版權(quán)說明:本文檔由用戶提供并上傳,收益歸屬內(nèi)容提供方,若內(nèi)容存在侵權(quán),請(qǐng)進(jìn)行舉報(bào)或認(rèn)領(lǐng)
文檔簡介
1、Define leader and leadershipCompare and contrast early theories of leadershipDescribe the three major contingency theories of leadershipDescribe contemporary views of leadershipDiscuss contemporary issues affecting leadershipChapter 17: LeadershipWho Are Leaders and What Is Leadership?Leader - Someo
2、ne who can influence others and who has managerial authority.Leadership - What leaders do; the process of influencing a group to achieve goals.Ideally, all managers should be leaders.Early Leadership TheoriesTrait Theories (1920s -1930s)Research focused on identifying personal characteristics that d
3、ifferentiated leaders from non-leaders was unsuccessful. Later research on the leadership process identified seven traits associated with successful leadership:Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and extraversionExhibit 17-1: Seven
4、 Traits Associated withLeadershipEarly Leadership Theories (cont.)Behavioral TheoriesUniversity of Iowa Studies (Kurt Lewin)Identified three leadership styles:Autocratic style: centralized authority, low participationDemocratic style: involvement, high participation, feedbackLaissez faire style: han
5、ds-off managementResearch findings: mixed resultsNo specific style was consistently better for producing better performance.Employees were more satisfied under a democratic leader than under an autocratic leader.Behavioral Theories (cont.)Ohio State StudiesIdentified two dimensions of leader behavio
6、r:Initiating structure: the role of the leader in defining his or her role and the roles of group members.Consideration: the leaders mutual trust and respect for group members ideas and feelings.Mixed Results of Ohio State StudiesHigh consideration/high structure leaders generally, but not always, a
7、chieved high scores on group task performance and satisfaction.Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.University of Michigan StudiesIdentified two dimensions of leader behavior:Employee oriented: emphasizing personal relationshipsProductio
8、n oriented: emphasizing task accomplishmentResearch findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.The Managerial GridAppraises leadership styles using two dimensions:Concern for peopleConcern for productionPlaces managerial
9、 styles in five categories:Impoverished managementTask managementMiddle-of-the-road managementCountry club managementTeam managementExhibit 17-2: Behavioral Theoriesof LeadershipExhibit 17-2: Behavioral Theories ofLeadership (cont.)Contingency Theories of LeadershipThe Fiedler ModelProposes that eff
10、ective 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.The Fiedler Model (cont.)Assumptions:A certain leadership style should be most effective in different types
11、of situations.Leaders 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.The Fiedler Model (cont.)Least-preferred co-worker (LPC) questionnaireDetermines leadership style by measuring responses to 18 p
12、airs of contrasting adjectivesHigh score: a relationship-oriented leadership styleLow score: a task-oriented leadership styleSituational factors in matching leader to the situation:Leader-member relationsTask structurePosition powerExhibit 17-3: The Fiedler ModelContingency Theories of LeadershipHer
13、sey 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 the followers readinessAcceptance: leadership effectiveness depends on whether followers accept or reject a leaderReadiness:
14、 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 more competent.Situational Leadership Theory (SLT) Creates four specific leadership styles incorporating Fiedlers two leadership
15、 dimensions:Telling: high task-low relationship leadershipSelling: high task-high relationship leadershipParticipating: low task-high relationship leadershipDelegating: low task-low relationship leadershipSituational Leadership Theory (SLT) Four stages of follower readiness:R1: followers are unable
16、and unwillingR2: followers are unable but willingR3: followers are able but unwillingR4: followers are able and willingContingency Theories of LeadershipPath-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
17、 that their goals are compatible with those of the organizationDepending on the situation, leaders assume different leadership styles at different times:Directive leaderSupportive leaderParticipative leaderAchievement oriented leaderExhibit 17-4: Path-Goal ModelContemporary Views of LeadershipTransa
18、ctional LeadershipLeaders who 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 r
19、equirements.Contemporary Views of LeadershipCharismatic LeadershipAn enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.Characteristics of charismatic leaders:Have a visionAre able to articulate the visionAre willing to take risks to achieve
20、the visionAre sensitive to the environment and follower needsExhibit behaviors that are out of the ordinaryContemporary Views of LeadershipVisionary LeadershipA leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation.Visi
21、onary leaders have the ability to:Explain the vision to othersExpress the vision not just verbally but through behaviorExtend or apply the vision to different leadership contextsContemporary Views of LeadershipTeam Leadership Characteristics:Having patience to share informationBeing able to trust ot
22、hers and to give up authorityUnderstanding when to interveneTeam Leaders JobManaging the teams external boundaryFacilitating the team processIncludes coaching, facilitating, handling disciplinary problems, reviewing team and individual performance, training, and communicationExhibit 17-5: Team Leade
23、rship RolesManaging PowerLegitimate powerThe power a leader has as a result of his or her position.Coercive powerThe power a leader has to punish or control.Reward powerThe power to give positive benefits or rewards.Expert powerThe influence a leader can exert as a result of his or her expertise, sk
24、ills, or knowledge.Referent powerThe power of a leader that arises because of a persons desirable resources or admired personal traits.Developing TrustCredibility (of a Leader)The assessment of a leaders honesty, competence, and ability to inspire by his or her followersTrustThe belief of followers
25、(and others) in the integrity, character, and ability of a leaderDimensions of trust: integrity, competence, consistency, loyalty, and opennessIs related to increases in job performance, organizational citizenship behaviors, job satisfaction, and organization commitmentExhibit 17-6: Building TrustEm
26、powering EmployeesEmpowermentIncreasing the decision-making discretion of workers such that teams can make key operating decisions in developing budgets, scheduling workloads, controlling inventories, and solving quality problems.Why Empower employees?Quicker responses to problems and faster decisio
27、nsAddresses the problem of increased spans of control in relieving managers so they can address other problemsCross-Cultural LeadershipUniversal Elements of Effective LeadershipVisionForesightProviding encouragementTrustworthinessDynamismPositivenessProactivenessExhibit 17-7: Cross-Cultural LeadershipGender Differences and LeadershipResearch FindingsMales and females use different styles:Women tend to adopt a more democratic or participative style unless in a male-dominated job.Women tend to use transformational leadership.Men tend to use transactional leadership.Le
溫馨提示
- 1. 本站所有資源如無特殊說明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請(qǐng)下載最新的WinRAR軟件解壓。
- 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請(qǐng)聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
- 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁內(nèi)容里面會(huì)有圖紙預(yù)覽,若沒有圖紙預(yù)覽就沒有圖紙。
- 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
- 5. 人人文庫網(wǎng)僅提供信息存儲(chǔ)空間,僅對(duì)用戶上傳內(nèi)容的表現(xiàn)方式做保護(hù)處理,對(duì)用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯,并不能對(duì)任何下載內(nèi)容負(fù)責(zé)。
- 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容,請(qǐng)與我們聯(lián)系,我們立即糾正。
- 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時(shí)也不承擔(dān)用戶因使用這些下載資源對(duì)自己和他人造成任何形式的傷害或損失。
最新文檔
- 污水課程設(shè)計(jì)書模板
- 怪雨傘讀后感
- 常用學(xué)生期末綜合素質(zhì)評(píng)語30句
- 2024年挖機(jī)駕駛員職業(yè)規(guī)劃與培訓(xùn)服務(wù)合同范本3篇
- 現(xiàn)澆樓蓋課程設(shè)計(jì)結(jié)論
- 2024年度跨境電商平臺(tái)招商引資合作協(xié)議范本3篇
- 2024年度新型農(nóng)業(yè)種植技術(shù)承包合同范本3篇
- 慈善獻(xiàn)愛心號(hào)召倡議書
- 2025年山東淄博市市張店區(qū)事業(yè)單位招聘歷年管理單位筆試遴選500模擬題附帶答案詳解
- 2025年山東濟(jì)寧高新區(qū)事業(yè)單位“優(yōu)才”41人歷年管理單位筆試遴選500模擬題附帶答案詳解
- 提高檢驗(yàn)標(biāo)本合格率的品管圈課件
- 日拱一卒行穩(wěn)致遠(yuǎn)
- 幼兒園教育的德育培養(yǎng)
- 順豐SHL在線測(cè)評(píng)題庫
- 貴州省黔東南州2022-2023學(xué)年八年級(jí)上學(xué)期期末文化水平測(cè)試數(shù)學(xué)試卷(含答案)
- 快消品招商方案
- 河南省洛陽市2022-2023學(xué)年高一上學(xué)期期末語文試卷(含答案)
- 切割機(jī)安全培訓(xùn)
- 充電樁采購安裝售后服務(wù)方案
- 資產(chǎn)評(píng)估學(xué)教程(第八版)習(xí)題及答案 喬志敏
- 體質(zhì)健康成績測(cè)試全自動(dòng)化計(jì)算模板
評(píng)論
0/150
提交評(píng)論