《组织行为管理学》英文版 chap 12 Leadershio Developing Applications

CHAPTER 12 Leadership Developing Applications .DeSCribe the vroom-Jago leadership model .DISCUSS the attribution theory approach to eadership DESCRIBE What constitutes charismatic eadership COMPARE transactional and transformational eadership odentifY the major issues in multicultural leadership

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 12 C H A P T E R Leadership: Developing Applications ⚫DESCRIBE the Vroom-Jago leadership model. ⚫DISCUSS the attribution theory approach to leadership. ⚫DESCRIBE what constitutes charismatic leadership. ⚫COMPARE transactional and transformational leadership. ⚫IDENTIFY the major issues in multicultural leadership

12-2 Effective Leadership For Tomorrow's Organizations Three Important Dimensions Processing knowledge Finding and disseminating knowledge Building trust Trust others as well as be trusted Using Power Sensitively Appropriately exercising power Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. All/its reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 12-2 Effective Leadership For Tomorrow’s Organizations Three Important Dimensions Processing Knowledge Finding and disseminating knowledge Building Trust Trust others as well as be trusted Using Power Sensitively Appropriately exercising power

12-3 Vroom-Jago Leadership Model o Based on the vroom- Yetton Model o Normative model or set guidelines Situations determine appropriateness of degrees of participative decision-making No one single leadership style was appropriate o Leader needs to be flexible to change styles to fit specific situations 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. 12-3 Vroom-Jago Leadership Model ⚫Based on the Vroom-Yetton Model ⚫Normative model or set guidelines ⚫Situations determine appropriateness of degrees of participative decision-making ⚫No one single leadership style was appropriate ⚫Leader needs to be flexible to change styles to fit specific situations

Vroom-Jago Leadership Model: Critical Components Specification of the criteria by which decision effectiveness is judged A framework for describing specific leader behaviors or styles Key diagnostic variables that describe important aspects of the leadership situation 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. 12-4 Vroom-Jago Leadership Model: Critical Components Specification of the criteria by which decision effectiveness is judged A framework for describing specific leader behaviors or styles Key diagnostic variables that describe important aspects of the leadership situation

12-5 Vroom-Jago Leadership Model: Decision Effectiveness Decision Effectiveness Criteria Decision Quality o The extent to which the decision impacts job performance e Subordinate commitment o How important it is that subordinates be committed to or accept the decision o Other- Time considerations McGraw-Hilllarwin 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. 12-5 Vroom-Jago Leadership Model: Decision Effectiveness Decision Effectiveness Criteria ⚫ Decision Quality ⚫ The extent to which the decision impacts job performance ⚫ Subordinate Commitment ⚫How important it is that subordinates be committed to or accept the decision ⚫ Other - Time considerations

12-6 Vroom-Jago Leadership Model Decision Styles Two Types of Decision Situations: e Individual e Group Five Different Decision Styles Autocratic(A)-The leader makes the decision without input from subordinates Consultative(C)-Subordinates have some input, but you make the decision Group(g)-The group makes the decision; you(as leader )are just another group member Delegated D)-You give exclusive responsibility to subordinates McGraw-Hilllnwin

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 12-6 Vroom-Jago Leadership Model: Decision Styles Two Types of Decision Situations: ⚫ Individual ⚫ Group Five Different Decision Styles ⚫ Autocratic (A) - The leader makes the decision without input from subordinates. ⚫ Consultative (C) - Subordinates have some input, but you make the decision. ⚫ Group (G) - The group makes the decision; you (as leader) are just another group member. ⚫ Delegated (D) - You give exclusive responsibility to subordinates

12-7 Vroom-Jago Leadership Model: Diagnostic Procedure SITUATIONAL DIAGNOSIS Pose a series of questions about the situation e How important is the technical Do subordinates share the quality of the decision organizational goals to be How important is subordinate attained in solving this problem? commitment to the decision? Is conflict among subordinates e Do you have sufficient information over the preferred solutions to make a high quality decision likely? Is the problem well structured? Do subordinates have sufficient If you were to make the decision by information to make a high- yourself, is it reasonably certain quality decision? that your subordinates would be committed to the decision? Megraw-Hilllarwin Copyright C 2002 by The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 12-7 SITUATIONAL DIAGNOSIS Vroom-Jago Leadership Model: Diagnostic Procedure Pose a series of questions about the situation: ⚫ How important is the technical quality of the decision? ⚫ How important is subordinate commitment to the decision? ⚫ Do you have sufficient information to make a high quality decision? ⚫ Is the problem well structured? ⚫ If you were to make the decision by yourself, is it reasonably certain that your subordinates would be committed to the decision? ⚫ Do subordinates share the organizational goals to be attained in solving this problem? ⚫ Is conflict among subordinates over the preferred solutions likely? ⚫ Do subordinates have sufficient information to make a high￾quality decision?

2-8 Vroom-Jago Leadership Model Validity Issues lacks complete empiricalevidence establishin its validity. e Thought to be consistent with what we know about the benefits of subordinate participation in 4 decision making ts value as a theoretical contribution and as a practical tool have yet to be fully developed. May falsely suggest that leaders always make decisions in a linear fashion o Fails to consider the impact of the time element. Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. Allrgnits reserved

McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 12-8 Vroom-Jago Leadership Model: Validity Issues ⚫ Lacks complete empirical evidence establishing its validity. ⚫ Thought to be consistent with what we know about the benefits of subordinate participation in decision making. ⚫ Its value as a theoretical contribution and as a practical tool have yet to be fully developed. ⚫ May falsely suggest that leaders always make decisions in a linear fashion. ⚫ Fails to consider the impact of the time element

12-9 Attribution Theory of Leadership Individuals are assumed to be rational and concerned about the causal linkages in their environments o leaders are essentially information processors ● Leaders search for informational“cues” o Leaders attempt to construct causal explanations to guide behavior Follower Leader Leader behavior attributions be ehavior 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. 12-9 Follower behavior Attribution Theory of Leadership ⚫ Leaders are essentially information processors ⚫ Leaders search for informational “cues” ⚫ Leaders attempt to construct causal explanations to guide behavior Leader behavior Leader attributions Individuals are assumed to be rational and concerned about the causal linkages in their environments

12-10 Attribution Theory of Leadership Information cues Distinctiveness Perceived Source of Consistency Responsibility . Consensus Observation of Causal Attribution Leader behavior Poor Quality or of Poor Quality in Response to Production Internal causes Attributions ° Rejects .Low effort . Reprimand I Low commitment .Excess scrap Linkage Linkage Transfer #1 . Lack of ability #2· Demotion ° Returned products External causes Redesign job .Excessive production .Improper equipment Personal concern costs .Unfair deadlines ° Training 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. 12-10 Attribution Theory of Leadership Causal Attribution of Poor Quality Internal causes •Low effort •Low commitment •Lack of ability External causes •Improper equipment •Unfair deadlines Linkage #1 Information Cues •Distinctiveness •Consistency •Consensus Observation of Poor Quality or Production •Rejects •Excess scrap •Returned products •Excessive production costs Linkage #2 Leader Behavior in Response to Attributions •Reprimand •Transfer •Demotion •Redesign job •Personal concern •Training Perceived Source of Responsibility