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1、leadership领导力Leadershipisanabilitydescribingthewayofimpactingteam.1960Behavioraltheory1TannenbaumandSchmidtcontinuum2RensisLikertSupportRelationTheory3ChrisArgyrisImmatureMaturecontinuum4.BlakeandMoutonManagerialGrid5JohnAdairActionCentredLeadership五五选一一1TannenbaumandSchmidtcontinuum经理-非经理人员行为模式连续分部
2、场中心思想：中心思想：Managers authority VS subordinates freedom经理人的理人的权利利 VS 下属的自由度下属的自由度Tannenbaum and Schmidt continuum1. The Manager decides and announces the decision2. The manager decides and then sells the decision to the group.3. The manager presents the decision with background ideas and invites quest
3、ions.4. The manager suggests a provisional decision and invites discussion about it.5. The manager presents the situation or problem, gets suggestions, then decides.6. The manager explains the situationand asks the team to decide.7. The manager allows the team to identify the problem, develop the op
4、tions, and decide on the action, within the managers received limits.经理理人人权利利越越来来越越小小下下属属自自由由度度越越来来越越大大2RensisLikertSupportRelationTheoryLikert的支持关系理论将领导按照他他们与下属的关系与下属的关系分为四种类型：1.Exploitiveauthoritative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群体参与式领导林楠符震曹家奇高雯菲方
5、太太Exploitiveauthoritative剥削式集权领导领导林楠符震曹家奇方太太高雯菲方太太IIIBenevolentauthoritative教练型领导Consultativeauthoritative顾问型领导领导林楠符震曹家奇高雯菲方太太方太太IIParticipative-group群体参与式领导林楠符震曹家奇高雯菲方太太2ChrisArgyrisImmatureMaturecontinuum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4.BlakeandMoutonManagerialGrid布莱克和莫顿的管理方格图中心思想：根据领导是更关心人
6、（concernforpeople），还是更关心事儿（concernforproduction），把领导分为五种风格。Managerialgridmodel(1964)byRobertandJaneMouton5JohnAdairActionCentredLeadership中心思想：领导的职能是平衡个人，团队和任务。Thisapproach,Action-CentredLeadership,iscentredontheactionsoftheleader.Theleaderhastobalancetheneedsfromeachofthethreeelements.Theeffectivel
7、eaderistheonewhokeepsallthreeinbalance;thatiswhoattendstoallthreeatthesametime.Ifanyoneelementisignored,theothersareunlikelytosucceed.Thisapproachfocusesonwhatleadersactuallydoandassessesaleaderseffectivenessbasedontheirabilitytomeetthreeareasofneedwithinateam:thetask,teammaintenanceandindividualnee
8、ds.What do good leaders do？1970Contingencytheory权变理论随具体情况而随具体情况而变依具体依具体请而定而定1.FiedlersContingencyTheory2.Hersey&BlanchardSituationalTheory3.Vroom&YettonDecisionParticipationContigencyTheory三三选一一1.FiedlersContingencyTheory菲德勒的权变管理思想中心思想：不同管理（中心思想：不同管理（situation）情况适用）情况适用不同不同领导风格（格（leadership behaviou
9、r）把把人放人放进情况里情况里衡量管理情况的三个维度：1.Positionandauthority领导者的权利和地位2.Objectivestructure任务结构3.Relationshipbetweenlowandhigherlevels领导与下属的关系管理者的两种类型：1.任务导向型：taskoriented2.人员导向型：relationshiporientedFiedlerModelThestyleofleadershipshouldbesuitableto:1.Positionandauthority2.Objectivestructure3.Relationshipbetween
10、lowandhigherlevels2.Hersey&BlanchardSituationalTheory赫塞和布兰查德的情境领导理论中心思想：不同员工成熟度（readinessofemployees）适用不同领导风格（leadershipstyle）Readinessofemployees成熟度Willingness：愿不愿意Ability&confidence：能不能够LeadershipstylesTelling 告知告知(S1)Leaderstelltheirpeoplewhattodoandhowtodoit.Selling 推推销(S2)Leadersprovideinformat
11、ionanddirection,buttheresmorecommunicationwithfollowers.Leadersselltheirmessagetogetpeopleonboard.Participating 参与参与(S3)Leadersfocusmoreontherelationshipandlessondirection.Theleaderworkswiththeteam,andsharesdecision-makingresponsibilities.Delegating 授授权(S4)Leaderspassmostoftheresponsibilityontothefo
12、llowerorgroup.Theleadersstillmonitorprogress,buttheyrelessinvolvedindecisionsTelling：告知：告知Participating 参与Delegating 授权Selling 推销R3：不愿意不愿意能能够R2:愿意愿意不能不能够R1:不愿意不愿意不能不能够R4：愿意愿意能能够HighSupportiveBehaviorLowLowDirectiveBehaviorHigh3.Vroom&YettonDecisionParticipationContingencyTheory弗鲁姆和耶顿的决策参与权变理论中心思想：中心
13、思想：领导根据不同的情况，根据不同的情况，选择不同的不同的领导风格。格。Accordingtodifferentsituations,leadercanchoosesuitablestylebyanswermyfollowingquestions.五种领导风格1.Autocratic1(A1)（独裁型）youusetheinformationyoualreadyhaveandmakethedecision2.Autocratic2(A2)youaskteammembersforspecificinformationandonceyouhaveit,youmakethedecision.Here
14、youdontnecessarilytellthemwhattheinformationisneededfor.3.Consultative1(C1)（协商型）youinformteammembersofwhatyouredoingandmayindividuallyaskopinions,however,thegroupisnotbroughttogetherfordiscussion.Youmakethedecision.4.Consultative2(C2)（协商型）youareresponsibleformakingthedecision,however,yougettogethera
15、sagrouptodiscussthesituation,hearotherperspectives,andsolicitsuggestions.5.Group(G2)（群体决策型）Theteammakesadecisiontogether.Yourroleismostlyfacilitativeandyouhelptheteamcometoafinaldecisionthateveryoneagreeson.1.决策重要吗2.决策的实现需要团队吗？3.你自己有足够的信息做决策吗？4.问题是不是结构化的5.如果你自己做了决定，团队会支持吗6.团队是否支持组织目标7.下属会不会对决策提出不同意见
16、？HistoryofLeadership1TannenbaumandSchmidtcontinuum经理-非经理人员行为模式连续分部场2RensisLikertSupportRelationTheoryLikert的支持关系理论3ChrisArgyrisImmatureMaturecontinuumArgyris的不成熟-成熟连续流理论4.BlakeandMoutonManagerialGrid布莱克和莫顿的管理方格图5JohnAdairActionCentredLeadershipAdair的行为中心论五选一1.FiedlersContingencyTheory菲德勒的权变管理思想2.Hersey&BlanchardSituationalTheory赫塞和布兰查德的情境领导理论3.Vroom&YettonDecisionParticipationContigencyTheory弗鲁姆和耶顿的决策参与权变理论三选一结束语结束语谢谢大家聆听！谢谢大家聆听！40
