管理学第九版课件9erobbins17

ninth editionninth editionSTEPHEN P.ROBBINSSTEPHEN P.ROBBINSPowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West AlabamaMARY COULTERMARY COULTERLeadershipChapterChapter17 2007 Prentice Hall,Inc.2007 Prentice Hall,Inc.All rights reserved.All rights reserved.LeadershipChapter17 2007 PreL E A R N I N G O U T L I N E L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.Who Are Leaders and What Is LeadershipWho Are Leaders and What Is Leadership Define leaders and leadership.Define leaders and leadership.Explain why managers should be leaders.Explain why managers should be leaders.Early Leadership TheoriesEarly Leadership Theories Discuss what research has shown about leadership traits.Discuss what research has shown about leadership traits.Contrast the findings of the four behavioral leadership Contrast the findings of the four behavioral leadership theories.theories.Explain the dual nature of a leaders behavior.Explain the dual nature of a leaders behavior.2 2007 Prentice Hall,Inc.All rights reserved.*L E A R N I N G O U T L I N EL E A R N I N G O U T L I N E (contd)L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.Contingency Theories of LeadershipContingency Theories of Leadership Explain how Fiedlers theory of leadership is a Explain how Fiedlers theory of leadership is a contingency model.contingency model.Contrast situational leadership theory and the leader Contrast situational leadership theory and the leader participation model.participation model.Discuss how path-goal theory explains leadership.Discuss how path-goal theory explains leadership.Contemporary Views on LeadershipContemporary Views on Leadership Differentiate between transactional and transformational Differentiate between transactional and transformational leaders.leaders.Describe charismatic and visionary leadership.Describe charismatic and visionary leadership.Discuss what team leadership involves.Discuss what team leadership involves.3 2007 Prentice Hall,Inc.All rights reserved.*L E A R N I N G O U T L I N EL E A R N I N G O U T L I N E (contd)L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.Leadership Issues in the Twenty-First CenturyLeadership Issues in the Twenty-First Century Tell the five sources of a leaders power.Tell the five sources of a leaders power.Discuss the issues todays leaders face.Discuss the issues todays leaders face.Explain why leadership is sometimes irrelevant.Explain why leadership is sometimes irrelevant.4 2007 Prentice Hall,Inc.All rights reserved.*L E A R N I N G O U T L I N ELeaders and Leadership Leader Someone who can influence others and who has Leader Someone who can influence others and who has managerial authoritymanagerial authority Leadership What leaders do;the process of influencing a Leadership What leaders do;the process of influencing a group to achieve goalsgroup to achieve goals Ideally,all managers Ideally,all managers should beshould be leaders leaders Although groups may have informal leaders who emerge,Although groups may have informal leaders who emerge,those are not the leaders were studyingthose are not the leaders were studyingLeadership research has tried to answer:Leadership research has tried to answer:What is an effective What is an effective leader?leader?5 2007 Prentice Hall,Inc.All rights reserved.*Leaders and LeadershipLeader Early Leadership TheoriesTrait Theories(1920s-30s)Trait Theories(1920s-30s)Research focused on identifying personal Research focused on identifying personal characteristics that differentiated leaders from characteristics that differentiated leaders from nonleaders was unsuccessful.nonleaders was unsuccessful.Later research on the leadership process identified Later research on the leadership process identified seven traits associated with successful leadership:seven traits associated with successful leadership:vvDrive,the desire to lead,honesty and integrity,Drive,the desire to lead,honesty and integrity,self-confidence,intelligence,job-relevant self-confidence,intelligence,job-relevant knowledge,and extraversion.knowledge,and extraversion.6 2007 Prentice Hall,Inc.All rights reserved.*Early Leadership TheoriesTraitExhibit 171Exhibit 171Seven Traits Associated with LeadershipSeven Traits Associated with LeadershipSource:S.A.Kirkpatrick and E.A.Locke,“Leadership:Do Traits Really Matter?”Academy of Management Executive,May 1991,pp.4860;T.A.Judge,J.E.Bono,R.llies,and M.W.Gerhardt,“Personality and Leadership:A Qualitative and Quantitative Review,”Journal of Applied Psychology,August 2002,pp.765780.7 2007 Prentice Hall,Inc.All rights reserved.*Exhibit 171Seven Traits AssoExhibit 172Exhibit 172Behavioral Theories of LeadershipBehavioral Theories of Leadership8 2007 Prentice Hall,Inc.All rights reserved.*Exhibit 172Behavioral TheoriExhibit 172(contd)Exhibit 172(contd)Behavioral Theories of LeadershipBehavioral Theories of Leadership9 2007 Prentice Hall,Inc.All rights reserved.*Exhibit 172(contd)BehaviorEarly Leadership Theories(contd)Behavioral TheoriesBehavioral TheoriesUniversity of Iowa Studies(Kurt Lewin)University of Iowa Studies(Kurt Lewin)vvIdentified three leadership styles:Identified three leadership styles:Autocratic style:Autocratic style:centralized authority,low participation centralized authority,low participation Democratic style:Democratic style:involvement,high participation,involvement,high participation,feedbackfeedback Laissez faire style:Laissez faire style:hands-off management hands-off managementvvResearch findings:mixed resultsResearch findings:mixed results No specific style was consistently better for producing No specific style was consistently better for producing better performancebetter performance Employees were more satisfied under a democratic leader Employees were more satisfied under a democratic leader than an autocratic leader.than an autocratic leader.10 2007 Prentice Hall,Inc.All rights reserved.*Early Leadership Theories(conEarly Leadership Theories(contd)Behavioral Theories(contd)Behavioral Theories(contd)Ohio State StudiesOhio State StudiesvvIdentified two dimensions of leader behaviorIdentified two dimensions of leader behavior Initiating structure:Initiating structure:the role of the leader in defining his the role of the leader in defining his or her role and the roles of group membersor her role and the roles of group members Consideration:Consideration:the leaders mutual trust and respect for the leaders mutual trust and respect for group members ideas and feelings.group members ideas and feelings.vvResearch findings:mixed resultsResearch findings:mixed results High-high leaders generally,but not always,achieved high High-high leaders generally,but not always,achieved high group task performance and satisfaction.group task performance and satisfaction.Evidence indicated that situational factors appeared to Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.strongly influence leadership effectiveness.11 2007 Prentice Hall,Inc.All rights reserved.*Early Leadership Theories(conEarly Leadership Theories(contd)Behavioral Theories(contd)Behavioral Theories(contd)University of Michigan StudiesUniversity of Michigan StudiesvvIdentified two dimensions of leader behaviorIdentified two dimensions of leader behavior Employee oriented:Employee oriented:emphasizing personal relationships emphasizing personal relationships Production oriented:Production oriented:emphasizing task accomplishment emphasizing task accomplishmentvvResearch findings:Research findings:Leaders who are employee oriented are strongly Leaders who are employee oriented are strongly associated with high group productivity and high job associated with high group productivity and high job satisfaction.satisfaction.12 2007 Prentice Hall,Inc.All rights reserved.*Early Leadership Theories(conThe Managerial GridManagerial GridManagerial GridAppraises leadership styles using two dimensions:Appraises leadership styles using two dimensions:vvConcern for peopleConcern for peoplevvConcern for productionConcern for productionPlaces managerial styles in five categories:Places managerial styles in five categories:vvImpoverished managementImpoverished managementvvTask managementTask managementvvMiddle-of-the-road managementMiddle-of-the-road managementvvCountry club managementCountry club managementvvTeam managementTeam management13 2007 Prentice Hall,Inc.All rights reserved.*The Managerial GridManagerial Exhibit 173Exhibit 173TheTheManagerialManagerialGridGridSource:Reprinted by permission of Harvard Business Review.An exhibit from“Breakthrough in Organization Development”by Robert R.Blake,Jane S.Mouton,Louis B.Barnes,and Larry E.Greiner,NovemberDecember 1964,p.136.Copyright 1964 by the President and Fellows of Harvard College.All rights reserved.14 2007 Prentice Hall,Inc.All rights reserved.*Exhibit 173TheManagerialGrContingency Theories of LeadershipThe Fiedler Model(contd)The Fiedler Model(contd)Proposes that effective group performance depends Proposes that effective group performance depends upon the proper match between the leaders style of upon the proper match between the leaders style of interacting with followers and the degree to which the interacting with followers and the degree to which the situation allows the leader to control and influence.situation allows the leader to control and influence.Assumptions:Assumptions:vvA certain leadership style should be most effective A certain leadership style should be most effective in different types of situations.in different types of situations.vvLeaders do not readily change leadership styles.Leaders do not readily change leadership styles.Matching the leader to the situation or changing the Matching the leader to the situation or changing the situation to make it favorable to the leader is required.situation to make it favorable to the leader is required.15 2007 Prentice Hall,Inc.All rights reserved.*Contingency Theories of LeaderContingency Theories(contd)The Fiedler Model(contd)The Fiedler Model(contd)Least-preferred co-worker(LPC)questionnaireLeast-preferred co-worker(LPC)questionnairevvDetermines leadership style by measuring Determines leadership style by measuring responses to 18 pairs of contrasting adjectives.responses to 18 pairs of contrasting adjectives.High score:a relationship-oriented leadership High score:a relationship-oriented leadership stylestyle Low score:a task-oriented leadership styleLow score:a task-oriented leadership styleSituational factors in matching leader to the situation:Situational factors in matching leader to the situation:vvLeader-member relationsLeader-member relationsvvTask structureTask structurevvPosition powerPosition power16 2007 Prentice Hall,Inc.All rights reserved.*Contingency Theories(contd)Exhibit 174Exhibit 174Findings of the Fiedler ModelFindings of the Fiedler Model17 2007 Prentice Hall,Inc.All rights reserved.*Exhibit 174Findings of the FContingency Theories(contd)Hersey and Blanchards Situational Leadership Hersey and Blanchards Situational Leadership Theory(SLT)Theory(SLT)Argues that successful leadership is achieved by Argues that successful leadership is achieved by selecting the right leadership style which is contingent selecting the right leadership style which is contingent on the level of the followers readiness.on the level of the followers readiness.vvAcceptance:Acceptance:leadership effectiveness depends on leadership effectiveness depends on whether followers accept or reject a leader.whether followers accept or reject a leader.vvReadiness:Readiness:the extent to which followers have the the extent to which followers have the ability and willingness to accomplish a specific task.ability and willingness to accomplish a specific task.Leaders must relinquish control over and contact with Leaders must relinquish control over and contact with followers as they become more competent.followers as they become more competent.18 2007 Prentice Hall,Inc.All rights reserved.*Contingency Theories(contd)Contingency Theories(contd)Hersey and Blanchards Situational Leadership Hersey and Blanchards Situational Leadership Theory(SLT)Theory(SLT)Creates four specific leadership styles incorporating Creates four specific leadership styles incorporating Fiedlers two leadership dimensions:Fiedlers two leadership dimensions:vvTelling:Telling:high task-low relationship leadership high task-low relationship leadershipvvSelling:Selling:high task-high relationship leadership high task-high relationship leadershipvvParticipating:Participating:low task-high relationship low task-high relationship leadershipleadershipvvDelegating:Delegating:low task-low relationship leadership low task-low relationship leadership19 2007 Prentice Hall,Inc.All rights reserved.*Contingency Theories(contd)Contingency Theories(contd)Hersey and Blanchards Situational Leadership Hersey and Blanchards Situational Leadership Theory(SLT)Theory(SLT)Posits four stages follower readiness:Posits four stages follower readiness:vvR1:R1:followers are unable and unwilling followers are unable and unwillingvvR2:R2:followers are unable but willing followers are unable but willingvvR3:R3:followers are able but unwilling followers are able but unwillingvvR4:R4:followers are able and willing followers are able and willing20 2007 Prentice Hall,Inc.All rights reserved.*Contingency Theories(contd)Contingency Theories(contd)Leader Participation Model(Vroom and Yetton)Leader Participation Model(Vroom and Yetton)Posits that leader behavior must be adjusted to reflect Posits that leader behavior must be adjusted to reflect the task structurethe task structurewhether it is routine,nonroutine,whether it is routine,nonroutine,or in betweenbased on a sequential set of rules or in betweenbased on a sequential set of rules(contingencies)for determining the form and amount(contingencies)for determining the form and amount of follower participation in decision making in a given of follower participation in decision making in a given situation.situation.21 2007 Prentice Hall,Inc.All rights reserved.*Contingency Theories(contd)Contingency Theories(contd)Leader Participation Model Leader Participation Model Contingencies:Contingencies:Decision significanceDecision significanceImportance of commitmentImportance of commitmentLeader expertiseLeader expertiseLikelihood of commitmentLikelihood of commitmentGroup supportGroup supportGroup expertiseGroup expertiseTeam competenceTeam competence22 2007 Prentice Hall,Inc.All rights reserved.*Contingency Theories(contd)Exhibit 175Exhibit 175Leadership Styles in the Vroom Leader Participation ModelLeadership Styles in the Vroom Leader Participation Model Decide:Decide:Leader makes the decision alone and either announces or Leader makes the decision alone and either announces or sells it to group.sells it to group.Consult Individually:Consult Individually:Leader presents the problem to group Leader presents the problem to group members individually,gets their suggestions,and then makes the members individually,gets their suggestions,and then makes the decision.decision.Consult Group:Consult Group:Leader presents the problem to group members in Leader presents the problem to group members in a meeting,gets their suggestions,and then makes the decision.a meeting,gets their suggestions,and then makes the decision.Facilitate:Facilitate:Leader presents the problem to the group in a meeting Leader presents the problem to the group in a meeting and,acting as facilitator,defines the problem and the boundaries and,acting as facilitator,defines the problem and the boundaries within which a decision must be made.within which a decision must be made.Delegate:Delegate:Leader permits the group to make the decision within Leader permits the group to make the decision within prescribed limits.prescribed limits.Source:Based on V.Vroom,“Leadership and the Decision-Making Process,”Organizational Dynamics,vol.28,no.4(2000),p.84.23 2007 Prentice Hall,Inc.All rights reserved.*Exhibit 175Leadership StylesExhibit 176Exhibit 176Time-DrivenTime-DrivenModelModelSource:Adapted from V.Vroom,“Leadership and the Decision-Making Process,”Organizational Dynamics,vol.28,no.4(2000),p.87.24 2007 Prentice Hall,Inc.All rights reserved.*Exhibit 176Time-DrivenModelContingency Theories(contd)Path-Goal ModelPath-Goal ModelStates that the leaders job is to assist his or her States that the leaders job is to assist his or her followers in attaining their goals and to provide followers in attaining their goals and to provide direction or support to ensure their goals are direction or support to ensure their goals are compatible with organizational patible with organizational goals.Leaders assume different leadership styles at Leaders assume different leadership styles at different times depending on the situation:different times depending on the situation:vvDirective leaderDirective leadervvSupportive leaderSupportive leadervvParticipative leaderParticipative leadervvAchievement oriented leaderAchievement oriented leader25 2007 Prentice Hall,Inc.All rights reserved.*Contingency Theories(contd)Exhibit 177Exhibit 177Path-Goal TheoryPath-Goal Theory26 2007 Prentice Hall,Inc.All rights reserved.*Exhibit 177Path-Goal Theory2Contemporary Views on LeadershipTransactional LeadershipTransactional LeadershipLeaders who guide or motivate their followers in the Leaders who guide or motivate their followers in the direction of established goals by clarifying role and direction of established goals by clarifying role and task requirements.task requirements.Transformational LeadershipTransformational LeadershipLeaders who inspire followers to transcend their own Leaders who inspire followers to transcend their own self-interests for the good of the organization by self-interests for the good of the organization by clarifying role and task requirements.clarifying role and task requirements.Leaders who also are capable of having a profound Leaders who also are capable of having a profound and extraordinary effect on their followers.and extraordinary effect on their followers.27 2007 Prentice Hall,Inc.All rights reserved.*Contemporary Views on LeadershContemporary Views(contd)Charismatic LeadershipCharismatic LeadershipAn enthusiastic,self-confident leader whose An enthusiastic,self-confident leader whose personality and actions influence people to behave in personality and actions influence people to behave in certain ways.certain ways.Characteristics of charismatic leaders:Characteristics of charismatic leaders:vvHave a vision.Have a vision.vvAre able to articulate the vision.Are able to articulate the vision.vvAre willing to take risks to achieve the vision.Are willing to take risks to achieve the vision.vvAre sensitive to the environment and follower Are sensitive to the environment and follower needs.needs.vvExhibit behaviors that are out of the ordinary.Exhibit behaviors that are out of the ordinary.28 2007 Prentice Hall,Inc.All rights reserved.*Contemporary Views(contd)ChaContemporary Views(contd)Visionary LeadershipVisionary LeadershipA leader who creates and articulates a realistic,A leader who creates and articulates a realistic,credible,and attractive vision of the future that credible,and attractive vision of the future that improves upon the present situation.improves upon the present situation.Visionary leaders have the ability to:Visionary leaders have the ability to:Explain the vision to others.Explain the vision to others.Express the vision not just verbally but through Express the vision not just verb