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1、Leadership Theoriesn n“Trust men and they will be true to you; treat them greatly and they will show themselves to be great.”n nRalph Waldo EmersonRalph Waldo EmersonLeadership Models n nModel One: authoritarian, democratic or laissez-fairen nModel Two: task vs interpersonalAuthoritariann nA style o
2、f leadership in which the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities and relationships in the work environment.n nOrganizational Behavior, Nelson & QuickOrganizational Behavior, Nelson & QuickAuthoritarian n nSets goals individuallySets goals ind
3、ividuallyn nEngages primarily in one-way, downward communicationEngages primarily in one-way, downward communicationn nControls discussions of followersControls discussions of followersn nSets policy and procedures unilaterally Sets policy and procedures unilaterally n nDominates interactionDominate
4、s interactionn nPersonally directs the completion of tasksPersonally directs the completion of tasksn nProvides infrequent positive feedbackProvides infrequent positive feedbackn nRewards obedience and punishes mistakesRewards obedience and punishes mistakesn nExhibits poor listening skillsExhibits
5、poor listening skillsn nUses conflict for personal gainUses conflict for personal gainDemocraticn nA style of leadership in which the leaders takes collaborative, responsive, interactive actions with followers concerning the work and the work environment.n nOrganizational Behavior, Nelson & QuickOrg
6、anizational Behavior, Nelson & QuickDemocraticn nInvolves followers in setting goalsInvolves followers in setting goalsn nEngages in two-way, open communicationEngages in two-way, open communicationn nFacilitates discussion with followersFacilitates discussion with followersn nSolicits input regardi
7、ng determination of policy and Solicits input regarding determination of policy and proceduresproceduresn nFocuses interactionFocuses interactionn nProvides suggestions and alternatives for the completion of Provides suggestions and alternatives for the completion of taskstasksn nProvides frequent p
8、ositive feedbackProvides frequent positive feedbackn nRewards good work and uses punishment only as a last resortRewards good work and uses punishment only as a last resortn nExhibits effective listening skillsExhibits effective listening skillsn nMediates conflict for group gainMediates conflict fo
9、r group gainLaissez-Faire (“leave them alone”)n nA style of leadership in which the leader fails to accept the responsibilities of the position.n nOrganizational Behavior, Nelson & QuickOrganizational Behavior, Nelson & QuickLaissez-Fairen nAllows followers free rein to set their own goalsAllows fol
10、lowers free rein to set their own goalsn nEngages in noncommittal, superficial communicationEngages in noncommittal, superficial communicationn nAvoids discussion with followers to set policy and proceduresAvoids discussion with followers to set policy and proceduresn nAvoids interactionAvoids inter
11、actionn nProvides suggestions and alternatives for the completion of Provides suggestions and alternatives for the completion of tasks only when asked to do so by followerstasks only when asked to do so by followersn nProvides infrequent feedback of any kindProvides infrequent feedback of any kindn
12、nAvoids offering rewards or punishmentsAvoids offering rewards or punishmentsn nMay exhibit either poor or effective listening skillsMay exhibit either poor or effective listening skillsn nAvoids conflictAvoids conflictInterpersonal Orientationn nSolicits opinionsSolicits opinionsn nRecognizes the p
13、ositions, ideas, and feelings of othersRecognizes the positions, ideas, and feelings of othersn nEngages in flexible, open communicationEngages in flexible, open communicationn nListens carefully to othersListens carefully to othersn nMakes requestsMakes requestsn nFocuses on feelings, emotions, and
14、 attitudes as they relate to Focuses on feelings, emotions, and attitudes as they relate to personal needspersonal needsn nEmphasizes productivity through the acquisition of personal Emphasizes productivity through the acquisition of personal skillsskillsn nMost often communicates orallyMost often c
15、ommunicates orallyn nMaintains an “open door” policyMaintains an “open door” policyTask Orientationn nDisseminates informationDisseminates informationn nIgnores the positions, ideas and feelings of othersIgnores the positions, ideas and feelings of othersn nEngages in rigid, stylized communicationEn
16、gages in rigid, stylized communicationn nInterrupts othersInterrupts othersn nMakes demandsMakes demandsn nFocuses on facts, data and information as they relate to tasksFocuses on facts, data and information as they relate to tasksn nEmphasizes productivity through the acquisition of technical Empha
17、sizes productivity through the acquisition of technical skillsskillsn nMost of the time communicates in writingMost of the time communicates in writingn nMaintains a “closed door” policyMaintains a “closed door” policyStudies that Identified Communication Patterns of Leadersn nThe Michigan Leadershi
18、p Studiesn nThe Ohio State Leadership Studiesn nMcGregors Theory X and Theory Yn nBlake and McCanses Leadership GridThe Michigan Leadership Studyn nConducted shortly after WWIIn nOne dimensional n nIdentified two basic leadership styles:n nProduction orientedProduction orientedn nEmployee orientedEm
19、ployee orientedn nA building block for newer leadership studiesOhio State Leadership Studiesn nAfter WWIIn nMeasured specific leader behaviorsn nIdentified two dimensionsn nConsiderationConsiderationn nInitiating StructureInitiating Structuren nA leader could possess varying amounts of both dimensio
20、nsTheory X and Theory Yn nDouglas McGregor, MIT Professorn nIdentified two approaches to supervision:n nTheory X: These managers think people do not Theory X: These managers think people do not like to work and like strict supervision. like to work and like strict supervision. n nTheory Y: These man
21、agers think work is a source Theory Y: These managers think work is a source of satisfaction and want the responsibility.of satisfaction and want the responsibility. Theory X n nPeople dont like to work and will avoid it.n nPeople do not have ambition and want to be led or controlled.n nThe threat o
22、f punishment makes them work.n nPeople do not want responsibility.n nPeople are resistant to change.n nPeople are gullible and not very smart.Theory Yn nThe average person does not inherently dislike work. n nPeople will exercise self-direction and self control in the performance of their jobs.n nTh
23、e average person learns under proper circumstances not only to accept to but to seek responsibility.n nThe proper leadership can bring out these qualities in workers.Blake and McCanses Leadership Gridn nHas also been called the Managerial Gridn nFocuses communication stylesn n1,1 Impoverished Mgt1,1
24、 Impoverished Mgtn n9,1 Authority-Compliance9,1 Authority-Compliancen n5,5 Middle of the Road Management5,5 Middle of the Road Managementn n1,9 Country Club Management1,9 Country Club Managementn n9,9 Team Management9,9 Team ManagementTraits Approach to Leadershipn nBorn with leadership traitsBorn w
25、ith leadership traitsn nNot sure what those characteristics were:Not sure what those characteristics were:n nHeightHeightn nWeightWeightn nAppearanceAppearancen nIntelligenceIntelligencen nDispositionDispositionn nInconsistent findingsInconsistent findingsn nCertain traits may enhance the perception
26、 that Certain traits may enhance the perception that somebody is a leadersomebody is a leadern nTrait Approachn nSituational Approachesn nFiedlers Contingency Model of LeadershipFiedlers Contingency Model of Leadershipn nPath-Goal TheoryPath-Goal Theoryn nHersey and Blanchards Situational Leadership
27、 Hersey and Blanchards Situational Leadership TheoryTheoryn nLeader-Member Exchange TheoryLeader-Member Exchange TheoryResearchn nInterpersonal Factorsn nEmotional stabilityEmotional stabilityn nSelf confidenceSelf confidencen nManage conflictManage conflictn nCognitive Factorsn nIntelligenceproblem
28、 solving and decision makingIntelligenceproblem solving and decision makingn nAdministrative Factorsn nPlanning and organizational skillsPlanning and organizational skillsn nKnowledge of work being performedKnowledge of work being performedSituational Approaches to Leadership Studyn nFiedlers Contin
29、gency Model of Leadershipn nPath-Goal Theoryn nHersey and Blanchards Situational Leadership Theoryn nLeader-Member Exchange TheoryFiedlers Contingency Modeln nLeast Preferred Co-Worker n nLeader Situation has 3 dimensions:n nPosition PowerPosition Powern nTask StructureTask Structuren nLeader-Member
30、 RelationsLeader-Member Relationsn nLeader effectiveness in a given situation is affected by their LPC score.n nCriticism of the theoryPath Goal Theoryn nBased on expectancy theoryBased on expectancy theoryn nMotivate followers through communication and Motivate followers through communication and s
31、ituations. Communication styles are:situations. Communication styles are:n nDirective LeadershipDirective Leadershipn nSupportive LeadershipSupportive Leadershipn nParticipative LeadershipParticipative Leadershipn nAchievement-oriented Leadership Achievement-oriented Leadership n nSituational Factor
32、s: Situational Factors: n nNature of FollowersNature of Followersn nNature of TasksNature of TasksLeader Roles in the Path-Goal Modeln nPath Clarificationn nLeader defines what follower needs to do to gain Leader defines what follower needs to do to gain outcomesoutcomesn nLeader clarifies followers
33、 work rolesLeader clarifies followers work rolesn nFollower gains knowledge and confidenceFollower gains knowledge and confidencen nFollower is motivated and shows increased effortFollower is motivated and shows increased effortn nOrganizational goals are achievedOrganizational goals are achievedLea
34、der Roles in the Path-Goal Modeln nIncrease rewardsn nLeader finds out about followers needsLeader finds out about followers needsnLeader matches followers needs to rewards if work outcomes are accomplishednLeader increases value of work outcomes for followern nFollower is motivated and shows increa
35、sed effortFollower is motivated and shows increased effortn nOrganizational goals are achievedOrganizational goals are achievedSituational Leadership Theoryn nHersey and Blanchard say the level of maturity of a worker plays a role in leadership behaviorn nMaturity consists of:n nJob maturity talks-r
36、elated abilities, skills and Job maturity talks-related abilities, skills and knowledgeknowledgen nPsychological maturity feelings of confidence, Psychological maturity feelings of confidence, willingness and motivationwillingness and motivationn nFollower readinessn nLeader behaviorSituational Lead
37、ership TheoryLeader Member Exchange (LMX)n nHow leaders develop relationships with followersn nIn groupIn groupn nOut groupOut groupn nSatisfactionn nStressn nWork loadFunctional Approach to Leadershipn nAbility to communicate like a leader determines leadershipn nTheoriesn nBarnardBarnardn nBenne a
38、nd SheatsBenne and SheatsThe Vroom-Jago Contingency Modeln nA contingency model that focuses on varying degrees of participative leadership, and how each level of participation influences quality and accountability of decisions. Five Leader Decision Stylesn nLeader decidesn nLeader consults individu
39、alsn nLeader consults the groupn nLeader acts as a facilitator for the groupn nLeader delegates decision to the groupDiagnostic Questionsn nDecision significanceDecision significancen nHow significant is this decision for the project or How significant is this decision for the project or organizatio
40、n?organization?n nImportance of commitmentImportance of commitmentn nHow important is subordinate commitment to carrying out How important is subordinate commitment to carrying out the decision?the decision?n nLeader expertiseLeader expertisen nWhat is the level of the leaders expertise in relation
41、to the What is the level of the leaders expertise in relation to the problem?problem?n nLikelihood of commitmentLikelihood of commitmentn nIf the leader were to make the decision alone, would If the leader were to make the decision alone, would subordinates have high or low commitment?subordinates h
42、ave high or low commitment?Diagnostic Questionsn nGroup support for goalsGroup support for goalsn nWhat is the degree of subordinate support for the teams or What is the degree of subordinate support for the teams or organizations objectives at stake in this decision? organizations objectives at sta
43、ke in this decision? n nGoal expertiseGoal expertisen nWhat is the level of group members knowledge and What is the level of group members knowledge and expertise in relation to the problem?expertise in relation to the problem?n nTeam ConsequenceTeam Consequencen nHow skilled and committed are group
44、 members to working How skilled and committed are group members to working together as a team to solve problems?together as a team to solve problems?Referencesn nDebra L. Nelson and James Campbell Quick, Organizational Behavior (Ohio: Thomson, 2006) 148-177.n nMichael Z. Hackman and Craig E. Johnson, Leadership (Illinois: Waveland Press, 2004) 35-87.n nRichard L. Daft, The Leadership Experience (Ohio, Thomson, 2008) 45-71.温馨提示：本PPT课件下载后，即可编辑修改，也可直接使用。（希望本课件对您有所帮助）
