Human Behavior in organizationsWord格式.docx
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Human Behavior in organizationsWord格式.docx
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1.Introduction3
2.Perspectivestowardhumanbehaviouratworkandrelevanttheories3
2.1Implicationsofleadership:
differencesfrommanagement3
2.2Traittheories4
2.3Behaviourtheories4
2.4Situationaltheories6
3.AnnaWintour:
atypicalrepresentativeofbehaviourtheoriesandsituationaltheories7
4.Conclusion9
5.References10
1.
Introduction
ThisessaywilltaketheleadershipofAnnaWintourasacasestudytoanalyzethefoundationsoforganizationalhumanbehaviour.Basedonintroductionsoftherelevanttheories,thisarticlewillfurtherdiscussonissuesrelatedtohumanbehaviouratworkinachallenging,questioningandcriticalperspective,withtheintentiontofindoutidentifiablespecifictraitsoftheconceptleadership.
2.Perspectivestowardhumanbehaviouratworkandrelevanttheories
differencesfrommanagement
Beforedefiningtheconceptofleadership,itisextremelyimportanttoidentifythedifferencesbetweenleadershipandmanagement.Theconceptmanagementinherentlyemphasizestheorganizationalfunctionperformedbymanagerstorealizethegoalofachievingprofitability,ofwhichtheimplicationisrelativelyconformist.Ontheotherhand,leadershipputmoreemphasisontheinitiativeofinfluencingandguidingothersintotheorganizationalpursuitofparticularobjectivesorvisionsforthefuture,alongwiththeincentiveswhichencourageotheremployeesintoautonomousfollowing.Therefore,theconceptofleadershipintrinsicallyinvolvesattributesofleadersincludingpersonaltraits,appropriatebehaviour,skillstocontrolprocessesandflexibleabilitiestochangeleadingstyletodifferentcontexts.
Generallyspeaking,therearethreedifferenttheoriesofleadership—traittheories,behaviourtheoriesandsituationaltheories.
2.2Traittheories
Asanearlytheoryofleadershipinthemiddledecadesofthe20thcentury,traittheoriesemphasizeonthepersonalcharacteristicsoftheleader.Followersofthiskindoftheorieshavedonelotsofresearchestoidentifythepersonalitytraitsandotherattributesofleadersinordertoexaminethepossibilityofselectingindividualswhopossessthosecharacteristicstopromotethemtoleadershippositions.However,relevantcriticismoftraittheoriesindicatedthattheperspectivesontheissueofleadershipgivenbythesetraittheoriesaretoopartialandoftensuperficial.Tofurtherexaminethecharacteristicsstandardssetbythesetheoriestoselectpotentialleaders,itiseasilyfoundthatthesestandardsarealwaysvagueandmostofthemarehardtomeasure,suchashonestyandloyalty.Moreover,thesetheoriesgivearigidimageofleadershipinwhichleadersareconsistentandleadershipisstatic.Besides,humannaturedecidesthatselfassessmentisusuallyflawedandassessmentbyothersisoftenbiased,sotheuseofthetraittheoriesisquitelimitedinselectionofleaders.
Whilethefiercestcriticismisthatthesetraittheoriesallignorethecontextoftheleadership.Infact,leadershiphasanintrinsicnatureofchangingindifferentcircumstances.Withthatnature,leadershipstyleinherentlyreferstothemannerinwhichleadersconducttasksandfunctionswithsubordinationfromtheotheremployees.
2.3Behaviourtheories
Takingleadershipintoconsideration,behaviourtheoriesgraduallyachievedpopularityinthe1960sand1970s.
Astheoreticalpreparations,theMichiganStudies(1940s)gavetwodimensionsoforganizationalhumanbehaviour:
(1)employee-centeredbehaviourwhichfocusesonlabor-capitalrelationshipsandemployeeneeds.
(2)job-centeredbehaviourwhichemphasizesthepracticalresultsofgettingthejobdone.Inaddition,theOhioStudies(1950s)providedleadershiptheorypredictionsincludingbothsocialsensitivitytothesocialneedsofemployeesandemphasisontheachievementofsettledproductandservicegoals.
Likert(1961)putoutwiththefoursystemsofleadership.Inthisframework,leadershipisconsistedofthefollowingfourcombinedattributes.Firstly,leadershipisautocraticwithaninherentnaturetoexploitemployeesformaximizingprofit.Secondly,leadershiptoacertainextentisakindofbenevolentauthorities,whichemphasizestheconcernofsocialneedsofemployees.Thirdly,leadershipisusuallythedominantpowerinaninteractiveprocessinvolvingbothmanagersandemployees.Moreover,leadershipsometimeshascharacteristicsofdemocracy,whichputsemphasisonthecooperationandcoordinationintheorganizationalhumanbehaviour.Inaddition,Kramer(2006)supplementedthatinsomecircumstances,intimidationtacticsshouldbeaddedtothescopeofleadership.Thesetacticsrequiresmanagerstoberigidandmysterioustokeeptheirauthorities,forexample,managersshouldgiveothersanimageofeasytogetangryandnoteasytogetcloseto,andafeelingofknowingitallisalsoneeded.
Linkedtotransformationalleadership,AlimoandBradley(2008)indicatedthecharacteristicsofengagingleadership.Thistheorysuggeststhatmanagersshouldinvolveinterestsofstakeholdersearlyandtrytobuildacollaborativevisionoffuturewithoutanyteamhierarchy.Especiallyformanagersinsomemultinationalcorporations,theabilityofchangingleadershipstyleaccordingtolocaleconomicandsocialcontextsisalsorequired.
Brooks(2006)summarizedthatthereareapproximatelyfourleadershipstylesmentionedinthebehaviourtheoriesofleadership:
(1)Task-orientedleadershipstyle,whichaimsatachievingthesettledgoalsoforganizations.
(2)Interpersonalrelationship-orientedleadershipstyle,whichemphasizesthestimulationofallstakeholderstopursuethemutualinterest.(3)Directiveleadershipwhichunderlinestheimportanceofmaintaininganautocraticauthorityofmanagers.(4)Democraticleadershipwhichstressestheparticipativeroleofmanagersintheinteractivitywithotheremployees.
Themaincriticismofthebehaviourtheoriesliesintheargumentbasedonrealitythatwithignoranceofboththesituationandthefollowers,acertainleadershipstylecannotbeeffectiveinallcontexts.
2.4Situationaltheories
Asreactiontothecriticismofbehaviourtheories,situationaltheoriesunderlinestheimportanceofinteractionwiththefavorablenessofacertaincircumstancetoimproveeffectivenessofleadershipbehaviour.
Fiedler(1967)putoutthecontingencytheorylookingatthreesituationsthatcouldinfluencetheeffectivenessofamanagerialtask:
(1)leadermemberrelationsreferringtotherelationshipofmanagersandtheemployees;
(2)taskstructurewithinwhichthejobisorganizedandallocated;
(3)positionpowerrelatedtothepoweramanagerpossessestomaketheemployeesfollowthesettledstrategies.Consideringtheseinfluencingfactors,thecontingencytheoryhasarelativelystrongexplainingabilitytorealizetheflexibilityofleadershipstyle.
Inaddition,HerseyandBlanchard(1988)arguedthatleadersshoulddifferentiatethetaskbehaviourandsubordinatebehaviour,ofwhichtheformeremphasizestheexecutiveabilityofmanagersandthelatterstressesmoreoftheleadingpowertowardthefollowers.Essentially,thiscategorygivesadeeperunderstandingandexplanationofleadership.
Insummary,situationalfactorshaveinfluencesontheprocessoforganizationalandmanagerialactivities,andtosomeextentthesefactorsdecidetheleadershipstyleanditseffectiveness.However,situationaltheoriesarestillcriticizedastooprescriptivewithoutasufficientconsiderationofculturalandpoliticalfactors.Intheunderstandingofsituationaltheories,leadershipisstillaconceptofindividualismandimpliesthattheleadersmakerationaldecisionsbasedonenoughunderstandingsofthecontextincludingthefollowers.
atypicalrepresentativeofbehaviourtheoriesandsituationaltheories
Intheclipsofthefilm‘TheDevilWearsPrada’,asthechiefeditorofafamousfashionmagazine,thecharacterMirandahasbeendescribedasamid-aged,haughty,snappishperfectionistinsunglassesandluxuryfashionwithfabulousglamourinthefashionworld.AstheprototypeofthecharacterMiranda,AnnaWintourisalivelegendinthefashionworld.Withanincrediblesensitivityaboutfashion,AnnaWintourhasbeenVogue’seditorinchiefsince1988,andduringhertenure,Voguehasbeenextremelysuccessful.BecauseofthebrilliantperformanceinVogue,AnnaWintourcompletelyobtainedthesupremestatusinthefashionsocietywiththepowerfulcapabilitiestoleadfashiontrendsandtopromoteanynewdesignerandfreshmodels.
ConsideringtheleaderstyleofAnnaWintour,manypersonaltraitscanbefoundinhermanagerialpracticessuchasaperfectionistpursuitoffashionandabrilliantsensitivitytowardfashionindustry.Theseuniquetalentsandoutstandingcharacteristicsaredescribedinthetraittheoriesofleadershipasthecrucialinfluencingfactorstodecidethepromotionofindividualstoleadingpositions.However,critiquesofthetraittheoryarguesthatthestandardsusedtojudgethesecharacteristicsofindividualsarevagueandhardtomeasure,sotheobservationandstudyingintothemanagerialbehaviourofAnnaWintourisnecessaryandimportant.AnditseemsabetterwaytoputtheleadershipstyleofAnnaWintourintothecategorytheoryofbehaviourtheoriesandsituationaltheories.
Intheclipsofthefilm‘TheDevilWearsPrada’,itishighlystressedthatMiranda,whosecharacterprototypeisexactlyAnnaWintour,possessessupremerespectandauthorityfromtheemployees,andwiththiscon
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