《组织行为管理学》英文版 chap 11 Leadership An Overview

Organizational Behavior and Management Sixth Edition lvanceyich Matteson

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved

Leadership. CHAPTER An Oyeryiey definE the term leadership DISCUSS the trait approach to leadership DeScribe two major behavioral approaches to leadership EXPLAIN what situational approaches are and describe several significant ones IDENTIFY a number of substitutes for leadership

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 11 C H A P T E R Leadership: An Overview ⚫DEFINE the term leadership. ⚫DISCUSS the trait approach to leadership. ⚫DESCRIBE two major behavioral approaches to leadership. ⚫EXPLAIN what situational approaches are and describe several significant ones. ⚫IDENTIFY a number of substitutes for leadership

11-3 Leadership Defined The process of influencing other to facilitate the attainment of organizationally relevant goals. Three Important Variables People Who are being lead Task What people are performing Environment Which the people and task exist McGramw-HillArwin Copyright C 2002 by The McGraw-Hill Companies, Inc. Allrgnits reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 11-3 Three Important Variables People Who are being lead Task What people are performing Environment Which the people and task exist Leadership Defined The process of influencing other to facilitate the attainment of organizationally relevant goals

l1-4 Leadership's Importance Empirical evidence of the magnitude of the effects on performance is modest Why? Similarity across selected individuals Similar background, experience, qualifications No unilateral control over resources Major decisions require approval, review, and modification by others Many uncontrollable factors External factors may be overwhelming and uncontrollable Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 11-4 Leadership’s Importance Empirical evidence of the magnitude of the effects on performance is modest. Why? ⚫ Similarity across selected individuals ⚫ Similar background, experience, qualifications ⚫ No unilateral control over resources ⚫ Major decisions require approval, review, and modification by others ⚫ Many uncontrollable factors ⚫ External factors may be overwhelming and uncontrollable

11-5 Trait Approach Identifying intellectual, emotional, physical, and other personal traits of effective leaders Physical Intelligence Characteristics effective leaders Supervisory Personality Ability Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 11-5 Trait Approach Identifying intellectual, emotional, physical, and other personal traits of effective leaders. Intelligence Personality Supervisory Ability Physical Characteristics Effective Leaders

l1-6 Behavioral Approach: UM Studies a Leadership Styles Job-Centered Employee-Centered o Focuses on completing Focuses on the people the task doing the work o Uses close supervision Uses delegation ● Relies on reward, Creates a supportive legitimate, and work environment to coercive power satisfy needs ● Concern for people Emphasizes individual not a priority and group development Mcgraw-hillarwin Copyright@ 2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 11-6 Behavioral Approach: UM Studies Job-Centered ⚫ Focuses on completing the task ⚫ Uses close supervision ⚫ Relies on reward, legitimate, and coercive power ⚫ Concern for people not a priority Employee-Centered ⚫ Focuses on the people doing the work ⚫ Uses delegation ⚫ Creates a supportive work environment to satisfy needs ⚫ Emphasizes individual and group development Leadership Styles

l1-7 Behavioral Approach: OSU Studies Leadership Factors Initiating Structure Consideration ● Leader organizes and e Leader emphasizes defines relationships Friendship o Establishes wel-defined Mutual trust patterns and channels Respect of communication R Spells out ways of appo getting the job done Supports open communication and ● Focuses on goals and participation results Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 11-7 Behavioral Approach: OSU Studies Initiating Structure ⚫ Leader organizes and defines relationships ⚫ Establishes well-defined patterns and channels of communication ⚫ Spells out ways of getting the job done ⚫ Focuses on goals and results Consideration ⚫ Leader emphasizes ⚫ Friendship ⚫ Mutual trust ⚫ Respect ⚫ Rapport ⚫ Supports open communication and participation Leadership Factors

l1-8 Shortcomings of the Trait and Behavioral Approaches Trait and Behavioralapproaches o Lack applicability across situations Fail to consider the interaction among ● People Tasks ● Environment Refinements Situational Theories of leadership MGmpHnmncmygMt⊙20bymheMcmomCompnismArrrmnt

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 11-8 Shortcomings of the Trait and Behavioral Approaches Trait and Behavioral Approaches ⚫ Lack applicability across situations ⚫ Fail to consider the interaction among: ⚫ People ⚫ Tasks ⚫ Environment Refinements Situational Theories of Leadership

11-9 The Contingency Leadership Model The performance of groups is dependent on the interaction between leadership style and situational favorableness LEADERSHIP STYLE SITUATIONAL Least-Preferred Coworker Scale FAVORABLENESS LPC o Leader-member relations o Assesses the degree ofpositive or e Degree of trust, respect negative feelings ● Task structure e Scores on the LPC ● Specificity of tasks ●L0w-Task= oriented e Position power o High- Relationship-oriented e Power inherent in leader's position Mcgraw-hillarwin Copyright@ 2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 11-9 The Contingency Leadership Model The performance of groups is dependent on the interaction between leadership style and situational favorableness. LEADERSHIP STYLE ⚫ Least-Preferred Coworker Scale (LPC) ⚫ Assesses the degree of positive or negative feelings ⚫ Scores on the LPC ⚫ Low - Task-oriented ⚫ High - Relationship-oriented SITUATIONAL FAVORABLENESS ⚫ Leader-member relations ⚫ Degree of trust, respect ⚫ Task Structure ⚫ Specificity of tasks ⚫ Position Power ⚫ Power inherent in leader’s position

ll-10 The Contingency Leadership Model Situation Situational characteristics IV VI VI VIII Leader- member Good Good Good Good PoorPoor PoorPoor relations ask High High Lo OW LOW HighHigh structure Position Strong Weak Strong Weak Strong Weak StrongWeak power Preferred Task- leadership Task-Oriented Relationship-Oriented Oriented style Ⅴerv Very Favorable Unfavorable Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 11-10 The Contingency Leadership Model Good Good Good Good Poor Poor Poor Poor High High Low Low High High Low Low Strong Weak Strong Weak Strong Weak Strong Weak Task-Oriented Relationship-Oriented Task￾Oriented Very Unfavorable Situational Characteristics I II III IV V VI VII VIII Situation Leader￾member relations Task structure Position power Preferred leadership style Very Favorable