管理与组织PPT17

Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEdition,GlobalEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation17-1Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEdition,GlobalEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation17-2•Defineleaderandleadership•Compareandcontrastearlytheoriesofleadership•Describethethreemajorcontingencytheoriesofleadership•Describecontemporaryviewsofleadership•DiscusscontemporaryissuesaffectingleadershipChapter17:LeadershipCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEdition,GlobalEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation17-3WhoAreLeadersandWhatIsLeadership?•Leader-Someonewhocaninfluenceothersandwhohasmanagerialauthority.•Leadership-Whatleadersdo;theprocessofinfluencingagrouptoachievegoals.•Ideally,allmanagersshouldbeleaders.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEdition,GlobalEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation17-4EarlyLeadershipTheories•TraitTheories(1920s-1930s)–Researchfocusedonidentifyingpersonalcharacteristicsthatdifferentiatedleadersfromnon-leaderswasunsuccessful.–Laterresearchontheleadershipprocessidentifiedseventraitsassociatedwithsuccessfulleadership:•Drive,thedesiretolead,honestyandintegrity,self-confidence,intelligence,job-relevantknowledge,andextraversionCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEdition,GlobalEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation17-5Exhibit17-1:SevenTraitsAssociatedwithLeadershipCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEdition,GlobalEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation17-6EarlyLeadershipTheories(cont.)•BehavioralTheories–UniversityofIowaStudies(KurtLewin)•Identifiedthreeleadershipstyles:–Autocraticstyle:centralizedauthority,lowparticipation–Democraticstyle:involvement,highparticipation,feedback–Laissezfairestyle:hands-offmanagement•Researchfindings:mixedresults–Nospecificstylewasconsistentlybetterforproducingbetterperformance.–Employeesweremoresatisfiedunderademocraticleaderthanunderanautocraticleader.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEdition,GlobalEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation17-7BehavioralTheories(cont.)•OhioStateStudies–Identifiedtwodimensionsofleaderbehavior:•Initiatingstructure:theroleoftheleaderindefininghisorherroleandtherolesofgroupmembers.•Consideration:theleader’smutualtrustandrespectforgroupmembers’ideasandfeelings.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEdition,GlobalEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation17-8MixedResultsofOhioStateStudies•Highconsideration/highstructureleadersgenerally,butnotalways,achievedhighscoresongrouptaskperformanceandsatisfaction.•Evidenceindicatedthatsituationalfactorsappearedtostronglyinfluenceleadershipeffectiveness.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEdition,GlobalEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation17-9UniversityofMichiganStudies•Identifiedtwodimensionsofleaderbehavior:–Employeeoriented:emphasizingpersonalrelationships–Productionoriented:emphasizingtaskaccomplishment•Researchfindings:–Leaderswhoareemployeeorientedarestronglyassociatedwithhighgroupproductivityandhighjobsatisfaction.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEdition,GlobalEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation17-10TheManagerialGrid•Appraisesleadershipstylesusingtwodimensions:•Concernforpeople•Concernforproduction•Placesmanagerialstylesinfivecategories:•Impoverishedmanagement•Taskmanagement•Middle-of-the-roadmanagement•Countryclubmanagement•TeammanagementCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEdition,GlobalEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation17-11Exhibit17-2:BehavioralTheoriesofLeadershipCopyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEdition,GlobalEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation17-12Exhibit17-2:BehavioralTheoriesofLeadership(cont.)Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEdition,GlobalEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation17-13ContingencyTheoriesofLeadership•TheFiedlerModel–Proposesthateffectivegroupperformancedependsuponthepropermatchbetweentheleader’sstyleofinteractingwithfollowersandthedegreetowhichthesituationallowstheleadertocontrolandinfluence.Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,EleventhEdition,GlobalEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation17-14TheFiedlerModel(cont.)•Assumptions:–Acertainleadershipstyleshouldbemosteffectiveindifferenttypesofsituations.–Leadersdonotreadilychangeleadershipstyles.•Matchingtheleadertothesituationorchangingthesituationtomakeitfavorabletothele