensuringthatthenetworksaresuccessfulatimplementationoftheagenda.Creatingvisionaryagendas,buildingnetworks,andimplementingtheagendasarekeyingredientso
31、feffectiveleadership.DO CERTAIN QUALITIES MAKE A LEADER?Talentandtechnical/specificskillatsometaskathand.InitiativeandentrepreneurialdriveCharismaticinspiration-attractivenesstoothersandtheabilitytoleveragethisesteemtomotivateothersPreoccupationwitharle-adedicationthatconsumesmuchofleaderslife-servi
32、cetoacause.Aclearsenseofmission-cleargoals-focuscommitmentResults-orientation-directingeveryactiontowardsamission-prioritizingactivitiestospendtimewhereresultsmostaccrueOptimism-veryfewpessimistsbecomeleadersRejectionofdeterminism-beliefinonesabilitytomakeadifferenceAbilitytoencourageandnurturethose
33、thatreporttothem-delegateinsuchawayaspeoplewillgrowRlemodels-takeonapersonathatencapsulatesthemission-leadbyexampleLEADERSHIP AND MANAGEMENTLeadershiplinkscloselywiththeideaofmanagement,somewouldregardthetwoassynonymous.youcanviewleadershipasbeingeither:CentralizedordecentralizedBroadorfocusedDecisi
34、on-orientedormorale-centredIntrinsicorderivedfromsomeauthorityLEADERSHIP METAPHORSAneffectiveleaderresemblesanorchestraconductorinsomeways.He/shehastosomehowgetagroupofpotentiallydiverseandtalentedpeople-manyofwhomhavestrongpersonalities-toworktogethertowardacommonoutput.LEADERSHIP BY A GROUPIncontr
35、asttotoleratingleadershipasapositionofauthority,somehighlysuccessfulorganizationshaveadoptedapragmaticapproachwhentheyfoundthattheroleofbosscoststoomuchinteamperformance.SCIENTIFIC THEORIES OF LEADERSHIPFiedlercontingencymodelLeadershipparticipationmodelPath-goalmodelSituationalleadershiptheoryTrait
36、theoryFunctionalleadershipmodelManagerialgridmodelLeadershiptrainingresourcesCharcateristicsofleadersandleadershipNarcissisticleadersLEADER Somethingorsomeonethatshowstheway:conductor,director,escort,guide,lead,pilot,shepherd,usher. See show/hide.Aleadingcontestant:front-runner,numberone. See preced
37、e/follow.Onewhoishighestinrankorauthority:boss,chief,chieftain,director,head,headman,hierarch,master.Slanghoncho.Idioms:cockofthewalk. See over/under.Aprofessionalpoliticianwhocontrolsapartyorpoliticalmachine:boss,chief. See over/under.Animportant,influentialperson:character,dignitary,eminence,lion,
38、nabob,notability,notable,personage.Informalbig-timer,heavyweight,somebody,someone,VIP.Slangbigshot,bigwheel,bigwig,muckamuck. See important/unimportant.Aprominentarticleinaperiodical:feature,lead. See words.POWER MAY BE HELD THROUGH:DelegatedauthorityPersonalorgroupcharismaAscribedpowerExpertise(Abi
39、lity,Skills)PersuasionKnowledgeMoneyForce(violence,militarymight,coercion).MoralsuasionApplicationofnon-violenceOperationofgroupdynamicsSocialinfluenceoftraditionFRENCH AND RAVENS FIVE FORMS OF POWERCoercivepowerRewardpowerLegitimatepowerReferentpowerExpertpowerWINSTON CHURCHILLPolitical Leader / Wr
40、iter / World War II FigureBorn:30November1874Birthplace:BlenheimPalace,Oxfordshire,EnglandDeath:24January1965Best Known As:IndefatigableprimeministerofBritainduringWorldWarIIALEXANDER THE GREATEmperorBorn:356B.C.Birthplace:Pella,MacedoniaDeath:323B.C.(causeuncertain)Best Known As:Conqueroroftheancie
41、ntworldOfallthosewhohavesetouttoconquertheworld,AlexandertheGreatcameclosesttofinishingthejob.ThesonofKingPhillipIIofMacedon,AlexanderwaseducatedbythephilosopherAristotleandfirstledtroopsatage18.AfterhisfathersdeathhewhippedthesuperpowerPersiansandconqueredmuchofthecivilizedworld.Hediedsuddenlyatage
42、33afteraboutofheavydrinking;somesuggesthewaspoisoned,thoughnocauseofdeathhaseverbeenproved.MOHANDAS GANDHIPolitical Leader / ActivistBorn:2October1869Birthplace:Porbandar,IndiaDeath:30January1948(assassinated)Best Known As:Non-violentleaderofIndianindependenceHestudiedlawinEngland,thenspent20yearsde
43、fendingtherightsofimmigrantsinSouthAfrica.In1914hereturnedtoIndiaandbecametheleaderoftheIndianNationalCongress.Gandhiurgednon-violenceandcivildisobedienceasameanstoindependencefromGreatBritain,withpublicactsofdefiancethatlandedhiminjailseveraltimes.In1947heparticipatedinthepostwarnegotiationsthatled
44、toIndianindependence.HewasshottodeathbyaHindufanaticin1948.HeissometimescomparedwithfellowhumanitariansMotherTeresa,NelsonMandelaandMartinLutherKing,Jr.ApoliticalfigureofthetwentiethcenturyinIndia;theleaderofIndiasdriveforindependencefromBritain.Heusedmethodsofpassiveresistanceandnonviolentdisobedie
45、ncetoinfluenceBritishrulers.Hewasassassinatedin1948,justafterIndiasecureditsindependence.Thetitlemahatmameans“greatsoul.”NAPOLEON BONAPARTEEmperorBorn:15August1769Birthplace:Ajaccio,CorsicaDeath:5May1821(stomachcancer?)Best Known As:FrancesgreatestmilitarygeniusAFrenchgeneral,politicalleader,andempe
46、rorofthelateeighteenthandearlynineteenthcenturies.BonaparteroseswiftlythroughtheranksofarmyandgovernmentduringandaftertheFrenchRevolutionandcrownedhimselfemperorin1804.HeconqueredmuchofEuropebutlosttwo-thirdsofhisarmyinadisastrousinvasionofRussia.AfterhisfinallosstoBritainandPrussiaattheBattleofWate
47、rloo,hewasexiledtotheislandofSt.HelenainthesouthAtlanticOcean.MARTIN LUTHER KING JR.Clergyman / Activist / Civil Rights FigureBorn:15January1929Birthplace:Atlanta,GeorgiaDeath:4April1968(assassinatedbygunfire)Best Known As:CivilrightsherowhosaidIhaveadreamWasaChristianclergymanwhoadvocatedsocialchan
48、gethroughnon-violentmeans.HiswritingsandpublicappearancesshapedtheAmericancivilrightsmovementofthe1950sand60s.In1963KingorganizedamarchonWashington,D.C.thatdrew200,000peopledemandingequalrightsforminorities.In1964KingwontheNobelPeacePrize,becomingatthetimetheyoungestrecipientever.HewasshottodeathbyJ
49、amesEarlRayin1968whilevisitingMemphis,Tennessee.CHARISMA It(fromtheGreekwordcharis)isoftenusedinthisformtodescribeanabilitytocharmorinfluencepeople.Hasbeencreditedwithhelpingsomepoliticians,especiallythosewithvagueplatformsandpopulistambitions,toachieveelectoralsuccess.ThewordisalsousedbycertainChri
50、stiandenominationsandmovementstoindicatethattheybelieveinandpracticethespiritualgiftsoftongues,prophecyandwordsofknowledge,aswellasothergiftsoftheHolySpiritasfoundintheBible,withoutthepreeminenceofglossolaliaandlegalismprevalentinPentecostalism.CHARISMATIC AUTHORITY Itisaformofreligiousorpoliticalle
51、adershipandauthoritylargelytiedtothepopularityandcharismaofasingleleader.Thissometimesinvolvesapersonalitycult.RELIGIOUS CHARISMATIC LEADERSGautamaBuddhaJohnCalvinJesusMartinLutherMuhammadRamakrishnaParamahamsaAdiSankaraJosephSmithSwamiVivekanandaSathyaSaiBabaJimJonesPOLITICAL CHARISMATIC LEADERS Al
52、exandertheGreatJuliusCaesarFidelCastroAdolfHitlerMaoZedongJuanPeronTemujinMESSIAHAlsoMessias.TheanticipatedsavioroftheJews.AlsoMessias.Christianity.Jesus.Messiah.Onewhoisanticipatedas,regardedas,orprofessestobeasaviororliberator.Theideaofamessiah,aredeemersentbyGod,iscommonamongmanydifferentpeoplest
53、hroughouthistoryandmayreflectauniversalpsychologicalpattern.AncientMiddleEasterntextsforetellthecomingofsavior-kings.Buddhists,Zoroastrians,andConfuciansbelieveintheredemptionofmankind,ortheadventofagoldenage,throughthearrivalofaHolyOne.InIslam,thecomingoftheMahdiiscloselyrelatedtothemessiahconcept.
54、DWIGHT D. EISENHOWERU.S. President / Military Leader / World War II FigureBorn:14October1890Birthplace:Denison,TexasDeath:28March1969(congestiveheartfailure)Best Known As:SupremecommanderofAlliedforcesinWWIIWasthemostfamousU.S.ArmygeneralofWorldWarII.AcareerArmyman,herosetothelevelof5-stargeneraland
55、oversawtheAlliedforcesinEurope,includingthefamousD-DayinvasionofFrancein1944.AfterthewarheservedbrieflyaspresidentofColumbiaUniversity,thenwaschosenoverRobertA.TaftastheRepublicancandidateforU.S.presidentin1952.Hewonhandilyin1952andagainin1956,defeatingDemocraticcandidateAdlaiStevensonbothtimes.Ikesurvivedahalf-dozenheartattacksover15yearsbeforesuccumbingin1969.PresidentBushBiographyVicePresidentCheneyBiographyLauraBushBiographyLynneCheneyBiography
