Leadership领导力学习教程.pptx

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1、Leadership Matters.Intellectually historically,psychologically,sociologically Politically societally,culturally,globally,communally,&perhaps idealistically Practically productively,economically,idealistically Personally interpersonally,ethically,selfishly Scientifically empirically,conceptually 第1页/

2、共38页What is Leadership?What is Leadership?“The process of influencing the activities of an organized group in its efforts toward goal setting and goal achievement”(Stogdill,1950,p.3)Three key components to this definition:-an interpersonal process between one person and a group-cant have leaders wit

3、hout followers-criterion for effective leadership=goal achievement 第2页/共38页What is Leadership?LeadershipLeadership:guidance of others in their pursuits,often by organizing,directing,coordinating,supporting,and motivating their efforts.ReciprocalTransactionalTransformationalCooperativeAdaptive 第3页/共3

4、8页Leadership Myths?Leadership is power(with people rather than over people)Leaders are born(but leaders are also“made”)All groups have leaders(large groups tend to require a leader)People resist their leaders(most groups accept the need for a leader)第4页/共38页Leadership myths(cont.)Leaders make or bre

5、ak their groupsThe“romance of leadership”exaggerates the impact of a leadernLeaders do make a difference(e.g.,sports teams)第5页/共38页Who Will Lead?Perspectives on leadership emergence Trait Model:The great leader theorySituational ModelInteractional Model:depends on the leader,followers,and the group

6、situation.第6页/共38页 The Great Man TheoryEarly explanations of leadership studied the“traits”of great leaders“Great man”theories(Gandhi,Lincoln,Napoleon)Belief that people were born with these traits and only the great people possessed them第7页/共38页Personal qualities of leaders Personality traits,such

7、as extraversion,conscientiousness,and openness.Intelligence and emotional intelligence(degree of social skill).Expertise,skill,and experience.Level of participation in discussion:the“babble effect.”The Great Man Theory第8页/共38页Demographic background of leaders Height,weight,&ageEthnicitySex:Bias agai

8、nst women(even thought women possess more skills needed to be a successful leader).qImplicit leadership theories(ILTs):members general beliefs about the qualities of leadersqEaglys social role theory:ILTs are not consistent with intuitive expectations about men&women:“think leader,think male”Who Wil

9、l Lead?(cont)第9页/共38页Contingency ApproachesContingency approaches:approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectivelyFiedlers contingency model:a model designed to diagnose whether a leader is task-oriented

10、or relationship-oriented and match leader style to the situation第10页/共38页Contingency Theory(Fiedler 1978)Leadership effectiveness is determined by the interaction between the leaders personal characteristics and the characteristics of the situationLeaders are classified as personoriented or taskorie

11、nted(which type will be more effective depends on the leaders degree of situational control)Control depends on relationship between leader/followers,the degree of task structure,and the leaders authority(position power)第11页/共38页MeasuringMotivationalStyle Least Preferred Coworker Scale,or LPC scale.“

12、Think of the person whom you least like to work with”The LPC Scale第12页/共38页LPC Scale He or she may be someone you work with now or someone you knew in the past.This coworker does not have to be the person you like least but should be the person with whom you had the most difficulty in getting a job

13、done.第13页/共38页High LPC leaders most effective in“moderately”favorable situationsLow LPC leaders most effective in very favorable or very unfavorable situationsIn moderate situations,correlation between LPC&Effectiveness is POSITIVEIn highly favorable/unfavorable situations,correlation between LPC&Ef

14、fectiveness is NEGATIVEFiedlers Contingency Theory LPC Scale 第14页/共38页Contingency Theory(Fiedler 1978)The taskoriented leader will be effective in extremely favorable or extremely unfavorable situationsThe personoriented leader will be more effective in moderately favorable situationsCriticisms incl

15、ude most of research was in the lab第15页/共38页Path Goal Theory(House 1971)Pathgoal theory focuses on the kinds of leader behaviors that allow subordinates to achieve personal and organizational goalsFour leadership styles can be adopted to facilitate employee attainment of goalsDirectiveSupportivePart

16、icipativeAchievementoriented第16页/共38页Path-Goal Situations and Preferred Leader BehaviorsSituationLeader BehaviorImpact on FollowerOutcomeSupportive LeadershipDirective LeadershipAchievement-Oriented LeadershipParticipative LeadershipFollowers lack self-confidenceAmbiguous jobLack of job challengeInc

17、orrect rewardIncreases confidence to achieve work outcomesClarifies path to rewardSet and strive for high goalsClarifies followers needs to change rewardsIncreased effort;improved satisfaction and performance第17页/共38页Path Goal Theory(House 1971)The most effective leadership style depends on the situ

18、ation and the characteristics of the subordinatesRequires leader flexibilityDirective style works best with unskilled workersSupportive leadership works best with highly skilled workersTheory is difficult to test and operationalize第18页/共38页Situational Theory-Hersey and Blanchard(1978)q Hersey and Bl

19、anchards extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation,and consequently,of determining effective leader behavior.q Hersey and Blanchard suggest that groups benefit from leadership that meshes with the developmental stage of th

20、e group.q Effectiveness depends on the leaders task and relationship behaviors.q The Leadership Grid:Blake&Mouton assume that people vary in their concern for others and in their concern for results and that individuals who are high on both dimensions(9,9)are the best leaders.第19页/共38页Hersey and Bla

21、nchards Situational Theory of LeadershipFollower CharacteristicsAppropriate Leader StyleLow readiness levelModerate readiness levelHigh readiness levelVery high readiness levelTelling(high task-low relationship)Selling(high task-high relationship)Participating(low task-high rel.)Delegating(low task-

22、low relationship)第20页/共38页Leader Member Exchange Theory(LMX)(Graen&Schlieman 1978)Leadermember exchange theory(LMX)focuses on how the leaderfollower relationship affects the leadership processSubordinates are of two types:ingroup and outgroupIngroup employees are viewed by the leader as competent,tr

23、ustworthy,and highly motivatedOutgroup employees are viewed as incompetent,untrustworthy,and poorly motivated第21页/共38页Leader Member Exchange Theory(LMX)(Graen&Schlieman 1978)Two leadership styles:supervision(based on formal authority)and leadership(based on persuasion)Leaders use supervision with ou

24、tgroup employees,and leadership with ingroup membersLeaders and ingroup members establish personal relationships leading to mutual support and understandingHighLMX relationship groups tends to outperform lowLMX relationship groups第22页/共38页Transactional vs.Transformational LeadersTransactional leader

25、s focus on the social interactions between leaders and followersIt is based on followers perceptions of and expectations about the leaders abilitiesThe behavior of transactional leaders depends on what their followers think of them第23页/共38页Transformational LeadersTransformational leaders are not con

26、strained by their followers perceptions but are free to act to transform(change)their followers viewsThey challenge and inspire with a sense of purpose and excitementThey create a vision and communicate it while accepting feedback and suggestions第24页/共38页TransformationalTransformationalLeadershipLea

27、dershipCommunicatingCommunicatingthe Visionthe VisionModeling Modeling the Visionthe VisionCreatingCreatinga Strategica StrategicVisionVisionBuildingBuildingCommitmentCommitmentElements of Transformational Leadership第25页/共38页Who is this?第26页/共38页Who is this?第27页/共38页Transformational LeadersTransform

28、ational Leaders Do not accept the status quoCreate a graphic and compelling vision of the futureAct as role modelsAre often referred to as“tough”Energise and inspire othersAre said to be“charismatic”Are very instrumental in times of turbulence/crisesProvide sense of individual considerationProvide s

29、timulation(intellectual and emotional)(James MacGregor Burns,1978)第28页/共38页What do you think are the key qualities of effective What do you think are the key qualities of effective leaders?leaders?%1._%2._%3._%4._%5._第29页/共38页Leadership StylesAuthoritarian leadership results when leaders make all th

30、e decisions and tell followers what to do Authoritarian leadership works best when situations require rapid and efficient job performance Group performance suffers when leader is under stressDemocratic leadership results when leaders and followers discuss problems and make decisions jointly 第30页/共38

31、页Authentic Leadership Authentic Leadership Owning ones own personal experiences(values,thoughts,emotions and beliefs)and acting in accordance with ones true self”Leader-follower relationships characterised by:transparency,openness&trustguidance towards worthy objectivesemphasis on follower developme

32、nt(William Gardiner et al,2005)第32页/共38页Moral LeadershipMoral Leadership“As a concept,leadership should mean a set of values dedicated to promoting human development for the common good of people in a democratic environment,both at the national and international levels”(Adel Safty,2003)“The modern l

33、eader is willing to take responsibility without waiting for a request or bureaucratic permission”(Ronald Heifertz,2003)第33页/共38页Sex differences in leadership effectiveness:Women tend to adopt participative and transformational styles of leadership Men are more likely to enact autocratic,laissez-fair

34、e,and transactional styles.Leadership&Gender Differences第34页/共38页Leadership and EmotionsLeadership and Emotions“An emotionally intelligent leader can monitor his or her moods through self-awareness,change them for the better through self-management,understand their impact through empathy,and act in

35、ways that boost others moods through relationship management”(Goleman,Boyatzis&McKee,2001)第35页/共38页Distributed LeadershipDistributed Leadership“In the twenty-first century organization,we need to establish communities where everyone shares the experience of serving as a leader,not sequentially,but c

36、oncurrently and collectively.These I call leaderful organizations.”(Joseph Raelin,2003,p.xi)“The model makes the case for the end of leadership as we commonly know itthat is,rank-based managementand introduces a method for developing an organisation into a true society of peers.I call this model the

37、 peer-based organization”.(Jeffrey Nielsen,2004,p.x)第36页/共38页Level 5 Leadership HierarchyLevel 5 Leadership Hierarchy Level 5:Executive builds enduring greatness through a paradoxical blend of personal humility and professional willLevel 4:Effective Leader catalyses commitment to vigorous pursuit of

38、 a clear and compelling vision,stimulating higher performance standardsLevel 3:Competent Manager organises people and resources toward the effective and efficient pursuit of predetermined objectivesLevel 2:Contributing Team Member contributes individual capabilities to the achievement of group objectives and works effectively with others in a group settingLevel 1:Highly Capable Individual makes productive contributions through talent,knowledge,skills and good work habits(Jim Collins,2001,Good to Great)第37页/共38页感谢您的观看！第38页/共38页