1、Chapter 11 Leadership,11.1 Definition the ability nor,for that matter,are all managers leaders,Difference between management & leadership,attitudes towards goals: Managers tend to adopt impersonal,leaders take a personal most firms are underled & overmanaged,Transition in leadership theories What ma
2、kes an effective leader,the 1st approach sought to find universal personality traits that leaders had to some great degree than nonleadersexplain leadership in terms of the behavior a person engaged in “false starts” based on their erroneous conceptionContingency models to explain the inadequacies o
3、f previous leadershipattempting to identify the set of traits that people implicitly refer to as a leader,11. 2 Trait theories 1930s by psychologists,Theories seeking personality,social,physical, or intellectual traits differentiating leaders from nonleadersIdentify traits consistently associated wi
4、th leader: ambition ignore situational factors,Chapter 11 Leadership,11.3 Behavioral theories the late 1940s-mid-1960s Theories proposing that specific behaviors differentiate leaders from nonleaders trait research were successful,then leader is basically inborn, would have provided a basis for sele
5、cting the right “leader” behavior theories were valid,we could teach people to be leaders,training,1.Ohio State studies in the late 1940s,Identify independent dimensions of leader behavior. beginning with over 1000 dimensionsinitiating structure:the extent to which a leader is likely to define ,2. U
6、niversity of Michigan studies,Employee-oriented leader:emphasizes interpersonal relationsproduction-oriented:emphasizes technical or task aspects of the jobEmployee-oriented leaders were associated with higher group productivity & higher job satisfaction.,3.The managerial grid Blake & Mouton,A 9-by-
7、9 matrix outlining 81 different stylesconcern for people, production9 possible positions along each axismanagers perform best under a 9,9 style; 9,1 authority style;1,9 country club style,4. Scandinavian studies Finland & Sweden,Basic premise:in changing world,effective leaders would exhibit develop
8、ment-oriented behavior3rd separate dimension: values experimentation,seeking new ideas, positive evident in 1990s dynamic environment.,Chapter 11 Leadership,11.4 Contingency theories leadership effectiveness was dependent on the situation,isolate those critical situational factors-moderate variables
9、,1.Fiedler Model least preferred co-worker (LPC) questionnaire,Identifying leadership style:LPC score-relationship, task oriented; 16% mid. Range 1200 groupsDefining the situation: leader-member relation:confidence,trust,respect in task structure:degree job assignments are procedurized position powe
10、r:degree of influence a leader has over power variables such as-Matching leaders change the situation to fit the leader,1.(2)Cognitive resource theory update in 1987,A theory of leadership stating that a leader obtains effective group performance by,1st, making effective plans,decisions, the intelle
11、ctual ability correlate with performance in nonstressful situations,2.Hersey & Blanchards situational theory,A contingency theory focusing on followers readinessreadiness: the extent to which people have the ability relationship-willing,3.Leader-member exchange theory,LMX: leaders create in-group si
12、milar personal characteristicsgenerally supportive,4. Path-goal theory by Robert House,The term path-goal is derived from the belief that effective leaders clarify the path to help their followers get the achievement of their work goals easilythe theory that a leaders behavior is acceptable to subor
13、dinate insofar as they view it as a source of either immediate or future satisfaction4 leadership behaviors: directive leader-task;supportive-consideration;participative-consulting;achievement-oriented-set challenging goals leader behaviors is ineffective when it is redundant,4. Path-goal theory,2 c
14、lasses of situational variables: environmental factors outside the control of ;(complement) part of the personal characteristics of the subordinate (interpretation)Directive leads to greater satisfaction for ambiguous or stressful task; when there is substantive conflict within; fits one with an ext
15、ernal locus of control; is likely to be viewed as redundant by skilled subordinates. Supportive results in high performance fits clear,bureaucratic formal authority relationships. participative fits one with an internal locus of control. achievement-oriented increase ones expectancies leading high p
16、erformance for ambiguous task,5.Leader-participation model in 1973,by Victor Vroom & Phillip Yetton,A leadership theory providing a set of rules to determine the form MD Motivation-Development,6.Irrelevant leadership,In many situations,whatever behaviors leaders exhibit are irrelevantcertain individ
17、ual,job,& organizational variables act as substitutes or neutralizers,Chapter 11 Leadership,11.5 Recent approaches,1.Attribution theory attempting to make sense out of cause-effect relationship,Propose that leadership is merely an attribution that people make about other individualscharacterize lead
18、ers as having such traits as intelligence,outgoing personality,strong verbal skills,aggressiveness,understanding, under the extreme conditions,2.Charismatic leadership extension of attribution theory,Followers make attributions of heroic or extraordinary leadership abilities when they observe certai
19、n behaviorsidentify personal characteristics of the charismatic leader: extremely high confidence,a vision, ability to articulate the vision, strong convictions in the vision,behavior out of ordinary,being a change agent,environmental sensitivity. When the followers task has an ideological component
20、,3. Transactional , Transformational leader,Transactional leader:guide or motivate their followers in the direction of established goals by clarifying roles & task requirement Transformational leader:provide individualized consideration & intellectual stimulation,& who pocess charismaTransformational leader get high appraisal，strongly related to lower rates of absenteeism, high productivity, high job satisfaction,11.6 Contemporary issues,Gender:do male courageous, honesty,& crediblenational cultureBiological roots for leadership,演讲完毕，谢谢观看！,
