Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2007 Prentice Hall Inc.All rights reserved.,Leadership,Chapter,NINE,2007 Prentice Hall Inc.All rights reserved.,安息于此地的人，在自己的事业中起用过许多比他更优秀的人。,-,美国钢铁大王卡内基为自己写的墓志铭,Lead,follow,or get out of the way!,-Anonymous,2007 Prentice Hall Inc.All rights reserved.,HOMEWORK,Divide Politics Class 2 into 4 groups.Each group is required to expound one of contingency theory,including,Hersey,and Blanchards Situational Theory,Leader-Member Exchange Theory,Path-Goal Theory and Leader-Participation Model.At the meantime,each group prepare for 8-minute-presentation,with at least 2-3 PPT slips for next week class.Please describe the function of each group member.,2007 Prentice Hall Inc.All rights reserved.,Leaders and leadership,Leadership is an influence process;therefore,leaders are people who,by their actions,encourage a group of people to move toward a common or shared goal.A leader is an individual;leadership is the function that the individual performs.Individuals within an organization who have authority are often referred to as leaders,regardless of how they act in their jobs.,2007 Prentice Hall Inc.All rights reserved.,What Is Leadership?,Leadership,The ability to influence a group toward the achievement of goals.,Management,Use of authority inherent in designated formal rank to obtain compliance from organizational members.,2007 Prentice Hall Inc.All rights reserved.,management and leadership,Harvards John,Kotter,compares management and leadership.,Management,he says,is about dealing with complexity:drawing up formal plans,designing organizational structures,and monitoring outcomes.,Leadership,in contrast,is about coping with change.Leaders establish direction by developing a vision;then they communicate this vision to people and inspire them to overcome obstacles.While both management and leadership promote organizational effectiveness,most companies are over-managed and under-led.,2007 Prentice Hall Inc.All rights reserved.,领导者与管理者的区别,类别,管理,领导,思维过程,发起,集中于事,检视内部,接受现实,创始,集中于人,观察外界,调查现实,指导组织,执行计划,改善现状,即时结算,只见树木,建立愿景,创造未来,开拓新市场,看见森林,2007 Prentice Hall Inc.All rights reserved.,类别,管理,领导,与员工的关系,严格控制,隶属关系,教学,指导与协调,授权,结交,学习,信任与发展,执行模式,效能感（正确做事）,询问“怎么做”、“何时做”,处理复杂性,管理变革,有效感（做正确的事）,询问“是什么”、“为什么”,包容复杂性,创造变革,决策方法,政策、制度与程序,依靠过程与系统,不负众望,为高层管理者服务,价值观与原则,依靠观念与权力,追求卓越,为顾客与客户服务,2007 Prentice Hall Inc.All rights reserved.,Transition in Leadership Theories,Leadership Theories,Trait Theories,Behavioral Theories,Contingency Theories,Fiedler Model,Hersey,and Blanchards Situational Theory,Leader-Member Exchange Theory,Path-Goal Theory,Leader-Participation Model,2007 Prentice Hall Inc.All rights reserved.,Trait Theories,Leadership Traits,:,Extraversion,Conscientiousness,Openness,Emotional Intelligence(qualified),Traits Theories of Leadership,Theories that consider personality,social,physical,or intellectual traits to differentiate leaders from nonleaders.,2007 Prentice Hall Inc.All rights reserved.,Trait Theories,Limitations,:,No universal traits found that predict leadership in all situations.,Unclear evidence of the cause and effect of relationship of leadership and traits.,Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.,2007 Prentice Hall Inc.All rights reserved.,Trait Approach,Traits(examples),Extraversion,Conscientiousness,Openness,Assumption:Leaders are born,Goal:Select leaders,Problems,Traits do not generalize across situations,Better at predicting leader emergence than leader effectiveness,Behavioral Theories,Behavioral theory:,L,eadership behaviors can be taught.,Vs.,Trait theory:,Leaders are born,not made.,Behavioral Theories of Leadership,Theories proposing that specific behaviors differentiate leaders from nonleaders.,2007 Prentice Hall Inc.All rights reserved.,Behavioral Approach,Ohio State Studies/U.of Michigan,Initiating Structure/Production Orientation,Consideration/Employee Orientation,Assumption:Leaders can be trained,Goal:Develop leaders,Problem:Effective behaviors do not generalize across situations,Ohio State Studies,Initiating Structure,The extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in the search for goal attainment.,Consideration,The extent to which a leader is likely to have job relationships characterized by mutual trust,respect for subordinates ideas,and regard for their feelings.,2007 Prentice Hall Inc.All rights reserved.,研究表明：,“,高高”领导常常比其它,3,种类型的领导者（结构低、关怀低。或两者均低）更能使下属取得高工作绩效和高满意度。但是，当工人从事常规任务时，高结构特点的领导行为会导致高抱怨率、高缺勤率和高离职率，员工的工作满意度水平也很低。,行为论不足之处,：它没有考虑成功与失败的情景因素,2007 Prentice Hall Inc.All rights reserved.,University of Michigan Studies,Employee-Oriented Leader,Emphasizing interpersonal relations;taking a personal interest in the needs of employees and accepting individual differences among members.,Production-Oriented Leader,One who emphasizes technical or task aspects of the job.,2007 Prent