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单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,Chapter 11 Leadership,11.1 Definition the ability&process to influence a group toward the achievement of goals,not all leaders are managers;nor,for that matter,are all managers leaders,Difference between management&leadership,attitudes towards goals:Managers tend to adopt impersonal,leaders take a personal&active.Work view:an enabling process involving-,temperamentally disposed to seek out risk&danger.Prefer to work with people,concerned with ideas,management coping with complexity,leader coping with change,developing a vision of the future;,most firms are underled&overmanaged,Transition in leadership theories,What makes an effective leader,the 1st approach sought to find universal personality traits that leaders had to some great degree than nonleaders,explain leadership in terms of the behavior a person engaged in,“false starts”based on their erroneous conception,Contingency models to explain the inadequacies of previous leadership,attempting to identify the set of traits that people implicitly refer to as a leader,11.2 Trait theories,1930s by psychologists,Theories seeking personality,social,physical,or intellectual traits differentiating leaders from nonleaders,Identify traits consistently associated with leader:ambition&energy,the desire to lead,honesty&integrity,self-confidence,intelligence,job-related knowledge,isolating traits resulted in dead ends,4 reason:overlooks the needs of followers;fails to clarify the relative importance;doesnt separate cause from effect;ignore situational factors,Chapter 11 Leadership,11.3 Behavioral theories,the late 1940s-mid-1960s,Theories proposing that specific behaviors differentiate leaders from nonleaders,trait research were successful,then leader is basically inborn,would have provided a basis for,selecting,the right“leader”behavior theories were valid,we could teach people to be leaders,training,1.Ohio State studies,in the late 1940s,Identify independent dimensions of leader behavior.beginning with over 1000 dimensions,initiating structure,:the extent to which a leader is likely to define high on it lead to greater rates of grievances,absenteeism,&turnover&lower levels of job satisfaction for workers performing routine tasks.,consideration,:-have job relationships characterized by mutual trust,respect for subordinates ideas,®ard for their feelings.Negatively related to performance ratings of the leader by his superior,“high-high”leader tended to achieve high performance,2.University of Michigan studies,Employee-oriented leader:emphasizes interpersonal relations,production-oriented:emphasizes technical or task aspects of the job,Employee-oriented leaders were associated with higher group productivity&higher job satisfaction.,3.The managerial grid,Blake&Mouton,A 9-by-9 matrix outlining 81 different styles,concern for people,production,9 possible positions along each axis,managers perform best under a 9,9 style;9,1 authority style;1,9 country club style,4.Scandinavian studies,Finland&Sweden,Basic premise:in changing world,effective leaders would exhibit,development-oriented,behavior,3rd separate dimension:values experimentation,seeking new ideas,&generating&implementing change.,Went back positive evident in 1990s dynamic environment.,Chapter 11 Leadership,11.4 Contingency theories,leadership effectiveness was dependent on the situation,isolate those critical situational factors-moderate variables,1.Fiedler Model,least preferred co-worker(LPC),questionnaire,Identifying leadership style,:LPC score-relationship,task oriented;16%mid.Range 1200 groups,Defining the situation:,leader-member relation,:,confidence,trust,respect in,task structure,:,degree job assignments are procedurized,position power,:degree of influence a leader has over power variables such as-,Matching leaders change the situation to fit the leader,1.(2)Cognitive resource theory,update in 1987,A theory of leadership stating that a leader obtains effective group performance by,1st,making effective plans,decisions,2nd,communicating them through directive behavior,how,stress,&,Cognitive resource,such as intelligence,experience play a role on leadership effectiveness;,3 prediction,:directive behavior result in good performance only if it linked with high intelligence in a supportive,nonstressful environment;in highly stressful situations,job experience is positive related with performance;the intellectual ability correlate with performance in nonstressful situations,2.Hersey&Blanchards situational theory,A contingency theory focusing on followers readiness,readiness,:the extent to which people have the,ability,&,willingness,to accomplish a specific task 4 stages R1.unable R4.able&willing,leadership behaviors:telling(high task-low relationship)-R1;selling(high-high)-R2;participating(low-high)-R3;delegating(low-low)-R4,task-able;relationship-willing,3.Leader-member exchange theory,LMX:leaders create in-group&out-group,&subordinate with in-group status will have hi
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