领导协调理论

,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,wyf-hebut,王云峰：领导协调理论,*,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,wyf-hebut,王云峰：领导协调理论,*,Management,Course,for MS Graduate Students,UNIT FIVE,领导协调理论,wyf-hebut,1,王云峰：领导协调理论,引 言,如何运用,奖,奖赏和激,励,励权力,（士气和,积,积极性）,如何和谐,组,组织以实,现,现组织目,标,标,（沟通和,创,创造性）,有效领导,者,者的个性,与,与为人,（天赋和,修,修养）,wyf-hebut,2,王云峰：,领,领导协调,理,理论,5.1Motivating and RewardingEmployees,激励原理,早期激励,理,理论,现代激励,理,理论,wyf-hebut,3,王云峰：,领,领导协调,理,理论,Drives,行为冲动,Search,Behavior,付诸行动,Tension,精神不安,Reduction,of Tension,恢复平静,Satisfied,Need,渴望得以,满,满足,TheMotivation Process,动机源于,需,需要,Unsatisfied,Need,内心渴望,wyf-hebut,4,王云峰：,领,领导协调,理,理论,Maslow,s,Hierarchy,of Needs,Self,Esteem,自尊,Social,社交,Safety,安全,Physiological,生存,需要具有层次性,：,：,有层次地调动积,极,极性,wyf-hebut,5,王云,峰,峰：,领,领导,协,协调,理,理论,Theory X Workers,懒惰无能，屈于强迫,Dislike Work,Avoid Responsibility,Little Ambition,Theory Y Workers,勤奋上进，渴望赏识,Enjoy Work,Accept Responsibility,Self-Directed,满足,需,需要,有,有不,同,同的,态,态度,：,：,消极,的,的和,积,积极,的,的,wyf-hebut,6,王云,峰,峰：,领,领导,协,协调,理,理论,Herzberg,sTwo-FactorTheory,物质,需,需要,和,和精,神,神需,要,要：,安,安抚,和,和激,发,发相,结,结合,HygieneFactors,安抚,Motivators,激发,High,High,JobDissatisfaction,JobSatisfaction,0,Qualityofsupervision,Salaryandbenefits,Companypolicies,Workingconditions,Relationswithothers,Securityandstatus,Careera,Recognition,Work itself,Responsibility,Advancement,Growth,wyf-hebut,7,王云,峰,峰：,领,领导,协,协调,理,理论,早期,激,激励,理,理论,（20世,纪,纪50年,代,代）,需要,具,具有,层,层次,性,性,（,Maslow,sHierarchyofNeeds）,满足,需,需要,的,的态,度,度具,有,有差,异,异性,（,TheoryXandYWorkers,）,）,需要,分,分为,物,物质,的,的（,安,安抚,）,）和,精,精神,的,的（,激,激发,）,）,（,Herzberg,sTwo-FactorTheory,）,）,wyf-hebut,8,王云,峰,峰：,领,领导,协,协调,理,理论,现代,激,激励,理,理论,深,深入,探,探讨,精,精神,需,需要,需要,理,理论,：,每个,人,人都,渴,渴望,成,成功,、,、支,配,配、,荣,荣耀,（,Three-needstheory,McCleland,1961,1969,）,）,公平,理,理论,：,每个,人,人都,渴,渴望,获,获得,较,较他,人,人公,平,平的,待,待遇,（,Equitytheory,A,dams,1965,）,）,期望,理,理论,：,动机,强,强度,取,取决,于,于各,人,人对,努,努力,、,、绩,效,效和,目,目标,的,的信,念,念,（,Expectancytheory,Vroom,1966）,工作,特,特性,理,理论,：,任何,工,工作,都,都具,有,有满,足,足员,工,工精,神,神需,要,要的,特,特性,（,JobCharacteristicsModel,HackmanandOldham,1976）,wy,9,王,云,云,峰,峰,：,：,领,领,导,TheTheory,ofNeeds,渴,望,望,成,成,就,就,荣,荣,耀,耀,David,McClelland,渴,望,望,成,成,功,功,Need,ForAchievement,(nAch),渴,望,望,支,支,配,配,Need,ForPower,(nPow),渴,望,望,荣,荣,耀,耀,Need,ForAffiliati,o,n,(nAff),wyf,10,王云峰,：,：领导,协,协调理,论,论,EquityTheory,渴望公,平,平待遇,Ratio,Comparison*,Employee,Perception,OutcomesA,InputsA,OutcomesA,InputsA,OutcomesA,InputsA,OutcomesB,InputsB,OutcomesB,InputsB,Outcomes,B,InputsB,Inequity(Under-Rewarded),Equity,Inequity(Over-Rewarded),*,WhereA is theemployee,and Bisarelevantotherorreferent.,wyf-hebut,11,王云峰,：,：领导,协,协调理,论,论,TheJob,Characteristics,Model,渴望工,作,作实现,自,自我,SkillVariety,技能多,样,样,Task Identity,任务明,确,确,Task Significance,有意义,Autonomy,自主,Feedback,认可,wyf-hebut,12,王云峰,：,：领导,协,协调理,论,论,CharacteristicsExamples,SkillVariety,High variety,Theowner,-op,eratorofagaragewho doeselectricalrepair, rebuilds engines,does bodywork,and interactswith customers,Lowvariety,A bodyshop workerwhosprays paint eight hours aday,Task Identity,High identity,A cabinetmakerwhodesignsa piece of furniture,selectsthewood,builds theobject,and finishes it to perfection,Lowidentity,A workerina furniturefactory whooperatesa lathe to maketablelegs,Task Significance,High significance,Nursing thesick in ahospitalintensive-careunit,Lowsignificance,Sweepinghospitalfloors,Autonomy,High autonomy,A telephoneinstallerwho scheduleshisorher ownwork fortheday,anddecides on thebest techniquesfor aparticularinstallation,Lowautonomy,A telephoneoperatorwhomusthandlecallsastheycome accordingtoaroutine,highly specifiedprocedure,Feedback,High feedback,Anelectronicsfactory workerwhoassembles aradioand thentestsitto,determineifitoperatesproperly,Lowfeedback,Anelectronicsfactory workerwhoassembles aradioand thenroutes it to aquality controlinspector whotestsandadjustsit,ExamplesofHigh andLowJob Characteristics,wyf-hebut,13,王云峰,：,：领导,协,协调理,论,论,Personal,andWork,Outcomes,Core Job,Dimensions,Critical,Psychological,States,TheJob CharacteristicsModel,Skillvariety,Task identify,Task signifi,can,ce,Experienced,meaningfulness,ofthework,Experienced,responsibility,foroutcomes,ofthework,Knowledgeofthe,actualresultsof,theworkactivities,Autonomy,Feedback,High internal,work motivation,High-quality,work performance,High s,with the work,Low absenteeism,and turnover,Need Strength,wyf-hebut,14,王云,峰,峰：,领,领导,协,协调,理,理论,TheMotivatingPotentialScore,Motivating,Potential,Score (MPS),Autonomy,Feedback,=,Skill,Variety,Task,Identity,Task,Significance,+,+,3,X,X,High MPS Increases,Motivation,Performance,Satisfaction,and Decreases,Absence,Turnover,wyf-hebut,15,王云,峰,峰：,领,领导,协,协调,理,理论,ExpectancyTheory,期望,理,理论,3.,Rewards-personal goals relationship,1.,Effort-performance relationship,2.,Performance-rewards relationship,Individual,Effort,Individual,Performance,Individual,Goals,Or,Rewards,1,2,3,wyf-hebut,16,王云,峰,峰：,领,领导,协,协调,理,理论,AnIntegrativeModelofMotivation,综合,模,模型,Personal,Goals,Ability,Opportunity,Performance,AppraisalCriteria,High,nAch,Individual,Performance,Performance,Appraisal,System,Reinforcement,Individual,Effort,Dominant,Needs,Equity,Comparison,OO,I,A,I,B,Organization,Rewards,GoalsDirect,Behavior,wyf-hebut,17,王云峰：领,导,导协调理论,Contemporary MotivationIssues,激励课题,Workforcediversity,队伍多样化,Pay-for-performance,绩效、时间,Minimum-wage workers,下层员工,Professional employees,专业员工,Technicalworkers,技工,wyf-hebut,18,王云峰：领,导,导协调理论,Flexible Work Options,弹性工作制,Compressed,Workweek,压缩周工时,Flextime,弹性上班制,Job,Sharing,岗位共享,Telecommuting,远程办公,wyf-hebut,19,王云峰：领,导,导协调理论,激励：基于,尊,尊重巧在使,用,用,领导必须用,人,人做事，带,领,领下属成就,事,事业实现组,织,织目标和使,命,命,尊重下属、,提,提供机会、,科,科学考核、,公,公平奖赏、,授,授权参与，,方,方能调动下,属,属的积极性,和,和创造性，,提,提高做事效,率,率和效果,wyf-hebut,20,王云峰：领,导,导协调理论,5.2 Communication and InterpersonalSkill,加强沟通旨,在,在促进组织,和,和谐,克服沟通障,碍,碍掌握沟通,技,技能,Listening,Feedback,Delegation,Conflict a,nd Ne,gotiating,wyf-hebut,21,王云峰：领,导,导协调理论,The Communication Process,沟通过程（,信,信息流程）,Sender,发射,Encoding,编码,Receiver,接收,Decoding,解码,Channel,频道,Feedback,Message,Message,Noise,信息干扰,wyf-hebut,22,王云峰：领,导,导协调理论,Written Communication,写作,Verbal Communication,演讲,The Grapevine（,非官方传闻,）,）,NonverbalCues（,无语暗示）,ElectronicMedia,电子媒介,wyf-hebut,23,王云峰：领,导,导协调理论,Filtering,过滤,Emotions,情绪,Selective,Perception,感知,Information,Overload,过载,Apprehension,理解,Language,语言,Communication Barriers,沟通障碍,wyf-hebut,24,王云峰：领,导,导协调理论,OvercomingCommunicationBarriers,克服沟通障,碍,碍,Constrainemotions,克制情绪,Watchnonverbalcues,察言观色,Use feedback,积极反应,Simplify language,简练语言,Listen actively,积极倾听,wyf-hebut,25,王云峰：领,导,导协调理论,ContemporaryCommunication Issues,当代沟通课题,Communication,betweenMen,and Women,异性沟通,Communication,in theGlobal,Village,跨文化沟通,wyf-hebut,26,王云峰：领导协,调,调理论,Active,Listening Skills,积极倾听,Acceptance,宽容心,Responsibility,责任心,Intensity,倾听愿望,Empathy,集中精神,wyf-hebut,27,王云峰：领导协,调,调理论,Effective,Feedback,有效反应,Provide,Timely,Feedback,Keep,Feedback,Focus on What,the Receiver,Can Control,Focus on,Specific,Behaviors,Stay,Goal-,Oriented,Ensure,Understanding,wyf-heb,28,王云峰：领导协,调,调理论,Delegation Contingency Factors,酌情授权,Size ofthe organization,Importance ofthe duty or decision,Complexity ofthe task,Cultureof theorganization,Qualities of employees,wyf-hebut,29,王云峰：领导协,调,调理论,Delegating Effectively,Clarifythe assignment,阐明任务,Specifythe range ofdiscretion,指明判断范围,Encourage participation,鼓励参与,Informothers,通知相关人员,Establish feedback channels,建立反馈渠道,wyf-hebut,30,王云峰：领导协,调,调理论,Three Views,of Conflict,不同视角,Traditional,冲突是坏事,Human,Relations,冲突不可避免,Interactions,冲突是必要的,管理者处理冲,突,突,的能力日趋重,要,要,wyf-hebut,31,王云峰：领导,协,协调理论,Conflict andUnitPerformance,Unit Performance,High,Low,Level of Conflict,High,A,B,C,Situation,A,B,C,Conflict Level,Conflict Type,Internal Characteristics,Outcomes,Low or none,Optimal,High,Dysfunctional,Functional,Dysfunctional,Apathetic, stagnant,Viable, innovative,Disruptive, chaotic,Low,High,Low,建设性与破坏,性,性,wyf-hebut,32,王云峰：领导,协,协调理论,Conflict,Management,冲突管理,（视情况而定,）,）,Avoidance,回避,Accommodation,迁就,Forcing,压制（解决争,端,端）,Compromise,使双方妥协,Collaboration,使双方合作,wyf-hebut,33,王云峰：领导,协,协调理论,Sources of,Conflict,冲突起源,缺乏沟通,Communication,Differences,体制和文化差,异,异,Structural,Differences,工作方式,Personal,Differences,工作方式的不,同,同可能导致对,人,人格的不认同,wyf-hebut,34,王云峰：领导,协,协调理论,When to StimulateConflict,是否需要激发,冲,冲突？,Are you surroundedby “yes” people?,Are employees afraid toadmitignorance?,Do decisionmakerssacrifice valuesfor compromise?,Do managersmaintain an,“,“impression”of cooperation?,Are managersoverly concernedaboutthe feelingsof others?,Is popularity moreimportant than performance?,Do managerscravedecision-making consensus?,Are managersresistant to change?,Is there a lack ofnew ideas?,Is turnoverunusually low?,wyf-hebut,35,王云峰：领导,协,协调理论,StimulatingConflict,激发冲突,Legitimize conflict,建设性的冲突,合,合法化以倡导,革,革新（改变组,织,织文化）,Use communication,透露信息或公,示,示以征询反对,意,意见,Bringin outsiders,引进“新鲜血,液,液”,Use structural variables,组织重构,Appoint a “devilsadvocate”,吹毛求疵,wyf-hebut,36,王云峰：领导,协,协调理论,Available Resources,Primary Motivations,Primary Interests,Focusof Relationships,FixedAmount,I Win,You Lose,Opposed,Short-Term,Variable Amount,I Win,You Win,Congruent,Long-Term,Integrative,Bargaining,双赢,Distributive,Bargaining,有输有赢,Bargaining,Characteristics,The Two Types ofNegotiatingStrategies,协商谈判策略,wyf-hebut,37,王云峰：领导,协,协调理论,The Bargaining Zone,Party As,Aspiration,Range,Settlement,Range,Party Bs,Aspiration,Range,Party As,Target Point,Party Bs,Resistance Point,Party As,Resistance Point,Party Bs,Target Point,wyf-hebut,38,王云峰：领导,协,协调理论,Negotiationand Presentations,Research your opponent,Beginin a positive way,Address problems,not people,Ignoreinitial offers,Seek win-winsolutions,Consider third-party assistance,Prepare forthe presentation,Make openingcomments,Make your points,End the presentation,Answerquestions,wyf-hebut,39,王云峰：领导,协,协调理论,加强沟通是当,代,代人类的课题,倾听以知民情,反,反应要顺民意,加强沟通增进,理,理解,消除误会淡化,矛,矛盾缓解冲突,和谐组织稳定,社,社会,wyf-hebut,40,王云峰：领导,协,协调理论,组织和谐与组,织,织配置,组织作为一个,复,复杂的实体，,其,其结构、信息,处,处理方式、战,略,略及其各组成,部,部分相互影响,，,，以不同的一,致,致性、和谐程,度,度和环境适应,性,性结合为不同,的,的整体，或称,不,不同的组织配,置,置（,Organizational Configuration）,形式而存在,41,王云峰：领导,协,协调理论,关于和谐理论,的,的研究,席酉民：和,谐,谐理论与战略,贵州人民出,版,版社1989,，,，和谐管理,理,理论人大出,版,版社2002,任何系统之间,和,和系统内部的,各,各要素都是相,关,关的，存在一,种,种系统目标意,义,义下的和谐机,制,制。系统和谐,性,性是描述系统,是,是否形成了充,分,分发挥系统成,员,员和子系统能,动,动性、创造性,的,的条件和环境,，,，以及系统成,员,员和子系统活,动,动的总体协调,性,性,wyf-hebut,42,王云峰：领导,协,协调理论,5.3 Leadership and Trust,Leader, leadership, leading,领导者及其特,质,质、领导行为,（,（方式、情境,与,与风格）、领,导,导的有效性,wyf-hebut,43,王云峰：领导,协,协调理论,Managers Vs.Leaders,Not all leaders are managers,nor are allmanagers leaders,Peoplewho are able to influence others and whopossess managerialauthority,能够,影,影响,他,他人,并,并拥,有,有管,理,理职,权,权,wyf-hebut,44,王云,峰,峰：,领,领导,协,协调,理,理论,WhatIsLeadership?,Managementisaboutdealingwithcomplexity:drawingformalplans,designingorganizationalstructures,andmonitoringoutcomes.,Leadership,incontrast,isaboutcopingwithchange.Leadersestablishdirectionbydevelopingavision,，,，thentheycommunicatethisvisiontopeopleandinspirethemtoovercomeobstacles,.,JohnKotter,wyf-hebut,45,王云,峰,峰：,领,领导,协,协调,理,理论,管理,职,职能,与,与领,导,导职,能,能的,差,差异,应对,组,组织,复,复杂,性,性,确定,目,目标,、,、计,划,划任,务,务、,分,分配,预,预算,设立,岗,岗位,配,配备,人,人员,（,（组,织,织）,监控,实,实施,过,过程,，,，确,保,保计,划,划完,成,成（,控,控制,）,）,组织,变,变革,确立,方,方向,和,和变,革,革策,略,略,沟通,以,以达,成,成共,识,识，,广,广泛,团,团结,形,形成,联,联盟,激发同仁,潜,潜能，确,保,保组织沿,着,着正确方,向,向前进（,激,激励）,wyf-hebut,46,王云峰：,领,领导协调,理,理论,Trait Theories of Leadership,领导的特,殊,殊品质,分离（,isolating）,领导者较,非,非领导者,特,特有的品,质,质的研究,（,（特质理,论,论研究）,在,在早期的,领,领导学研,究,究中占统,治,治地位，,但,但大多以,失,失败告终,上世纪40年代初,，,，特质论,研,研究让位,于,于领导方,式,式研究,考察与领,导,导高度相,关,关的特质,研,研究得到,公,公认,wyf-hebut,47,王云峰：,领,领导协调,理,理论,六种领导,特,特质,（,Kirkpatrick,1991,）,）,Ambition,and Energy,进取心,Desire,to Lead,领导愿望,Self-,Confidence,自信,Honesty,and Integrity,正直诚实,Intelligence,智慧,Job-Relevant,Knowledge,相关知识,wyf-hebut,48,王云峰：,领,领导协调,理,理论,Behavioral TheoriesofLeadership,有效领导,的,的,方式、情,境,境、风格,Theoriesthat isolate behaviorsthatdifferentiate effectiveleadersfrom ineffective leaders,wyf-hebut,49,王云峰：,领,领导协调,理,理论,Continuum ofLeaderBehavior,最早的研,究,究成果,（1938）：,三种领导,方,方式,Manager,makes decision,Manager,sells decision,Manager,presentsideas,Managerpresentstentative decision,Managerpresentsproblem,Managersets,decisionlimits,Employees,makedecision,Autocratic,独裁,Laissez-faire,放任,Consultative,Participative,Democratic,Boss-Centered Leadership,Employee-Centered Leadership,wyf-hebut,50,王云峰：,领,领导协调,理,理论,Formal Studies of BehavioralStyles,著名研究,成,成果1940,s：,领导行为,的,的维度,OhioState,Initiating Structure,规矩,Consideration,关怀,员工,Employee-Orientation,任务,Production-Orientation,University of,Michigan,wyf-hebut,51,王云峰：,领,领导协调,理,理论,TheManagerial Grid,基于,Ohio/Michigan,研究成果,：,：81种,领,领导方式,9,8,7,6,5,4,3,2,1,1234,56789,ConcernforPeople,ConcernforProduction,(1,9) 不,负,负责,(1,1) 不,努,努力,(5,5) 中庸,团队型(9,9),任务型(9,1),wyf-hebut,52,王云峰：,领,领导协调,理,理论,ContingencyTheoriesofLeadership,领导行为,、,、情境与成效,Fiedler,菲德勒（1967,）,）：,A TheoryofLeadership Effectiveness,House,豪斯（1971）,：,：,A Path-GoalTheory of LeaderEffectiveness,Vroom and Yetton,佛鲁姆、,椰,椰顿（1973）,：,：,Leadership andDecisionMaking,Hersey and Blanchard,赫塞、布,兰,兰查德（1974,）,） ：,So You WantKnowyour LeadershipStyle?,wyf-hebut,53,王云峰,：,：领导,协,协调理,论,论,FiedlersLPC Scale,判别领,导,导风格,的,的问卷,（,LeastPreferredCo-worker ）,Pleasant,Friendly,Rejecting,Helpful,Unenthusiastic,Tense,Distant,Cold,Cooperative,Supportive,Boring,Quarrelsome,Self-assured,Efficient,Gloomy,Open,Unpleasan,Unfriendly,Accepting,Frustrating,Enthusiastic,Relaxed,Close,Warm,Uncooperative,Hostile,Interesting,Harmonious,Hesitant,Inefficient,Cheerful,Guarded,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,87654321,LPCisaque,wyf-hebut,54,王云峰,：,：领导,协,协调理,论,论,FindingsoftheFiedlerModel,Category,情境变量,Leader-Member,Relations,Task Structure,Position Power,I,Good,High,Strong,II,Good,High,Weak,III,Good,Low,Strong,IV,Good,High,Weak,V,Poor,High,Strong,VI,Poor,High,Weak,VII,Poor,Low,Strong,VIII,Poor,Low,Weak,High,Low,Performance,People-Oriented,Task-Oriented,Favorable,Moderate,Unfavorable,wyf-hebut16,3.c,om,55,王云峰：领导,协,协调理论,Fiedler,研究的结论,任务取向的领,导,导在非常有利,的,的情境和非常,不,不利的情境下,均,均能取得好的,成,成效。关系取,向,向的领导在情,境,境中等有利的,情,情况下能取得,好,好的成效。,由于领导风格,难,难以改变所以,提,提高领导有效,性,性只有两条途,径,径：替换领导,者,者以适应情境,，,，或改变情境,（,（重构任务或,调,调整职权）。,wyf-hebut,56,王云峰：领导,协,协调理论,House,(,1971)：,Path-Goal Theory,Extracts keyelements from Ohio Study leadershipresearch and theexpectancy theoryof motivation,Environmental,SituationalFactors,Outcomes,Leader,Behavior,Subordinate,SituationalFactors,wyf-hebut,57,王云峰：领导,协,协调理论,1,2,3,4,5,Increased EmployeeInvolvement,Increased Leader Control,Employee Involvement Continuum,Vroomand Yetton(1973):,LeaderParticipation Model,wyf-hebut,58,王云峰：领导,协,协调理论,Vroomand Jago (1988),ContingencyVariables inthe RevisedLeader-Participation Model,Quality,Requirement,Problem,Structure,Employee,Conflict,Geographic,Dispersion,Commitment,Requirement,Commitment,Probability,Employee,Information,Motivation,Time,Leader,Information,Goal,Congruence,Time,Constraint,Motivation,Development,wyf-hebut,59,王云峰：领导,协,协调理论,Participating,Selling,Delegating,Telling,Herseyand Blanchard（1974）:,The Situational Leadership Model,Style,of Leader,High t,high relationship,High relationship,and low task,Low relationship,and low task,High task and,low relationship,Task Behavior,Relationship,Behavior,Able and,willing,Unableand,unwilling,R4,Able and,unwilling,R3,Unable and,Willing,R2,R1,High,Moderate,Low,S3,S2,S4,S1,wyf-hebut,60,王云峰：领导,协,协调理论,Emerging Approaches to Leadership,领导风格：行,为,为的外在表现,Charismaticleadership,is thetheory thatfollowers make attributions of heroic orextraordinary leadership abilitieswhen observecertain behaviors.,Visionary leadership,is theability tocreateand articulate arealistic, credible, attractive vision ofthe future that grows out of and improve upon the present.,wyf-hebut,61,王云峰：领导,协,协调理论,CharismaticLeadership,魅力型领导,Self-confidence,自信,Visionand articulation,有远见,Strongconvictions,有主见,Extraordinary behavior,举止特别,Imageas a changeagent,想象力,Environmental sensitivity,敏感,wyf-hebut,62,王云峰：,领,领导协调,理,理论,预见,Extend,theVision,口才,Explain,theVision,果断,Express,theVision,Visionary Leadership,远见型领,导,导,wyf-hebut,63,王云峰：,领,领导协调,理,理论,Leadership,Styles,Motivation,versus,Inspiration,动机与灵感,Transformational,Leaders,变革型领导,Transactional,Leaders,事务型领导,wyf-hebut,64,王云峰：,领,领导协调,理,理论,Team Leader,Roles,团队领导,Conflict,Managers,协调,Trouble-,Shooters,主力,Coaches,指导,Liaisons,联络,wyf-hebut,65,王云峰：,领,领导协调,理,理论,Leadership,Issues,最新领导,课,课题,Substitutes,forLeadership,National,Cultureand,Leadership,wyf-hebut,66,王云峰：,领,领导协调,理,理论,BuildingTrust：The Essence ofLeadership,Integrity,诚实,Competence,潜能,Consistency,守信,Loyalty,忠诚,Openness,公开透明,WhatIsTrust?,信守契约,，,，信息不,对,对称条件,下,下坚守诚,信,信,wyf-hebut,67,王云峰：,领,领导协调,理,理论,Deterrence-,Based,被迫,Knowledge-,Based,认知,Identification-,Based,认同,Three Typesof Trust,wyf-hebut,68,王云峰：,领,领导协调,理,理论,小结：领,导,导天赋和,修,修养,果断、远,见,见、口才,等,等特性有,天,天赋成分,耐力、韧,性,性、诚信,、,、尊重他,人,人等品格,和,和为人来,自,自于教育,、,、磨练和,修,修养,wyf-hebut,69,王云峰：,领,领导协调,理,理论,小结：领,导,导技能,建立权力,基,基础（树,立,立权力形,象,象、建立,联,联盟、控,制,制资源、,发,发展与下,属,属的关系,）,）,领导变革,（,（创造梦,想,想并化为,现,现实）,调动他人,的,的积极性,（,（激励）,培养下属,（,（授权）,解决争端,消,消除潜在,危,危机（沟,通,通）,wyf-hebut,70,王云峰：,领,领导协调,理,理论,总结,计划、决策与控,制,制：研讨如何管,事,事，分工合作协,同,同。组织和领导,：,：研讨用人，如,何,何激励下属，促,进,进组织和谐带领,组,组织前进。,Management,科学管理（事务,）,）,，,人本管理（人为,）,）:,Administration,行政管理（规矩,老,老百姓）,、,Governance,权力管理（统治,掌,掌权者）,两轨两场的管理,机,机制：有形的规,章,章和法律，强制,约,约束组织成员行,为,为的边界；无形,的,的协同力场和促,协,协力场构成组织,的,的内部文化环境,和,和外部环境,wyf-hebut,71,王云峰：领导协,调,调理论,推荐书目,HarvardBusiness Review,哈佛商业评论,精粹译丛,领导,Henry Mintzberg,John P.Kotter,中国人民大学出,版,版社,哈佛商学院出版,社,社,2000,wyf-hebut,72,王云峰：领导协,调,调理论,推荐书目,（,美）博西迪、查,兰,兰,Larry Bossidyand RamCharan,执行,Execution:,The DisciplineofGettingThingsDone,机械工业出版社2003,wyf-hebut,73,王云峰：领导协,调,调理论,