1 Leadership 领导力

Leadership 领导力1.Leadership is about influencing, motivation and enabling others to contribute towards theeffectiveness and success of the org of which they are members.激励感染并使他人为其所在的组织的效率和成功做出贡献2.Leaders apply various forms of influence (from subtle persuasion to direct application ofpower; leaders arrange the work environment (allocate resources and communication patterns).3．Five perspectives of leadershipCompetency (trait) perspective of leadership 胜任特征观点Behavioural 行为Contingency 权变Transformational 变革Implicit leadership 内隐领导力petency (trait) perspectiveEmotional intelligence 情商Integrity 诚实Drive 驱动力Leadership motivation 领导动机Self-confidence 自信Intelligence 智力Knowledge of the business 业务知识公司不能只停留在招聘具备相关能力的员工，还必须通过领导力发展计划和相关领域的实践经验来发展他们的潜力4.Behavioural perspective-people-oriented 员工导向trust and respect for subordinates-task-oriented 任务导向define and structure work roles, stretch goals and challenge employees, planning work activities, monitoring operations and perf.5. Contingency perspectiveMost appropriate leadership style depends on the situation.Most contingency leadership theories assume that effective leaders must be both insightful and flexible.Must be able to adapt their behaviours and styles to the immediate situation.Path-goal theory of leadership: is the prominent contingency theory that identifies 4 leadership styles- directive, supportive, participative and achievement-oriented, and several contingencies relating to the characteristics of the employee and of the situation. Other theories: situational leadership theory; Fiedler’s contingency theory (natural styles);Leadership substitute’s theory (when employees are experienced: no need task-oriented and directive styles).Factors of contingency path-goal✓Skill and experience 技能经验Inexperienced: directive and supportive✓Locus of control 控制区域more directive and supportive leadershipInternal: participative and achievement-oriented leadership stylesExternal: directive and supportive✓Task structure 结构任务Non-routine: directive styleHighly routine and simple jobs: participativeTeam dynamic 团队动力High cohesive team instead of supportive leadershipLow cohesive team, supportive leadershipTeam norms and team formal objectives: directive style“Take it easy”: legitimate style to intervenepare and contrast the key assumptions of leadershipTrait and competencyAll leaders have same personal chara, universalAll leadership qualities are equally important in all situationsCompetencies indicate leadership potentialHR implication=selection for traits, but competency can be trainedBehaviouralOverlooks the situations, universal theoryBoth task and leadership behaviours always neededHR implication=developmentalContingencyLeaders need to be insightful and adaptableBut leaders have preferred stylesHR implication=varied b/t selection and developmentTransformationalLeaders are agents of change (direction)But we need to transitional (managing efficiency) behavioursTypically been universalRelevant across culturesImplicitLeadership is overstated; there are attribution errors and uncontrollable events also abt fellowship.HR implication=need interventions other than leadership2.Difference b/t management and leadershipManagement:-Producing results through planning, organising, implementing and controlling-power base: the authority of the position that deliver compliance to an agreed performance standard-The manager’s behaviour is implemented by structure: job descriptions, policies and processesLeadership-Motivating people’s effort through conveying what can be achieved in the future through shared meaning-Building a relationship with followers that can deliver performance beyond the expected -caring: developing an emotional link with followers-Building sufficient trust and confidence so that the team willingly does what the leader requests3. Distributed leadership and self-leadershipMore appropriate in knowledge economyDistributed leadershipAn interactive influence process among individuals in groups for which the objective is to lead one another to achievement of group or org goals or bothSelf-leadershipA process through which individuals control their own behaviour, influencing themselves through the use of specific sets of behavioural and cognitive strategiesStrategies-Behaviour focused: self-awareness; set goals; monitor progress on goals-Natural rewardInternal: find aspects of the work you enjoyExternal: vacation, dinners outExcessive: self-punishment-Constructive thoughtMental imagery; positive self-talkReplace irrational beliefs/ dysfunctional。