chapter9-leadership style
《组织行为学》课件第九章 领导
环境因素：
• 工作、任务 • 资源和社会结构 • 空间环境和组织规模 • 历史状况 ．．．．．．
被领导者：
• 知识水平 • 个性特征 • 能力素质 • 动机与激励 ．．．．．．
领导是一个动态的过程，领导的有效性是领导者、被领导者和环境相互作用的函数。 可用以下公式表示： 领导的有效性= f（领导者，被领导者，环境）
领导行为理论——布莱克和莫顿管理方格理论
领导方格理论(management grid theory)是在四分图模式的基础上，由布 莱克（Blake）和莫顿（Mouton）于 1964年提出，他们认为在关心工作和关 心人的领导方式之间，可以有各种不同 的混合领导方式。
1.1型：贫乏型领导。 9.1型：权威－顺从型领导。 1.9型：乡村俱乐部型领导。 5.5型：中庸型领导。 9.9型：团队型领导。
第九章 领导
目录页 CONTENTS PAGE
第一节
领导概述
第二节
传统领导 理论
第三节
领导理论 新发展
— *—
引 黄光裕与黄宏生的殊途人生
例
国美董事会与创始人黄光裕之间的较量愈演愈烈。国美股票在经历前一日公告停牌后，2010年8月 6日一复牌，其股价便大跌 12.09%。据了解，直至2008年年底被警方拘押之前，黄光裕在国美一直有 着足够的权威，他是“国美帝国”的君王，其他高管大气都不敢出。可与之对比的是，同在香港上市 的创维数码，2004年11月30日，创始人黄宏生被香港廉政公署拘捕，创维数码当日被强制停牌。应对 这场危机，突然失去老板指引的创维上下可谓“三军用命”。在事件发生仅两周的12月中旬，黄宏生 家族成员即主动撤出创维上市公司董事会及管理层，以示黄氏家族与创维分开，董事会成员全部为职 业经理人和“空降兵”。黄宏生的充分授权给了张学斌们足够的运作空间。黄宏生在港“炼狱”五年， 该公司股价却屡创新高，2009年涨幅多达35倍；创维不久前发布的年报显示，其盈利更是国内其他彩 电企业之总和。
LessonLeadership领导力
LEADERSHIP
1
Overview
? Introduction: What is leadership? Why study leadership?
? Historical Developments of Leadership
Approaches
? Traits Approaches
10
Criticism of Trait Model
? Does not assign weights to traits ? Does not consider followers or situations ? Does not tell you what traits are important ? Does not take into consideration low
? Extent to which the leader defines and structure the role of the subordinates, such as defining work task, assigning task responsibilities, set clear work standards
Corp)
cont…
5
Quotes on Leadership
? In any case, leadership is finally a collaborative endeavour. (Warren Bennis, author and leadership scholar)
? To lead the people, walk behind them…As for the best leaders, the people do not notice their existence. The next best, the people honour and praise. The next, people fear; and the next the people hate…When the best leader's work is done, the people say, “ We did it ourselves!”
Leadership
– Leaders must relinquish control over and contact with followers as they become more competent. 17 - 17
Situational Leadership Theory (SLT)
• Creates four specific leadership styles incorporating Fiedler’s two leadership dimensions:
• Acceptance: leadership effectiveness depends on whether followers accept or reject a leader • Readiness: the extent to which followers have the ability and willingness to accomplish a specific task
• Identified three leadership styles:
– Autocratic style: centralized authority, low participation – Democratic style: involvement, high participation, feedback – Laissez faire style: hands-off management
• Task management • Middle-of-the-road management • Country club management • Team management
17 - 10
Exhibit 17-2: Behavioral Theories of Leadership
第二章 Leadership
Extent to which a leader is sensitive to subordinates, respect their ideas & feelings and establish mutual trust.
Case Study
早晨8点30分，公司常务副总、董事老杜接到市政府的电话，通知企业 开晨冬季消防检查；10分钟后老杜打电话给保卫部，通知他们去处理这 项要求；9点15分，老杜接到库房电话，被告知房屋后墙再次被人敲了 个洞，又有几十箱产品被偷走；8分钟后，老杜打电话给市公安局请他 们改善本地治安情况……整个上午老杜接电话、打电话，倒也挺忙。根 据管理方格理论，你认为老杜最接近哪种类型领导者？
A. B. C. D.
王翔属于任务导向型领导 王翔属于关系导向型领导 王翔属于民主型领导 王翔属于专制型领导
The leadership Grid
The leadership Grid Building on the Ohio and Michigan Research, Robert R. Blake and Jane Mouton developed the Leadership Grid (originally called the Managerial Grid). Leadership Grid presents two axes: the vertical axis measures Concern for People(similar to consideration or employee-centered) ; the horizontal axis measures Concern for Task( similar to initiating structure or production-centered). The positions on the grid are stated in terms of a 9-point scale, with 1 representing a low concern and 9 representing a high concern.
罗宾斯管理学 管理者的领导力 Managers as Leaders
16–21
（4） The Managerial Grid 管理方格
D Managerial Grid
Appraises leadership styles using two dimensions:
Concern for people 关心人 Concern for production 关心生产
Identified
three leadership styles:
– Autocratic style 独裁风格: centralized authority, low participation
– Democratic style 民主风格: involvement, high participation, feedback – Laissez faire style 放任风格: hands-off management
17–17
Behavioral Theories (cont’d)
(2) Ohio State Studies 俄亥俄州立大学
Identified
two dimensions of leader behavior
– Initiating structure 定规维度:
defined his or her role and the roles of group members。 It included behaviors that involved attempts to organize work, work relationships, and goals.
17–16
Behavioral Theories (cont’d)
(2) Ohio State Studies 俄亥俄州立大学
leadership
Lew Platt (1992-1999)
Operations expert and devoted practitioner of the HP Way HP becomes recognized as a company whose policies on work-life balance, diversity and community involvement help attract and retain top employees.
3. Visioning Creating a compelling, shared and meaningful vision:
She changed the vision of HP from a stand-alone product/service provider to a company that provides information appliances, highly reliable IT infrastructure and e-service, or to expand HP in a new direction at “Internet speed” and customer orientation. This vision motivate HP’s people to change their current view and ways of working, and work hard to reach it. This shared vision enables them to act together, become bound together around a common identity and sense of destiny. This vision also provides them with a sense of meaning about their work and the difference they will make.
组织行为学第9章-领导理论PPT学习教案
2021/6/27
第2页/共36页
美国管理学家吉赛利的观点： 8种个性特征与5种激励特征
个性特征 ● 才智 ● 首创精神 ● 监查能力 ● 自信心 ● 适应性 ● 自信心 ● 性别 ● 成熟程度
激励特征 ● 对工作稳定的需求 ● 对金钱奖励的需求 ● 对指挥别人的权利需求 ● 对自我实现的需求 ● 对事业成就的需求
自由放任式领导风格（Laissez-faire style of leadership）指的是领导者通 常是完全放任员工，让员工用自己认为合适的方式做出决策和完成工作。放 任式领导者可能仅仅是提供必要的资料和解答问题。
2021/6/27
第12页/共36页
领导行为连续一体理论
以 领 导 为 中 心的领 导行为
不成熟(M1):下属缺乏接受和承担任务的能力和愿望, 既不能胜任又缺乏自信.
初步成熟(M2):下属愿意承担任务,但缺乏足够的能力, 有积极性但缺乏技能.
比较成熟(M3):下属有完成任务的能力,但没有足够的 动机和愿望.
成熟(M4):下属有能力而且愿意完成任务.
2021/6/27
第27页/共36页
民主式和独裁式风格下的群体完成工作的数量不相上下，但完成工作的质量 和群体的满意度方面，民主式要稍高一些。
研究结果表明民主式领导风格下，工作数量大，工作质量也高。
2021/6/27
第15页/共36页
俄亥俄州立大学的研究 ：定规与关怀
定规（Initiating Structure）指领导者为达到期望目标而对自己与员工角色 进行界定和构造的程度。它包括努力组织工作、工作关系和目标的行为。例 如，具有高定规特点的领导者会向小组成员分配具体工作，要求员工保持一 定的绩效标准，并强调工作的最后期限。
Chap9 Boundary Spanning and Team Leadership跨边界领导及团队领导解析
P. 252
Skills, traits, and sources of power for effective boundary spanning
Storytelling and slogan-creation Political and negotiation skills
Conflict management skills
Resolving disputes among followers and subgroups
Obtaining resources Establishing influence networks Helping followers deal with the external environment
Linking-pin-members of two or more interacting
groups, with loyalties to both; they fulfill a liaison role, helping to coordinate and resolve conflicts among groups.
Definition of Boundary Spanning Leadership
Boundary spanning leadership is leader actions that establish and maintain a group's integrity through
Negotiating with nongroup members
Reslove stalemate and conflicts
Sensitize unit members to environmental issues
LeadershipStylesandTypes：领导风格与类型
Leadership Styles and TypesAssessing your leadership type1.You attend a long meeting. Your favorite part of the session is when:a.It is over, and you can get back to workb.The break, when you get to catch up with your coworkersc.The brainstorming sessiond.When you get to present the current data from your quarterly report2. A pet peeve of yours is when your coworkers:a.Do not try hard enough to get a job doneb.Shut their office doors and become very uncommunicativec.Always want to change thingsd.Are unprepared or disorganized3.It is time for the annual work cookout, and you are a part of the planning committee. You:a.Hate discussing all of these details—vinyl or paper tablecloths, who cares?b.Immediately sign up for the decorating committee with your friends and are very excited to getstartedc.Pull out some graph paper and start deciding how to arrange the tables, grill, and game aread.Want to ensure that the food is kept safe and that the people in charge of grilling have plenty ofpot holders and long-handled utensils4.It is time to review the policy and procedures manual, and you:a.Cannot believe that you have to spend an entire day dealing with this bureaucracyb.Cannot seem to concentrate for longer than 10 minutes at a time and keep getting up to seewhat your coworkers are doingc.Decide that your manual looks good and that no changes are really necessary, so you just signoff on it for another yeard.Let papers go flying as you go through the manual with a fine-toothed comb and make manychanges5.If you were going to change careers, you would most likely look into:a.Owning your own businessb.Event planning or public relationsc.A career that is very similar to your current field, where you could continue to utilize yourskillsd.Quality assurance or a hard science6.It is time to do annual performance evaluations, and you need to give an employee a poor report.You:a.Call the employee into your office and get right to the pointb.Really want to understand why the employee’s performance is so poor and attempt to engagethe employee in a meaningful dialoguec.Focus the conversation on all of the positive aspects of the employee’s work, carefullysandwiching in the areas that the employee needs to work on between your positivereinforcementd.Get out the detailed records that you have kept all year, just in case the employee tries to arguewith your performance assessmentTypes of leadersThe controlling leader (answering mostly “a.”)At your best: You love to take risks and take control of situations. You are extroverted and self-confident. You show initiative, are ambitious, and focus on the end result.At your worst: You have a tendency towards pessimism. You prefer to delegate the details to others. You work excessively long hours and often put aside your personal life or wellness to do so. You sometimes seem impatient and tyrannical to others. You do not care to follow policies and procedures, and are sometimes viewed as an irreverent person because of this.Tips for controlling leaders∙Set aside 1–2 hours a day to deal with the details∙Leave your door open for 1 hour a day to allow others to speak with you, letting them know that you are available from noon to 1 PM, for example, every day∙Do not react immediately, but instead take a few deep breaths and process the information that you receive∙Make plans after work at least 2 days each week to assure that you leave work on time∙Provide others with a clear outline of your expectations for them, discussing these expectations with them and if they have concerns, taking them seriously∙Realize that prioritization is especially important for you, because your tendency to take control often leads to your becoming overwhelmed, so do not automatically volunteer to take on additional responsibilities∙Allow others to set their own timetable on projects that are not time sensitive∙Consider distributing an employee satisfaction survey or making a comments box available to employeesThe intuitive leader (answering mostly “b.”)At your best: You are extroverted, optimistic, enthusiastic, and friendly. You seek to uncover the motives of others.At your worst: You can become too talkative. You have a short attention span and might put off doing tasks that do not interest you. Others might view you as ditzy or flighty because of this. You may make broad statements without proof of validity, based on a gut instinct. You sometimes make decisions based on this gut instinct as well, and this can get you into trouble. You might put too high of a priority on acceptance and go with the majority, even if you do not really agree. You avoid thinking or talking about problems.Tips for intuitive leaders∙Seek out opportunities to put your creativity and sociability to good use, such as sitting on the Employee Relations Team or the New Employee Welcoming Board∙Consider getting to the office early, before many other people are there, so you can get the work done that you do not enjoy first thing∙Use your friendliness to learn more about things that you do not know much about—ask questions∙Solve problems before they grow, keeping the workplace a more positive place for everyone∙Speak up if you disagree with something, knowing that you will most likely find it more comfortable to do this in a private space, as opposed to the middle of the boardroom∙Reward yourself with something small upon completing a task, something as simple as going to a nearby coffee shop to purchase a special blend during your afternoon breakThe stability-seeking leader (answering mostly “c.”)At your best: You are very cooperative and a wonderful asset to a team environment. You are optimistic, patient, loyal, and a great listener. You are always organized and prepared.At your worst: You will go to extreme measures to avoid conflict. You do not care to take on new responsibilities or challenges, because you thrive on routine. Others might see you as inflexible. You take your time and do not make rushed decisions. You have a tendency toward low self-esteem. Tips for stability-seeking leaders∙Make it a goal to do one thing different every week, such as attending a meeting that you do not normally attend, talking to someone that you do not normally communicate with, etc∙Speak up if you disagree with something, knowing that you most likely will find it more comfortable to do this in a private space, as opposed to the middle of the boardroom∙Do not do others’ work for them, because people often look for stability seekers to offload their work:–Let the person know that you are glad and willing to help them, but that you have some projects of your own that you really need to finish up–Ask the person to set up a time when you can meet∙Set goals for yourself every month:–What do you want to learn?–How do you want to expand your work role?∙Fight the urge to feel responsible for o thers’ happiness or satisfaction with work; you want everyone to feel content, so that the workplace is peaceful, but you cannot carry this on your shoulders∙Invite your employees or coworkers to a brainstorming session about a problem that you have found, realizing that even though something works, additional improvements are always possible The cautious leader (answering mostly “d.”)At your best: You are logical and thorough. You dislike risk and prefer to make decisions based on facts and analysis. You are an organized and independent worker. You a re always asking ―why?‖ and searching for improved ways of doing things. You are a private person and do not bring your personal troubles to the workplace. You enjoy creating and following policies and procedures.At your worst: You often are too much of a perfectionist, holding yourself and others to impossible standards. You are sometimes overly critical and have a tendency toward pessimism. Others might view you as distant and detached. You are not good at accepting criticism.Tips for cautious leaders∙Avoid spending so much time collecting and organizing information on something that you will never have time to use or apply∙Make it a goal to learn something new about one person every week∙Write down the standards that you hold others to, considering whether they are realistic:–If not, prioritize the standards–If not, do away with those that fall at the bottom of the list∙Make sure to allow other people the chance to say their piece, because cautious leaders have a tendency to dominate discussions∙Practice delegation, and do not give in to the urge to do everything yourself, just because you know that you will do it right∙Actively solicit feedback∙Count how many times you say, ―I know‖ in a giv en day, which will help you become aware of the habit of saying that you know something, even when you do not∙Eliminate unnecessary policies and rules, but also make sure you communicate the importance of complying with existing policies or rules to everyone who is affected by them∙Compliment others on their good work, letting them know that you have taken note of it Reference and recommended readingZigarmi D, O’Connor M, Blanchard K, Edeburg C. Preference and disposition. The Leader Within: Learning Enough About Yourself to Lead Others. Upper Saddle River, NJ: Prentice Hall; 2005:65-111.Review Date 10/12G-0639。
管理学PPT-领导(第九章)
素
➢ 4．沟通、协调组织内外部各种关系的能力
质
➢ 5．不断探索和创新的能力
和
➢ 6、知人善任的能力
条
（四）心理素质和身体素质
件
二、领导班子的素质结构
❖（一）年龄结构 ❖（二）知识结构 ❖（三）专业结构 ❖（四）能力结构 ❖（五）性格气质结构
领导有效性
毛泽东:“领导者的责任,归结起来,主要的是 出主意,用干部两件事。”
第第九九章章 领领导导
通过对本章的学习，能够掌握领导的含义， 了解领导工作和领导机制的特点，认识领 导者与管理者的区别和内在联系，掌握各 种领导理论的特点及衡量领导效能的标准， 能够灵活运用领导艺术。
把你的下级看成“经济人”就会物 质刺激；看成“社会人”，就会 实施激励；看成“现代人”就会
无为而治。
看球赛引起的风波
谁知，就在宣布“禁令”的那个周末晚上，车间 主任去查岗时又发现，上二班的竟有6名不在岗。主任 气得直跺脚，质问班长是怎么回事，班长无可奈何地掏 出三张病假条和三张调休条，说：“昨天都好好的，今 天一上班都送来了”。说着，凑到主任身边劝道：“主 任，说真个的，其实我也是身在曹营心在汉，那球赛太 精彩了，您只要灵活一下，看完了电视大家再补上时间， 不是两全其美吗？上个星期的二班，为了看电视，星期 五就把活提前干完了，您也不……”车间主任没等班长 把话说完，扔掉还燃着的半截香烟，一声不吭地向车间 对面还亮着灯的厂长办公室走去……
行动
体
行就 可
予以 执行
问题 进行
据下 属的
再作 出决
出决 策
理
解决 意见 策
论
进行 修改
美国学者坦南鲍母和施密特在1958年提出了领导 连续统一体模型。他们提出领导风格并不是只有 专制和民主这两种极端的方式，而是在这两种极 端之间，以领导这为中心还是以下属为中心程度 不同而存在着一系列领导方式。与领导者授权的 大小不同。