Leadership theories.docx
- 文档编号:9351930
- 上传时间:2023-02-04
- 格式:DOCX
- 页数:35
- 大小:37.34KB
Leadership theories.docx
《Leadership theories.docx》由会员分享,可在线阅读,更多相关《Leadership theories.docx(35页珍藏版)》请在冰豆网上搜索。
Leadershiptheories
Leadershiptheories
Overtime,anumberoftheoriesofleadershiphavebeenproposed.Herearesomeofthemainideas.
∙GreatManTheory
∙TraitTheory
∙BehavioralTheories
oRoleTheory
oTheManagerialGrid
∙ParticipativeLeadership
oLewin'sleadershipstyles
oLikert'sleadershipstyles
∙SituationalLeadership
oHerseyandBlanchard'sSituationalLeadership
oVroomandYetton'sNormativeModel
oHouse'sPath-GoalTheoryofLeadership
∙ContingencyTheories
oFiedler'sLeastPreferredCo-worker(LPC)Theory
oCognitiveResourceTheory
oStrategicContingenciesTheory
∙TransactionalLeadership
oLeader-MemberExchange(LMX)Theory
∙TransformationalLeadership
oBass'TransformationalLeadershipTheory
oBurns'TransformationalLeadershipTheory
oKouzesandPosner'sLeadershipParticipationInventory
GreatManTheory
Assumptions
Leadersarebornandnotmade.
Greatleaderswillarisewhenthereisagreatneed.
Description
Earlyresearchonleadershipwasbasedonthethestudyofpeoplewhowerealreadygreatleaders.Thesepeoplewereoftenfromthearistocracy,asfewfromlowerclasseshadtheopportunitytolead.Thiscontributedtothenotionthatleadershiphadsomethingtodowithbreeding.
TheideaoftheGreatManalsostrayedintothemythicdomain,withnotionsthatintimesofneed,aGreatManwouldarise,almostbymagic.Thiswaseasytoverify,bypointingtopeoplesuchasEisenhowerandChurchill,letalonethosefurtherbackalongthetimeline,eventoJesus,Moses,MohammedandtheBuddah.
Discussion
The'greatman'theorywasoriginallyproposedbyThomasCarlyle.
Genderissueswerenotonthetablewhenthe'GreatMan'theorywasproposed.MostleadersweremaleandthethoughtofaGreatWomanwasgenerallyinareasotherthanleadership.Mostresearcherswerealsomale,andconcernsaboutandrocentricbiaswerealongwayfrombeingrealized.
Ithasbeensaidthathistoryisnothingbutstoriesofgreatmen.Certainly,muchhasthisbias,althoughthereisofcoursealsomuchaboutpeoplesandbroaderlife.
TraitTheory
Assumptions
Peoplearebornwithinheritedtraits.
Sometraitsareparticularlysuitedtoleadership.
Peoplewhomakegoodleadershavetheright(orsufficient)combinationoftraits.
Description
Earlyresearchonleadershipwasbasedonthepsychologicalfocusoftheday,whichwasofpeoplehavinginheritedcharacteristicsortraits.Attentionwasthusputondiscoveringthesetraits,oftenbystudyingsuccessfulleaders,butwiththeunderlyingassumptionthatifotherpeoplecouldalsobefoundwiththesetraits,thenthey,too,couldalsobecomegreatleaders.
Stogdill(1974)identifiedthefollowingtraitsandskillsascriticaltoleaders.
Traits
Skills
∙Adaptabletosituations
∙Alerttosocialenvironment
∙Ambitiousandachievement-orientated
∙Assertive
∙Cooperative
∙Decisive
∙Dependable
∙Dominant(desiretoinfluenceothers)
∙Energetic(highactivitylevel)
∙Persistent
∙Self-confident
∙Tolerantofstress
∙Willingtoassumeresponsibility
∙Clever(intelligent)
∙Conceptuallyskilled
∙Creative
∙Diplomaticandtactful
∙Fluentinspeaking
∙Knowledgeableaboutgrouptask
∙Organised(administrativeability)
∙Persuasive
∙Sociallyskilled
McCallandLombardo(1983)researchedbothsuccessandfailureidentifiedfourprimarytraitsbywhichleaderscouldsucceedor'derail':
∙Emotionalstabilityandcomposure:
Calm,confidentandpredictable,particularlywhenunderstress.
∙Admittingerror:
Owninguptomistakes,ratherthanputtingenergyintocoveringup.
∙Goodinterpersonalskills:
Abletocommunicateandpersuadeotherswithoutresorttonegativeorcoercivetactics.
∙Intellectualbreadth:
Abletounderstandawiderangeofareas,ratherthanhavinganarrow(andnarrow-minded)areaofexpertise.
Discussion
Therehavebeenmanydifferentstudiesofleadershiptraitsandtheyagreeonlyinthegeneralsaintlyqualitiesneededtobealeader.
Foralongperiod,inheritedtraitsweresidelinedaslearnedandsituationalfactorswereconsideredtobefarmorerealisticasreasonsforpeopleacquiringleadershippositions.
Paradoxically,theresearchintotwinswhowereseparatedatbirthalongwithnewsciencessuchasBehavioralGeneticshaveshownthatfarmoreisinheritedthanwaspreviouslysupposed.Perhapsonedaytheywillfinda'leadershipgene'.
BehavioralTheory
Assumptions
Leaderscanbemade,ratherthanareborn.
Successfulleadershipisbasedindefinable,learnablebehavior.
Description
Behavioraltheoriesofleadershipdonotseekinborntraitsorcapabilities.Rather,theylookatwhatleadersactually do.
Ifsuccesscanbedefinedintermsofdescribableactions,thenitshouldberelativelyeasyforotherpeopletoactinthesameway.Thisiseasiertoteachandlearnthentoadoptthemoreephemeral'traits'or'capabilities'.
Discussion
Behavioralisabigleapfrom TraitTheory,inthatitassumesthatleadershipcapabilitycanbelearned,ratherthanbeinginherent.Thisopensthefloodgatestoleadershipdevelopment,asopposedtosimplepsychometricassessmentthatsortsthosewithleadershippotentialfromthosewhowillneverhavethechance.
Abehavioraltheoryisrelativelyeasytodevelop,asyousimplyassessbothleadershipsuccessandtheactionsofleaders.Withalargeenoughstudy,youcanthencorrelatestatisticallysignificantbehaviorswithsuccess.Youcanalsoidentifybehaviorswhichcontributetofailure,thusaddingasecondlayerofunderstanding.
RoleTheory
Assumptions
Peopledefinerolesforthemselvesandothersbasedonsociallearningandreading.
Peopleformexpectationsabouttherolesthattheyandotherswillplay.
Peoplesubtlyencourageotherstoactwithintheroleexpectationstheyhaveforthem.
Peoplewillactwithintherolestheyadopt.
Description
Weallhaveinternal schemas abouttheroleofleaders,basedonwhatweread,discussandsoon.Wesubtlysendtheseexpectationstoourleaders,actingas rolesenders, forexamplethroughthebalanceofdecisionswetakeuponourselvesandthedecisionsweleavetotheleader.
Leadersareinfluencedbythesesignals,particularlyiftheyaresensitivetothepeoplearoundthem,andwillgenerallyconformtothese,playingtheleadershiprolethatisputuponthembyothers.
Withinorganizations,thereismuchformalandinformalinformationaboutwhattheleader'sroleshouldbe,including'leadership values', culture,trainingsessions,modelingbyseniormanagers,andsoon.Theseandmore(includingcontextualfactors)acttoshapeexpectationsandbehaviorsaroundleadership.
Roleconflict canalsooccurwhenpeoplehavedifferingexpectationsoftheirleaders.Italsohappenswhenleadershavedifferentideasaboutwhattheyshouldbedoingvs.theexpectationsthatareputuponthem.
Discussion
Roleexpectationsofaleadercanvaryfromveryspecifictoabroadideawithinwhichtheleadercandefinetheirownstyle.
Whenroleexpectationsarelowormixed,thenthismayalsoleadtoroleconflict.
TheManagerialGrid
Description
Leadersmaybeconcernedfortheirpeopleandtheyalsomustalsohavesomeconcernfortheworktobedone.Thequestionis,howmuchattentiontotheypaytooneortheother?
ThisisamodeldefinedbyBlakeandMoutonintheearly1960s.
ConcernforPeople
High
CountryClubmanagement
Teammanagement
Medium
Middleoftheroadmanagement
Low
Impoverishedmanagement
Authority-compliance
Low
Medium
High
ConcernforProduction(Task)
Impoverishedmanagement
Minimumefforttogettheworkdone.Abasicallylazyapproachthatavoidsasmuchworkaspossible.
Authority-compliance
Strongfocusontask,butwithlittleconcernforpeople.Focusonefficiency,includingtheeliminationofpeoplewhereverpossible.
CountryClubmanagement
Careandconcernforthepeople,withacomfortableandfriendlyenvironmentandcollegialstyle.Butalowfocusontaskmaygivequestionableresults.
Middleoftheroadmanagement
Aweakbalanceoffocusonbothpeopleandthework.Doingenoughtogetthingsdone,butnotpushingtheboundariesofwhatmaybepossible.
Teammanagement
Firingonallcylinders:
peoplearecommittedtotaskandleaderiscommittedtopeople(aswellastask).
Discussion
Thisisawell-knowngridthatusesthe Taskvs.Personpreference thatappearsinmanyotherstudies,suchasthe MichiganLeadershipStudies andthe OhioStateLeadershipStudies.Manyothertask-peoplemodelsandvariantshaveappearedsincethen.Theyarebothclearlyimportantdimensions,butasothermodelspointout,theyarenotallthereistoleadershipandmanagement.
TheManagerialGridwastheoriginalname.ItlaterchangedtotheLeadershipGrid.
ParticipativeLeadership
Assumptions
Involvementindecision-makingimprovestheunderstandingoftheissuesinvolvedbythosewhomustcarryoutthedecisions.
Peoplearemorecommittedtoactionswheretheyhaveinvolvedintherelevantdecision-making.
Peoplearelesscompetitiveandmorecollaborativewhentheyareworkingonjointgoals.
Whenpeoplemakedecisionstogether,thesocialcommitmenttooneanotherisgreaterandthusincreasestheircommitmenttothedecision.
Severalpeopledecidingtogethermakebetterdecisionsthanonepersonalone.
Style
AParticipativeLeader,ratherthantakingautocraticdecisions,seekstoinvolveotherpeopleintheprocess,possiblyincludingsubordinates,peers,superiorsandotherstakeholders.Often,however,asitiswithinthemanagers'whimtogiveordenycontroltohisorhersubordinates,mostparticipativeactivityiswithintheimmediateteam.Thequestionofhowmuchinfluenceothersaregi
- 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:
- Leadership theories