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1、8 8thth edition editionSteven P.RobbinsSteven P.RobbinsMary CoulterMary CoulterPowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookCopyright 2005 Prentice Hall,Inc.Copyright 2005 Prentice Hall,Inc.All rights reserved.All rights reserved.L E A R N I N G O U T L I N E Follow
2、this Learning Outline as you read and study this chapter.Managers versus LeadersContrast leaders and managers.Explain why leadership is an important behavioral topic.Early Leadership TheoriesDiscuss what research has shown about leadership traits.Contrast the findings of the four behavioral leadersh
3、ip theories.Explain the dual nature of a leaders behavior.Contingency Theories of LeadershipExplain how Fiedlers theory of leadership is a contingency model.2Copyright 2005 Prentice Hall,Inc.All rights reserved.*L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study
4、this chapter.Contingency Theories of LeadershipContrast situational leadership and the leader participation model.Discuss how path-goal theory explains leadership.Cutting Edge Approaches to LeadershipDifferentiate between transactional and transformational leaders.Describe charismatic and visionary
5、leadership.Leadership Issues in the Twenty-First CenturyTell the five sources of leaders power.Discuss the issues todays leaders face.Explain why leadership is sometimes irrelevant.3Copyright 2005 Prentice Hall,Inc.All rights reserved.*L E A R N I N G O U T L I N E (contd)Follow this Learning Outlin
6、e as you read and study this chapter.What Is An Organization?Describe the characteristics of an organization.Explain how the concept of an organization is changing.Why Study Management?Explain the universality of management concept.Discuss why an understanding of management is important even if you
7、dont plan to be a manager.Describe the rewards and challenges of being a manager.4Copyright 2005 Prentice Hall,Inc.All rights reserved.*Managers Versus LeadersManagersAre appointed to their positionCan influence people only to the extent of the formal authority of their positionDo not necessarily ha
8、ve the skills and capabilities to be leadersLeadersAre appointed or emerge from within a work groupCan influence other people and have managerial authorityDo not necessarily have the skills and capabilities to be managersLeadership is the process of influencing a group toward the achievement of goal
9、s.5Copyright 2005 Prentice Hall,Inc.All rights reserved.*Early Leadership TheoriesTrait Theories(1920s-30s)Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful.Later research on the leadership process identified seven traits associated
10、 with successful leadership:vDrive,the desire to lead,honesty and integrity,self-confidence,intelligence,job-relevant knowledge,and extraversion.6Copyright 2005 Prentice Hall,Inc.All rights reserved.*Early Leadership Theories(contd)Behavioral TheoriesUniversity of Iowa Studies(Kurt Lewin)vIdentified
11、 three leadership styles:Autocratic style:centralized authority,low participationDemocratic style:involvement,high participation,feedbackLaissez faire style:hands-off managementvResearch findings:mixed resultsNo specific style was consistently better for producing better performanceEmployees were mo
12、re satisfied under a democratic leader than an autocratic leader.7Copyright 2005 Prentice Hall,Inc.All rights reserved.*Early Leadership Theories(contd)Behavioral Theories(contd)Ohio State StudiesvIdentified two dimensions of leader behaviorInitiating structure:the role of the leader in defining his
13、 or her role and the roles of group membersConsideration:the leaders mutual trust and respect for group members ideas and feelings.vResearch findings:mixed resultsHigh-high leaders generally,but not always,achieved high group task performance and satisfaction.Evidence indicated that situational fact
14、ors appeared to strongly influence leadership effectiveness.8Copyright 2005 Prentice Hall,Inc.All rights reserved.*Early Leadership Theories(contd)Behavioral Theories(contd)University of Michigan StudiesvIdentified two dimensions of leader behaviorEmployee oriented:emphasizing personal relationships
15、Production oriented:emphasizing task accomplishmentvResearch findings:Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.9Copyright 2005 Prentice Hall,Inc.All rights reserved.*The Managerial GridManagerial GridAppraises leadership styles
16、using two dimensions:vConcern for peoplevConcern for productionPlaces managerial styles in five categories:vImpoverished managementvTask managementvMiddle-of-the-road managementvCountry club managementvTeam management10Copyright 2005 Prentice Hall,Inc.All rights reserved.*Contingency Theories of Lea
17、dershipThe Fiedler Model(contd)Proposes that effective group performance depends upon the proper match between the leaders style of interacting with followers and the degree to which the situation allows the leader to control and influence.Assumptions:vA certain leadership style should be most effec
18、tive in different types of situations.vLeaders do not readily change leadership styles.Matching the leader to the situation or changing the situation to make it favorable to the leader is required.11Copyright 2005 Prentice Hall,Inc.All rights reserved.*Contingency Theories(contd)The Fiedler Model(co
19、ntd)Least-preferred co-worker(LPC)questionnairevDetermines leadership style by measuring responses to 18 pairs of contrasting adjectives.High score:a relationship-oriented leadership styleLow score:a task-oriented leadership styleSituational factors in matching leader to the situation:vLeader-member
20、 relationsvTask structurevPosition power12Copyright 2005 Prentice Hall,Inc.All rights reserved.*Contingency Theories(contd)Hersey and Blanchards Situational Leadership Theory(SLT)Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of
21、 the followers readiness.vAcceptance:leadership effectiveness depends on whether followers accept or reject a leader.vReadiness:the extent to which followers have the ability and willingness to accomplish a specific taskLeaders must relinquish control over and contact with followers as they become m
22、ore competent.13Copyright 2005 Prentice Hall,Inc.All rights reserved.*Contingency Theories(contd)Hersey and Blanchards Situational Leadership Theory(SLT)Creates four specific leadership styles incorporating Fiedlers two leadership dimensions:vTelling:high task-low relationship leadershipvSelling:hig
23、h task-high relationship leadershipvParticipating:low task-high relationship leadershipvDelegating:low task-low relationship leadership14Copyright 2005 Prentice Hall,Inc.All rights reserved.*Contingency Theories(contd)Hersey and Blanchards Situational Leadership Theory(SLT)Posits four stages followe
24、r readiness:vR1:followers are unable and unwillingvR2:followers are unable but willingvR3:followers are able but unwillingvR4:followers are able and willing15Copyright 2005 Prentice Hall,Inc.All rights reserved.*Contingency Theories(contd)Leader Participation ModelPosits that leader behavior must be
25、 adjusted to reflect the task structurewhether it is routine,nonroutine,or in betweenbased on a sequential set of rules(contingencies)for determining the form and amount of follower participation in decision making in a given situation.vContingencies:decision significance,importance of commitment,le
26、ader expertise,likelihood of commitment,group support,group expertise16Copyright 2005 Prentice Hall,Inc.All rights reserved.*Contingency Theories(contd)Leader Participation Model Contingencies:Decision significanceImportance of commitmentLeader expertiseLikelihood of commitmentGroup supportGroup exp
27、ertiseTeam competence17Copyright 2005 Prentice Hall,Inc.All rights reserved.*Contingency Theories(contd)Path-Goal ModelStates that the leaders job is to assist his or her followers in attaining their goals and to provide direction or support to ensure their goals are compatible with organizational g
28、oals.Leaders assume different leadership styles at different times depending on the situation:vDirective leadervSupportive leadervParticipative leadervAchievement oriented leader18Copyright 2005 Prentice Hall,Inc.All rights reserved.*Current Approaches to LeadershipTransactional LeadershipLeaders wh
29、o guide or motivate their followers in the direction of established goals by clarifying role and task requirements.Transformational LeadershipLeaders who inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements.Leaders who also
30、 are capable of having a profound and extraordinary effect on their followers.19Copyright 2005 Prentice Hall,Inc.All rights reserved.*Current Approaches to Leadership(contd)Charismatic LeadershipAn enthusiastic,self-confident leader whose personality and actions influence people to behave in certain
31、 ways.Characteristics of charismatic leaders:vHave a visionvAre able to articulate the visionvAre willing to take risks to achieve the visionvAre sensitive to the environment and follower needsvExhibit behaviors that are out of the ordinary20Copyright 2005 Prentice Hall,Inc.All rights reserved.*Curr
32、ent Approaches to Leadership(contd)Visionary LeadershipA leader who creates and articulates a realistic,credible,and attractive vision of the future that improves upon the present situation.Visionary leaders have the ability to:vExplain the vision to othersvExpress the vision not just verbally but t
33、hrough behaviorvExtend or apply the vision to different leadership contexts21Copyright 2005 Prentice Hall,Inc.All rights reserved.*Current Approaches to Leadership(contd)Team Leadership CharacteristicsHaving patience to share informationBeing able to trust others and to give up authorityUnderstandin
34、g when to interveneTeam Leaders JobManaging the teams external boundaryFacilitating the team processvCoaching,facilitating,handling disciplinary problems,reviewing team and individual performance,training,and communication22Copyright 2005 Prentice Hall,Inc.All rights reserved.*Current Approaches to
35、Leadership(contd)Team Leadership RolesLiaison with external constituenciesTroubleshooterConflict managerCoach23Copyright 2005 Prentice Hall,Inc.All rights reserved.*Leadership Issues in the 21st CenturyManaging PowerLegitimate powervThe power a leader has as a result of his or her position.Coercive
36、powervThe power a leader has to punish or control.Reward powervThe power to give positive benefits or rewards.Expert powervThe influence a leader can exert as a result of his or her expertise,skills,or knowledge.Referent powervThe power of a leader that arise because of a persons desirable resources
37、 or admired personal traits.24Copyright 2005 Prentice Hall,Inc.All rights reserved.*Developing Credibility and TrustCredibility(of a Leader)The assessment of a leaders honesty,competence,and ability to inspire by his or her followersTrustThe belief of followers and others in the integrity,character,
38、and ability of a leader.vDimensions of trust:integrity,competence,consistency,loyalty,and openness.Trust is related to increases in job performance,organizational citizenship behaviors,job satisfaction,and organization commitment.25Copyright 2005 Prentice Hall,Inc.All rights reserved.*Providing Onli
39、ne LeadershipChallenges of Online LeadershipCommunicationvChoosing the right words,structure,tone,and style for digital communicationsPerformance managementvDefining,facilitating,and encouraging performanceTrustvCreating a culture where trust among all participants is expected,encouraged,and require
40、d,26Copyright 2005 Prentice Hall,Inc.All rights reserved.*Empowering EmployeesEmpowermentInvolves increasing the decision-making discretion of workers such that teams can make key operating decisions in develop budgets,scheduling workloads,controlling inventories,and solving quality problems.Why emp
41、ower employees?vQuicker responses problems and faster decisions.vAddress the problem of increased spans of control in relieving managers to work on other problems.27Copyright 2005 Prentice Hall,Inc.All rights reserved.*Cross-Cultural LeadershipUniversal Elements of Effective LeadershipVisionForesigh
42、tProviding encouragementTrustworthinessDynamismPositivenessProactiveness28Copyright 2005 Prentice Hall,Inc.All rights reserved.*Gender Differences and LeadershipResearch FindingsMales and females use different stylesvWomen tend to adopt a more democratic or participative style unless in a male-domin
43、ated job.vWomen tend to use transformational leadership.vMen tend to use transactional leadership.29Copyright 2005 Prentice Hall,Inc.All rights reserved.*Heroic Leadership:Basics of LeadershipGive people a reason to come to work.Help them to develop a passion for their workInstill in them a sense of
44、 commitment to their colleaguesDevelop their sense of responsibility to customersBe loyal to the organizations people30Copyright 2005 Prentice Hall,Inc.All rights reserved.*Leadership Can Be IrrelevantSubstitutes for LeadershipFollower characteristicsvExperience,training,professional orientation,or the need for independenceJob characteristicsvRoutine,unambiguous,and satisfying jobsOrganization characteristicsvExplicit formalized goals,rigid rules and procedures,or cohesive work groups31Copyright 2005 Prentice Hall,Inc.All rights reserved.*