基本的領導方法

1、精選優(yōu)質(zhì)文檔-傾情為你奉上精選優(yōu)質(zhì)文檔-傾情為你奉上專心-專注-專業(yè)專心-專注-專業(yè)精選優(yōu)質(zhì)文檔-傾情為你奉上專心-專注-專業(yè)Chapter 8 Basic Approaches to leadership基本的領導方法After studying this chapter, you should be able to：學習本章后,你應該可以Contrast leadership and management對比領導和管理Summarize the conclusions of trait theories總結特質(zhì)理論的結論Describe Fiedlers contingency model

2、描述菲德勒的權變模式Explain heresy and Blanchards situational theory解釋異端和布蘭查德的情境理論Summarize leader-member exchange theory總結-交換理論Describe the path-goal theory描述路徑目標理論Identify the situational variables in the leader-participation model確定leader-participation模型中的情境變量1、Whats leadership? 什么是領導Whats the difference b

3、etween leadership and management? 領導和管理之間的區(qū)別是什么?John kotter of the Harvard Business School argues that management is about coping with complexity. Good management brings about order and consistency by drawing up formal plans, designing rigid organization structures, and monitoring results against th

4、e plans. Leadership, in contrast, is about coping with change Leaders establish direction by developing a vision of the future, then they align people by communicating this vision and inspiring them to overcome hurdles.哈佛商學院的約翰科特認為,管理是關于應對復雜性。良好的管理帶來了秩序和一致性,通過制定正式的計劃,設計僵化的組織結構,以及對計劃和監(jiān)測結果做相比之下,領導應對其改

5、變，領導者通過開發(fā)未來的愿景確立方向，然后他們使人們通過溝通這一愿景，鼓勵他們克服障礙The definition of leadership領導的定義We define leadership as the ability to influence a group toward the achievement of a vision or set of goals 我們領導定義為能夠影響一個群體朝著實現(xiàn)一個愿景或一組目標的能力。One last comment before we move on: Organizations need strong leadership and strong

6、management for optimal effectiveness. In todays dynamic world, we need leaders to challenge the status quo, to create visions of the future, and to inspire organizational members to want to achieve the visions. We also need managers to formulate detailed plans, create efficient organizational struct

7、ures, and oversee day-today operations.最后一個意見之前，我們繼續(xù)前進：企業(yè)需要強有力的領導和強有力的管理以達到最佳效果。在當今不斷變化的世界，我們需要領導者挑戰(zhàn)現(xiàn)狀，創(chuàng)造未來的愿景，并激發(fā)組織成員要實現(xiàn)的愿景。我們還需要管理者制定詳細計劃，建立高效的組織結構，并監(jiān)督日常業(yè)務。2、Trait theories特質(zhì)理論Trait theories of leadership differentiate leaders from non leaders by focusing on personal qualities and characteristics.

8、 領導特質(zhì)理論；領導人通過專注于個人品質(zhì)和特征來區(qū)分是否能成為領導人Leaders who are extraverted (individuals who like being around people and are able to assert themselves), conscientious (individuals who are disciplined and keep commitments they make), ambition and energy, and open (individuals who are creative and flexible ) do se

9、em to have an advantage when it comes to leadership, suggesting that good leaders do have key traits in common 領導人是外向的(個人喜歡被周圍的人肯定自己),認真的(個人自律,保持他們做出的承諾),有抱負和有能量的以及開放的(創(chuàng)意和靈活的人) 當談到領導時，似乎都有一個優(yōu)勢,表明優(yōu)秀的領導人確實有共同的關鍵特征The fact that an individual exhibits the traits and others consider that person to be a l

10、eader does not necessarily mean that the leader is successful at getting his or her group to achieve its goals.個人表現(xiàn)出的特征和其他人認為那個人是領袖，但這并不一定意味著領導者能成功地讓他或她的組織實現(xiàn)其目標3.Behavioral Theories行為理論The failures of early trait studies led researchers in the late 1940s through the 1960s to go in a different direct

11、ion. They began looking at the behaviors exhibited by specific leaders. They wondered if there was something unique in the way that effective leaders behave. In this section, We look at three different behavioral theories of leadership to answer that question.早期特性研究的失敗導致研究人員在20世紀40年代末到60年代去了一個不同的方向。

12、他們開始尋找特定的領導者表現(xiàn)的行為。他們想知道，有什么是領導者最有效的，獨特的行為方式。在這一部分，我們來看看三種不同的領導行為理論來回答這個問題。If the behavioral approach to leadership were successful it would have implications quite different from those of the trait approach.如果領導行為的方法是成功的，將從這些特性的方法完全不同的含義。 Ohio State Studies俄亥俄州的研究Researchers at Ohio State sought to

13、identify independent dimensions of leader behavior .Beginning with over a thousand dimensions, they eventually narrowed the list to two categories that substantially accounted for most of the leadership behavior described by employees. They called these two dimensions initiating structure and consid

14、eration.研究人員在美國俄亥俄州立試圖確定的領導行為獨立的維度。有超過一千尺寸開始時，他們最終名單縮小到兩個類別，大大占了大多數(shù)員工所描述的領導行為。他們稱這兩個維度倡導型與關懷Initiating structure refers to the extent to which a leader is likely to define and structure his or her role and those of employees in the research for goal attainment. It includes behavior that attempts to

15、organize work, work relationships, and goals. The leader characterized as high in initiating structure could be described as someone who “assigns group members to particular tasks” ,”expects workers to maintain definite standards of performance”, and” emphasizes the meeting of deadlines”.啟動結構是指在何種程度

16、上的領導者很可能定義和構建他或她在研究員工的作用，并為這些目標的實現(xiàn)。它包括行為，試圖組織工作，工作中的人際關系，和目標。領導定性為高發(fā)起結構可以描述為別人誰“分配組成員特別任務”，“期望工人維持一定的性能標準”和“強調(diào)期限的會議?！盋onsideration is described as the extent to which a person is likely to have job relationships that are characterized by mutual trust, respect for employees ideas, and regard for thei

17、r feelings. The Person Show concern for followers comfort, well-being, status and satisfaction. A leader high in consideration could be described as one who helps employees with personal problems, is friendly and approachable, and treats all employees as equals. AOL Time Warners CEO Richard Parsons

18、rates high on consideration behavior. His leadership style is very people-oriented, emphasizing cooperation and consensus-building.價被描述為在何種程度上一個人可能擁有的特點是相互信任，尊重員工的想法，并顧及他們的感受的工作關系。該人士關心追隨者的舒適度，幸福感，狀態(tài)和滿意度。一個領導者的高代價可以被描述為一個誰可以幫助員工個人問題，是友好，平易近人，對待所有員工一律平等。美國在線 - 時代華納的首席執(zhí)行官理查德帕森斯率高于考慮的行為。他的領導風格是非常以人為本，強

19、調(diào)合作和建立共識.University of Michigan Studies密歇根州的研究大學。Leadership studies undertaken at the University of Michigans Survey Research Center, at about the same time as those being done at Ohio State, had similar research objectives: to locate behavioral characteristics of leaders that appeared to be related

20、 to measures of performance effectiveness領導研究開展在密歇根大學的調(diào)查研究中心的大學，大約在同一時間，那些正在做在俄亥俄州立，也有類似的研究目標：找出領導者，似乎是與績效有效性的措施的行為特性的影響。The Michigan group also came up with two dimensions of leadership behavior that they labeled employee-oriented and production-oriented.密歇根集團還想出了兩個維度的領導行為,他們分為員工導向和生產(chǎn)導向。Leaders who

21、 were employee-oriented were described as emphasizing interpersonal relations; they look a personal interest in the needs of their employees and accepted individual differences among members.員工導向的領導人都強調(diào)人際關系;在他們看來員工需要個人興趣和接受成員之間的個體差異。The production-oriented leaders, in contrast, tended to emphasize t

22、he technical or task aspects on the jobtheir main concern was in accomplishing their groups tasks, and the group members were a means to that end.生產(chǎn)導向領導人,相反,傾向于強調(diào)技術噩工作或任務方面他們主要關心的是完成組織的任務,和團隊成員的一種手段。These dimensions employee-oriented and product-origented are closely related to the Ohio State dimens

23、ions.The conclusions arrived at by the Michigan researchers Strongly favored the leaders who were employee-oriented in their behavior.這些維度員工導向俄亥俄州立維度密切相關。密歇根大學的研究人員的結論的領導者都強烈支持員工導向行為。3、The Managerial Grid 管理網(wǎng)絡A graphic portrayal of a two dimensional view of leadership style was developed by Blake an

24、d Mouton. They proposed a managerial grid(sometimes also now called the leadership grid)based on the styles of(concern for people”and(concern for production)which essentially represent the Ohio State dimensions of consideration and initiating structure or the Michigan dimensions of employee oriented

25、 and production oriented圖形描述的二維視圖的領導風格是由布萊克和木桐。他們提出了一個管理網(wǎng)(有時也稱為領導網(wǎng)格)風格的基礎上關心人和關心生產(chǎn),基本上代表了俄亥俄州立維度考慮和初始結構或面向員工和生產(chǎn)面向的密歇根維度管理網(wǎng)絡多1,99,95.5關注人少1,91,1多少關注生產(chǎn)The grid, depicted in Exhibit bellow, has 9 possible positions along each axis, creating 81 different positions in which the leaders style may fall. Th

26、e grid does not show results produced, but, rather, the dominating factors in a leaders thinking in regard to getting results. Based on the findings of Blake and mouton, managers were found to perform best under a 9,9 style, as contrasted, for example, with a 9,1(authority type) or 1,9(laissez-faire

27、) style.下列所展示的表格的描述，沿著坐標軸有9個可能的職位，創(chuàng)造81個不同的職位，這些不同職位的領導人的風格可能下降。表格并沒有展示產(chǎn)生的結果，但卻驗證領導者想法的支配因素被當作去獲得的結果。根據(jù)布萊克的調(diào)查結果和羊皮管理者在（9,9）坐標上展現(xiàn)最好，相反地，例如，用9,1（權威型）或1,9（放任）的樣式。Unfortunately, the grid offers a better framework for conceptualizing leadership style than for presenting any tangible new information in cla

28、rifying the leadership quandary, because it doesnt really convey any new information in addition to the Ohio state and the University of Michigan research.不幸的是，網(wǎng)格提供了概念化一個更好的框架比提出任何具體的新信息中的領導風格明確了領導的窘境，因為它并沒有真正傳達任何新信息，除了俄亥俄州和密歇根大學信息研究。 Summary of Behavioral Theories and Trait Theories 行為理論和人性理論的總結 Tr

29、ait theories and behavioral theories arent the last word on leadership. Missing is consideration of the situational factors that in fluence success or failure. For example, it seems unlikely that Martin Luther King, Jr, would have been a great civil rights leader at the turn of the twentieth century

30、, yet he was in 1950s and 1960s.人性理論和行為理論不是領導層最終的話題。缺少的是考慮環(huán)境因素，在能量密度的成功或失敗。舉例來說，似乎不太可能，馬丁路德金，將有一直在二十世紀之交的偉大的民權領袖，但他在20世紀50年代和60年代。Contingency Theories 權變理論 Several approaches to isolating key situational variables have proven more 有幾種方法來隔離關鍵情境因素已被證明更成功比其他人，因此，已經(jīng) successful than others and, as a resu

31、lt, have gained wider recognition. We 獲得了廣泛的認可。我們應考慮這五個：在菲德勒模型，赫西和布蘭查德的shall consider five of these: the fielder model, Hersey and Blanchards 情境理論，領導者- 參與模型。situational theory, leader-participation models. Fiedler Model 菲德勒模型The first comprehensive contingency model for leadership was developed by 被

32、開發(fā)的第一個綜合性的應急模式領導弗雷德菲德勒。該菲德勒權變模型Fred Fiedler. The Fiedler contingency model proposes that effective group 提出有效組性能取決于領導者的作風和之間的適當匹配程度的情況performance depends on the proper match between the leaders style and the 將控制權交給領導。degree to which the situation gives control to the leader. Identifying leadership s

33、tyle: Fiedler believes a key factor in leadership success is the individuals basic leadership style. So he begins by trying to find out what basic style is. Fiedler created the least preferred coworker(LPC) questionnaire for this purpose; it purports to measure whether a person is task-or relationsh

34、ip -oriented. Fiedler also assumes that an individuals leadership is fixed. As well show, this is important because it means that if a situation requires a take-oriented leader and the person in that leadership position is relationship-oriented, either the situation has to be modified or the leader

35、replaced if optimal effectiveness is to be achieved. 確定領導風格：菲德勒認為，領導的關鍵因素成功是個人的基本領導風格。于是，他開始試圖通過找出哪些基本風格是。費德勒創(chuàng)造了最難共事（LPC） 問卷為此，看來是衡量一個人是否是任務或關系導向。費德勒還假設，一個人的領導是固定的。正如我們將要展示，這是很重要的，因為這意味著，如果一個形勢要求采取為導向的領導者和負責人，領導力位置關系為導向，無論局勢有可能被修改或如果最佳效果的方法是可以實現(xiàn)的領導者取代。 Define the situation 定義的情況 After an individuals

36、 basic leadership style has been assessed 經(jīng)過個人的基本領導風格被評定Through the LPC ,it is necessary to match the leader with the situation . Fiedler has identified three contingency dimensions that , he argues , define the key situational factors that determine leadership effectiveness .These are leader-member

37、 relations , task structure ,and position power . They are defined as follows:通過LPC ，需要相匹配的領導者的情況。費德勒已經(jīng)確定了三個偶然性維度，他認為，定義領導有效性的關鍵情境因素，這些都是領導 - 成員關系，任務結構和職位權力。它們的定義如下：Leader-member relations: The degree of confidence , trust , and respect members have in their leader . 領導 - 成員關系：信任度，在他們的領導下信任和尊重成員。Tas

38、k structure: The degree to which the job assignments are procedurized (that is ,structured or unstructured )任務結構：前往的工作任務是程序化的程度（即結構化或非結構化）Position power: The degree of influence a leader has over power variables such as hiring , firing , discipline ,promotions , and salary increases .職位權力：影響領導者擁有權力的

39、變量，如雇用，解雇，紀律，晉升和薪酬增長。The next step in the Fiedler model is to evaluate the situation in terms of these three contingency variables . Leader-member relations are either good or poor , task structure is either high or low , and position power is either strong or weak .在菲德勒模型中的下一個步驟是評估這三個變量的情況。領導 - 成員關

40、系好或差，任務結構是高或低，職位權力要么是強還是弱。Matching leaders and situations.匹配的領導人和情況。With knowledge of an individuals LPC and an assessment of the three contingency dimensions ,the Fiedler model proposes matching them up to achieve maximum leadership effectiveness . Based on his research , Fiedler now says that task

41、-oriented leaders perform best in situations of high and low control, while relationship-oriented leaders perform best in moderate control situations . But remember that Fiedler views an individuals leadership style as being fixed . There fore ,there are really only two ways in which to improve lead

42、er effectiveness . First ,you can change the leader to fit the situation .The second alternative would be to change the situation to fit the leader .隨著一個人的LPC的知識和三個偶然性尺寸的評估，菲德勒模型將匹配提出來，以實現(xiàn)最大的領導效能。根據(jù)他的研究，菲德勒現(xiàn)在說，以任務為導向的領導人在高和低控制的情況下表現(xiàn)最好，同時以關系為導向的領導者表現(xiàn)最佳的適度控制的情況。但請記住，菲德勒觀看一個人的領導風格是固定的。目前，脫穎而出，有且只有兩個，其中

43、以提高領導有效性的方法。首先，你可以改變領導者，以適應形勢。第二個辦法是改變這種局面，以適應領導者。Task-oriented任務導向Relationship-oriented關系導向Exhibit: Finding from the Fiedler Model圖表：菲德勒模型得出的結果Category類別Leader-member relations領導 - 成員關系GoodGoodGoodGoodPoorPoorPoorPoorTask structure任務結構HighHighLowLowHighHighLowLowPosition Power權力地位StrongWeakStrongWe

44、akStrongWeakStrongWeakHersey and Blanchards Situational Theory Hersey 和Blanchard的情境理論Paul Hersey and Ken Blanchard have developed a leadership model that has gained strong following among management development specialists. This model called situational leadership theory(SLT)_has been incorporated i

45、nto leadership training programs at over 400 of the Fortune 500 companies; and over one million managers a year from a wide of organizations are being taught its basic elements.Paul Hersey 和Ken Blanchard已經(jīng)開發(fā)出一種領導模式而它受到了廣大管理發(fā)展專家的追捧。這種模式叫做情境領導理論（SLT）而在世界前500強企業(yè)中有超過400多家的公司已經(jīng)將它納入到自己領導力培訓項目中了；一年中有超過一百萬的

46、來自各個組織的管理者們正在學習該理論的基本元素。Situational leadership is a contingency theory that focuses on the followers. Successful leadership is achieved by selecting the right leadership style, Which Hersey and Blanchard argue is contingent on the level of the followers? And what do they mean by the term readiness情境

47、領導是一種著重關注追隨者的權變理論,成功的領導能力是通過選擇正確的領導風格來實現(xiàn)的，Hercy和 Blanchard認為的是這將視部下的水平和他們對一定準備的理解而定。The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leader. The term readiness, as defined by Hersey and Blanchard, refers to the extent to

48、 which people have the ability and willingness to accomplish a specific task .要想強調(diào)追隨者在領導有效性反應現(xiàn)實的情況就是看誰追隨者中誰接受或反對領導者。一定的準備由Hersey和Blanchard定義，是指人的能力和意愿的程度來完成特定的任務SLT says if a follower is unable and unwilling to do a task, the leader needs to give clear and specific directions; if followers are unabl

49、e and willing, the leader needs to display high task orientation to compensate for the followers lack of ability and high relationship orientation to get the followers to “by into” the leaders desires; if followers are able and unwilling ,the leader needs to use a supportive and participative style;

50、 and if employee is both able and willing, the leader doesnt need to do muchSLT指出要是一個部下沒有能力和意愿來完成一項任務的時候領導者就需要給出清晰且具體的方向；如果部下沒能力但有意愿去完成這個任務，那領導者需要展示工作的高取向從而彌補追隨者的低能力卻較高的關系取向使追隨者到達領導的意愿；如果追隨者有能力卻不愿意，那領導者需要使用一種支持半?yún)⑴c的管理風格；而如果受雇者有能力且愿意完成任務那領導者就不需要做太多。. Leader Member Exchange Theory 領導成員交換理論For the most

51、part, the leadership theories weve covered to this point have largely assumed that leaders treat all their followers in the same manner. However, the leader member exchange (LMX) theory argues that because of time pressures, leaders establish a special relationship with a small group of their follow

52、ers. These individuals make us the in group they are trusted, get a disproportionate amount of the leaders attention, and are more likely to receive special privileges.在大多數(shù)情況下,我們討論了領導理論這一點在很大程度上認為領導人以相同的方式對待所有他們的追隨者。然而，領導者與成員交換理論認為由于時間壓力，領導者會和他的追隨者中的一個小群體建有一個特殊的關系。這些人組成了這個群體，在這個圈里他們是可信的，在領導之間得到過多關注，

53、并且更有機會來得到特權。 Just precisely how the leader chooses who falls into each category is unclear, but there is evidence that leaders tend to choose in group members because they have attitude and personality characteristics that are similar to the leaders or a high level of competence than out group membe

54、rs.(see Exhibit bellow ). Followers with in group status will have higher performance ratings, lower turnover intentions, greater satisfaction with their superior, and higher overall satisfaction than will the out group. 只是究竟領導是怎么分門別類的我們并不清楚，但是有跡象表明領導者們更愿意選擇群體內(nèi)的成員，因為他們有一些態(tài)度和個人性格是和領導者相似的或者說與圈子外的競爭者來比

55、會有一個高的水平。擁有圈內(nèi)地位的追隨者會有更高的性能評價，更低的失誤，更好的領導的滿意度，比圈外人更高的整體滿意度。展覽：領導者 - 成員交換理論個人兼容性，下屬的能力， 領導者和/或外向的性格 信任 明顯的相互影響 正式的關系下屬 下屬 下屬 下屬 下屬 下屬A B C D E F 內(nèi)集團 外集團Path-Goal Theory路徑 - 目標理論The essence of path-goal theory is that its the leaders job to provide followers with the information support, other resource

56、s necessary for them to achieve their goals. the term path-goal is derived form the belief that effective leaders clarify the path to help their followers get from where they are to the achievement of their work goals and to make the journey along the path easier by reducing roadblocks.路徑 - 目標理論的精髓在

57、于它的領導者的工作提供追隨者的信息，支持或其他必要的資源為他們實現(xiàn)自己的目標。術語路徑 - 目標派生形成的信念就是有效率的領導者明確路徑來幫助他們的追隨者認識到他們在哪里，以實現(xiàn)自己的工作目標，并通過減少障礙，使沿路徑的旅途更輕松。House identified four leadership behaviors. The directive leader lets followers know what is expected of them , schedules work to be done and gives specific guidance as to how to accom

58、plish task. The supportive leader is friendly and show concern for the needs of followers. The participative leader consults with followers and uses their suggestions before making a decision. The achievement-oriented leader sets challenging goals and expects followers to perform at their highest le

59、vel. In contrast to Fiedler, House assumes leaders are flexible and that the same leader can display any or all of these behaviors depending on the situation.房子確定了四種領導行為。該指令的領導者讓追隨者知道什么是對他們的期望，日程安排要做的工作，并給出了具體的指導如何完成任務。支持性的領導者是友好的并且表現(xiàn)出關心對那些有需求的下屬。有分擔性的領導會和下屬商討，并在作決定之前利用好他們的建議。導向型的領導者會制定具有挑戰(zhàn)性的目標，并期望下

60、屬高水平發(fā)揮。而相比于總裁，眾議院可以假定領導人是靈活的并且同樣的領導者可以視情況而定顯示任何或者全部的這些行為。contingency variables and predictions應急變量和預測 As Exhibit bellow illustrates, path-goal theory proposes two classes of contingency variables that moderate the leadership behavior-outcome relationship-those in the environment that are outside the