Basic Approach to leadership.docx
- 文档编号:7458495
- 上传时间:2023-01-24
- 格式:DOCX
- 页数:28
- 大小:73.79KB
Basic Approach to leadership.docx
《Basic Approach to leadership.docx》由会员分享,可在线阅读,更多相关《Basic Approach to leadership.docx(28页珍藏版)》请在冰豆网上搜索。
BasicApproachtoleadership
BASICAPPROACHESTOLEADERSHIP
LEARNINGOBJECTIVES
Afterstudyingthischapter,studentsshouldbeableto:
1.Contrastleadershipandmanagement.
2.Summarizetheconclusionsoftraittheories.
3.Identifythelimitationsofbehavioraltheories.
4.DescribeFiedler’scontingencymodel.
5.ExplainHerseyandBlanchard’ssituationaltheory.
6.Summarizeleader-memberexchangetheory.
7.Describethepath-goaltheory.
8.Identifythesituationvariablesintheleader-participationmodel.
CHAPTEROVERVIEW
Leadershipplaysacentralpartinunderstandinggroupbehavior,foritistheleaderwhousuallyprovidesthedirectiontowardgoalattainment.Therefore,amoreaccuratepredictivecapabilityshouldbevaluableinimprovinggroupperformance.
Theoriginalsearchforasetofuniversalleadershiptraitsfailed.Atbest,wecansaythatindividualswhoareambitious,havehighenergy,adesiretolead,self-confidence,intelligence,holdjob-relevantknowledge,areperceivedashonestandtrustworthy,andareflexiblearemorelikelytosucceedasleadersthanindividualswithoutthesetraits.Thebehavioralapproach’smajorcontributionwasnarrowingleadershipintotask-orientedandpeople-orientedstyles,butnoonestylewasfoundtobeeffectiveinallsituations.Amajorbreakthroughinourunderstandingofleadershipcamewhenwerecognizedtheneedtodevelopcontingencytheoriesthatincludedsituationalfactors.Atpresent,theevidenceindicatesthatrelevantsituationalvariableswouldincludethetaskstructureofthejob;levelofsituationalstress;levelofgroupsupport;theleader’sintelligenceandexperience;andfollowercharacteristicssuchaspersonality,experience,ability,andmotivation.
WEBEXERCISES
Attheendofeachchapterofthisinstructor’smanualyouwillfindsuggestedexercisesandideasforresearchingtheWWWonOBtopics.Theexercises“ExploringOBTopicsontheWeb”aresetupsothatyoucansimplyphotocopythepages,distributethemtoyourclass,andmakeassignmentsaccordingly.Youmaywanttoassigntheexercisesasanout-of-classactivityoraslabactivitieswithyourclass.Withinthelecturenotesthegraphic
willnotethatthereisaWWWactivitytosupportthismaterial.
ThechapteropensintroducingAndreaJungCEOofAvon.Jungtookoveracompanyindeeptrouble,butinfourweekshadaturnaroundplanworkedout.JunglaunchednewlinesofbusinessesforAvon,developedblockbusterproducts,andbegansellinginretailstores.Moreimportantly,shebreathednewlifeintotheranksofthe“AvonLadies,”thecompany’ssalesforce,byrewardingcurrentrepsforsigningonnewreps.Aftertwoyears,Jung’sleadershiphasmadeadifference.Saleshavegrown,operatingprofitsarestrong,andthecompany’sstockisup70percent.
CHAPTEROUTLINE
WhatIsLeadership?
A.Definitions
Notes:
1.JohnKotterfeelsthatmanagementisaboutcopingwithcomplexity.
∙Goodmanagementbringsaboutorderandconsistencybydrawingupformalplans,designingrigidorganizationstructures,andmonitoringresultsagainsttheplans.
∙Leadershipisaboutcopingwithchange.
∙Leadersestablishdirectionbydevelopingavisionofthefuture;thentheyalignpeoplebycommunicatingthisvisionandinspiringthemtoovercomehurdles.
2.RobertHouseofWhartonbasicallyconcurs:
∙Managersusetheauthorityinherentintheirdesignatedformalranktoobtaincompliance.
∙Managementconsistsofimplementingvisionandstrategy,coordinatingandstaffing,andhandlingday-to-dayproblems.
3.Wedefineleadershipas“theabilitytoinfluenceagrouptowardtheachievementofgoals.”
∙Thesourceofthisinfluencemaybeformal.Apersonmayassumealeadershiprolesimplybecauseofhis/herposition.
∙Notallleadersaremanagers,nor,forthatmatter,areallmanagersleaders.
∙Non-sanctionedleadership—theabilitytoinfluencethatarisesoutsidetheformalstructureoftheorganization—isoftenasimportantasormoreimportantthanformalinfluence.
∙Leaderscanemergefromwithinagroupaswellasbyformalappointmenttoleadagroup.
4.Organizationsneedstrongleadershipandstrongmanagementforoptimumeffectiveness.Leadersmustchallengethestatusquo,createvisionsofthefuture,andinspireorganizationalmembers.
TraitTheories
Notes:
1.Themediahaslongbeenabelieverintraittheoriesofleadership.Theyidentifyleadersbyfocusingonpersonalqualitiesandcharacteristicssuchascharismatic,enthusiastic,andcourageous.
2.Thesearchforattributesthatdescribeleadersanddifferentiatethemgoesbacktothe1930s.
3.Researcheffortsatisolatingleadershiptraitsresultedinanumberofdeadends.Areviewof20differentstudiesidentifiednearly80leadershiptraits,butonlyfiveofthesetraitswerecommontofourormoreoftheinvestigations.
4.Asearchtoidentifytraitsthatwereconsistentlyassociatedwithleadershiphasbetterresults.
TraitTheories(cont.)
∙Sixtraitsonwhichleaderstendtodifferfromnonleadersare:
Notes:
a.Ambitionandenergy
b.Desiretolead
c.Honestyandintegrity
d.Self-confidence
e.Intelligence
f.Job-relevantknowledge.
∙Recentresearchprovidesstrongevidencethatpeoplewhoarehighself-monitorsaremuchmorelikelytoemergeasleadersingroupsthanlowself-monitors.
∙Thecumulativefindingsfromahalfofacenturyofresearchshowthatsometraitsincreasethelikelihoodofsuccessasaleader,butnoneguaranteesuccess.
5.Thetraitapproachhasatleastfourlimitations:
∙First,therearenouniversaltraitsthatpredictinallsituations.
∙Second,traitspredictbehaviormorein“weak”situationsthanin“strong”situations.
a.Strongsituationsarethoseinwhichtherearestrongbehavioralnorms,strongincentivesforspecifictypesofbehaviors,andclearexpectations.
b.Suchstrongsituationscreatelessopportunityforleaderstoexpresstheirinherentdispositionaltendencies.
∙Third,theevidenceisunclearinseparatingcausefromeffect.
∙Finally,traitsdoabetterjobatpredictingtheappearanceofleadershipthaninactuallydistinguishingbetweeneffectiveandineffectiveleaders.
BehavioralTheories
Notes:
1.Researchersbegantowonderiftherewassomethinguniqueinthewaythateffectiveleadersbehave.Thebehavioralapproachwouldhaveimplicationsquitedifferentfromthoseofthetraitapproach.
2.Traitandbehavioraltheoriesdifferintermsoftheirunderlyingassumptions.
3.Traittheoriesassumption:
Leadershipisbasicallyinborn,thereforewecouldselecttherightleaders.
4.Behavioralapproachassumption:
suggeststhatwecouldtrainpeopletobeleaders.Wecandesignprogramstoimplantbehavioralpatterns.Iftrainingworked,wecouldhaveaninfinitesupplyofeffectiveleaders.
A.TheOhioStateStudies
1.ThemostcomprehensiveandreplicatedofthebehavioraltheoriesresultedfromresearchthatbeganatOhioStateUniversityinthelate1940s.Theseresearcherssoughttoidentifyindependentdimensionsofleaderbehavior.
2.Theynarrowedoverathousanddimensionsintotwodimensions—initiatingstructureandconsideration.
3.Initiatingstructurereferstotheextenttowhichaleaderislikelytodefineandstructurehis/herroleandthoseofemployeesinthesearchforgoalattainment.
A.TheOhioStateStudies(cont.)
Notes:
∙Itincludesattemptstoorganizework,workrelationships,andgoals.
∙Theleaderhighininitiatingstructurecouldbedescribedassomeonewho“assignsgroupmemberstoparticulartasks,”“expectsworkerstomaintaindefinitestandardsofperformance,”and“emphasizesthemeetingofdeadlines.”
4.Considerationisdescribedas“theextenttowhichapersonislikelytohavejobrelationshipsthatarecharacterizedbymutualtrust,respectforemployees’ideas,andregardfortheirfeelings.”
∙Theleadershowsconcernforfollowers’comfort,well-being,status,andsatisfaction.
∙Aleaderhighinconsiderationcouldbedescribedasonewhohelpsemployeeswithpersonalproblems,isfriendlyandapproachable,andtreatsallemployeesasequals.
5.Leadershighininitiatingstructureandconsiderationtendedtoachievehighemployeeperformanceandsatisfaction.
∙The“high-high”styledidnotalwaysresultinpositiveconsequences.
∙Leaderbehaviorcharacterizedashighoninitiatingstructureledtogreaterratesofgrievances,absenteeism,andturnover,andlowerlevelsofjobsatisfactionforroutinetasks.
∙Highconsiderationwasnegativelyrelatedtoperformanceratingsoftheleaderbyhis/hersuperior.
B.UniversityofMichiganStudies
1.LeadershipstudieswereundertakenatthesametimeasthosebeingdoneatOhioState,withsimilarresearchobjectives.Theydiscoveredtwodimensionsofleadershipbehavior—employee-orientedandproduction-oriented.
2.Employee-orientedleadersemphasizedinterpersonalrelations.Theytookapersonalinterestintheneedsoftheiremployeesandacceptedindividualdifferencesamongmembers.
3.Theproduction-orientedleaderstendedtoemphasizethetechnicalortaskaspectsofthejob—groupmemberswereameanstothatend.
4.Michiganresearchers’conclusionsstronglyfavoredtheleaderswhowereemployeeoriented.Employee-orientedleaderswereassociatedwithhighergroupproductivityandhigherjobsatisfaction.
5.Production-orientedleaderstendedtobeassociatedwithlowgroupproductivityandlowerjobsatisfaction.
C.TheManagerialGrid
1.BlakeandMoutonproposedamanagerialgridbasedonthestylesof“concernforpeople”and“concernforproduction,”whichessentiallyrepresenttheOhioStatedimensionsofconsiderationandinitiatingstructureortheMichigandimensio
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- Basic Approach to leadership