Lesson_12_Leadership_(领导力).pptx

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1、Lesson 12 LEADERSHIP1 1Overviewn nIntroduction:What is leadership?Why study leadership?n nHistorical Developments of Leadership Approachesn nTraits ApproachesTraits Approachesn nBehavioural ApproachesBehavioural Approachesn nContingency ApproachesContingency Approachesn nTransformational ApproachesT

2、ransformational ApproachesPower:The leaders Source of InfluencePower:The leaders Source of Influencen nSummary and Conclusion2 2WHAT IS LEADERSHIP?n nLeadership is the ability to influence a group Leadership is the ability to influence a group toward the achievement of goals(Robbins).toward the achi

3、evement of goals(Robbins).n nLeading is the process of creating vision,Leading is the process of creating vision,inspiring commitment and directing human-inspiring commitment and directing human-resource efforts toward organisational resource efforts toward organisational objectives(Schmerhorn).obje

4、ctives(Schmerhorn).n nKey Words:Key Words:Influencing;Influencing;Organisational Organisational ObjectivesObjectives;Vision;Vision;InspirationInspiration;CommitmentCommitment3 3WHY STUDY LEADERSHIP?n nEmployees believe that organisational successes and failures are linked to leadership.(Robbins)n nL

5、eaders manage the management functions4 4Quotes on Leadershipn nLeaders,Leaders,in in special special way,way,are are liable liable for for what what happens happens in in the the future,future,rather rather than than what what is is happening day-to-day.happening day-to-day.(Max(Max De De Pree,Pree

6、,chairman chairman of of the the board board and and CEO CEO of Herman Miller,Inc.)of Herman Miller,Inc.)n nWith leadership,you either use it or lose it.With leadership,you either use it or lose it.(Lee laccoca,Chairman of the board of Chrysler(Lee laccoca,Chairman of the board of Chrysler Corp)cont

7、Corp)cont5 5Quotes on Leadershipn nIn any case,leadership is finally a collaborative In any case,leadership is finally a collaborative endeavour.endeavour.(Warren Bennis,author and leadership scholar)(Warren Bennis,author and leadership scholar)n nTo lead the people,walk behind themAs for To lead th

8、e people,walk behind themAs for the best leaders,the people do not notice their the best leaders,the people do not notice their existence.The next best,the people honour and existence.The next best,the people honour and praise.The next,people fear;and the next the praise.The next,people fear;and the

9、 next the people hateWhen the best leaders work is people hateWhen the best leaders work is done,the people say,“We did it ourselves!”done,the people say,“We did it ourselves!”(Lao-Tse,Chinese sage)cont.(Lao-Tse,Chinese sage)cont.6 6HISTORICAL DEVELOPMENTS OF LEADERSHIP APPROACHESn nTrait Approach(1

10、900-1946)n nBehavioural Approach(1948-1965)n nContingency Approach(1967-1975)n nNew Leadership Approachesn nTheory of Charismatic Leadership(House,1977)Theory of Charismatic Leadership(House,1977)n nTheory of Transformational Leadership(Burns,1978;Theory of Transformational Leadership(Burns,1978;Bas

11、s,1985)Bass,1985)7 7Traits Approachn nThe earliest efforts to understand leadership success focused on the leaders personal characteristics or traits.n nBased on the assumption that certain physical,social,and personal characteristics are inherent in leaders;n nArgues that presence or absence of the

12、se characteristics distinguishes leaders from non-leaders.n nPersonal factors that distinguish the leader,such as intelligence and appearance.Cont8 8Traits Approachn nPhysical characteristicsn nThis refers to the looks,appearance,grooming of This refers to the looks,appearance,grooming of the manage

13、rs.the managers.n nSocial characteristicsn nThese traits are related to the ability to be sociable,These traits are related to the ability to be sociable,communication skills and ability to get along with communication skills and ability to get along with others.others.n nPersonalityn nPersonality t

14、raits are associated with the Personality traits are associated with the individuals character.Effective leaders usually individuals character.Effective leaders usually exhibit an out-going,aggressive personality.exhibit an out-going,aggressive personality.ContCont9 9Traits Approachn nIntelligence c

15、haracteristicsn nThese characteristics refer to the ability of the These characteristics refer to the ability of the individual to use his mental abilities to assess individual to use his mental abilities to assess issues,make decisions and solve problems.issues,make decisions and solve problems.n n

16、Work related characteristicsn nSuch characteristics refer to the individuals Such characteristics refer to the individuals attitude towards work,such as whether he is attitude towards work,such as whether he is ambitious,achievement-oriented and sets high ambitious,achievement-oriented and sets high

17、 goals/targets to achieve.goals/targets to achieve.1010Criticism of Trait Modeln nDoes not assign weights to traitsn nDoes not consider followers or situationsn nDoes not tell you what traits are importantn nDoes not take into consideration low reliability and validity of tests1111BEHAVIOURAL APPROA

18、CHESqqFocuses on differences in actions of effective and ineffective leaders;qqBased on how they delegate tasks to subordinates;where and when they communicate to others;and how they perform their roles;qqUnlike traits,behaviors can be observed and learned.1212Leadership Styles n nOne of the better

19、known behavioral approaches was One of the better known behavioral approaches was made popular by Kurt Lewin he studied the made popular by Kurt Lewin he studied the following leadership styles-following leadership styles-n nAutocraticAutocraticn nDemocraticDemocraticn nLaissez-faireLaissez-fairen n

20、ParticipativeParticipative1313Autocraticn nLeaders tells employees what to doLeaders tells employees what to don nLeaders tend to make:Leaders tend to make:n nUnilateral decisionsUnilateral decisionsn nDictate work methodDictate work methodn nLimit worker knowledge about goals to justify the Limit w

21、orker knowledge about goals to justify the next step to be performednext step to be performedn nGive punitive feedbackGive punitive feedback1414Democraticn nLeader seeks majority rule from workersn nThey tend:n nTo involve the group in decision makingTo involve the group in decision makingn nTo let

22、group determine work methodsTo let group determine work methodsn nTo make overall goals knownTo make overall goals knownn nTo use feedback as an opportunity for helpful To use feedback as an opportunity for helpful coaching coaching 1515Laissez-fairen nLeader lets group members make all decisions n

23、nGive the group complete freedomn nProvide necessary materialsn nParticipate only to answer questionsn nAvoid giving feedbacksn nE.g.writers,painters,expert-specialist workers1616Participativen nLeader allows and expects worker participation n nLeaders tend to:n nInvolve Involve subordinates subordi

24、nates in in decision-making decision-making through through consultationconsultationn nAsking them for their opinionsAsking them for their opinionsn nShare information with subordinatesShare information with subordinates1717The University of Michigan StudiesqqClassified leaders behaviors as producti

25、on-centered or employee-centered;n nConcern for ProductionConcern for Production(task oriented or (task oriented or production centred)production centred)n nExtent to which the leader defines and structure the Extent to which the leader defines and structure the role of the subordinates,such as defi

26、ning work task,role of the subordinates,such as defining work task,assigning task responsibilities,set clear work assigning task responsibilities,set clear work standardsstandardsn nConcern for PeopleConcern for People(consideration or employee (consideration or employee centred)centred)n nThe exten

27、t to which the leader shows respect,The extent to which the leader shows respect,friendship,concern for followers well-being,comfort friendship,concern for followers well-being,comfort and mutual respect between leader and followersand mutual respect between leader and followers1818CONTINGENCY(SITUA

28、TIONAL)APPROACHESn nApproaches that encourage managers to be flexible and adopt the appropriate leadership,depending on circumstances.1919 Factors influencing Leadership stylen nFactors which determine appropriate leadership Factors which determine appropriate leadership stylestylen nCharacteristics

29、 of the ManagerCharacteristics of the Manager-Background,education,Background,education,experience,values,knowledge,objectives,and expectations.experience,values,knowledge,objectives,and expectations.n nCharacteristics of the EmployeesCharacteristics of the Employees-Background,education,Background,

30、education,experience,values,knowledge,objectives,and expectations.experience,values,knowledge,objectives,and expectations.n nRequirements of the situationRequirements of the situation-Size,complexity,Size,complexity,objectives,structure,and climate of the organisation,objectives,structure,and climat

31、e of the organisation,technology,time pressure,and the nature of worktechnology,time pressure,and the nature of work 2020Factors influencing Leadership stylen nNature of taskn nOrganizational climaten nExpectations of superiorsn nManagers past experiencen nSubordinates characteristics2121Factors inf

32、luencing Leadership stylen nUse Participative Style if subordinatesn nSeek independence and freedom of actionSeek independence and freedom of actionn nAre well educated and experienced in Are well educated and experienced in performing the jobperforming the jobn nSeek responsibility for decision mak

33、ingSeek responsibility for decision makingn nUnderstand and are committed to Understand and are committed to organisational objectivesorganisational objectivesn nUse Directive Style if these conditions are not present i.e.flexible.2222Path-Goal Approachn nLeadership Styles Suggested by the Modeln nA

34、chievement Oriented Leadership StyleAchievement Oriented Leadership Style-set set challenging goals,give feedback,express high challenging goals,give feedback,express high confidence in and high expectations of confidence in and high expectations of subordinates.subordinates.n nSupportive Leadership

35、 StyleSupportive Leadership Style-show show consideration to the needs of subordinates,consideration to the needs of subordinates,creating a pleasant work environment,displaying creating a pleasant work environment,displaying concern for their well-being,being friendly,concern for their well-being,b

36、eing friendly,approachable,treating group members as equals.approachable,treating group members as equals.2323Path-Goal Approachn nParticipative Leadership StyleParticipative Leadership Style-involve involve subordinates in decision-making through subordinates in decision-making through consultation

37、 and asking them for their opinions,consultation and asking them for their opinions,sharing information with subordinates.sharing information with subordinates.n nDirective Leadership StyleDirective Leadership Style-initiating structure initiating structure e.g.set goals,rules,schedules,authoritativ

38、e.e.g.set goals,rules,schedules,authoritative.2424Questionn nIs leadership a genetic trait or can it be thought?n nHow important is a situation in bringing our leadership qualities?2525Types of leadersn nTransactional n nTransformationaln nVisionaryn nCharismatic-visionary2626Transactional leadersn

39、nThese are leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements2727Transformational leadersn nThese are leaders who provide individualized consideration and intellectual stimulation and possess charisman nTransformational leader

40、ship is built on top of transactional leadership2828Transformational Leaders needed for the 21st century create change in followers&organization focus on intangible qualities-shared vision&values -build relationships -find common ground do not rely much on rules&procedures helps others meet their go

41、als&expectations2929TRANSFORMATIONAL APPROACHESn nMore relevant for middle to top level managersn nFocus on long term mission,vision and ideological goals.n nArousal of subordinate motivation through the three main components:n nLeader CharismaLeader Charisman nIndividualised ConsiderationIndividual

42、ised Considerationn nIntellectual StimulationIntellectual Stimulation3030Leader Charisman nArticulation of visions of what the future could be n nHigh level of self-confidencen nExpress high confidence in and expectations of their followers.n nInspirational(e.g.General George Patton)n nRole model.Th

43、ey live what they preach.n nThey know what it takes to make their organisations successful3131Individualised Considerationn nThis dimension focuses on the leaders willingness to delegate projects in order to stimulate and create learning experiences.n nLeaders also treat each follower with respect a

44、nd as an individual,act as coaches,teachers and cheerleaders to their followers.3232Intellectual Stimulationn nThis dimension focuses on the leaders ability to provide ideas that result in a rethinking of the old ways and enable followers to look at problems from many angles and resolve them.3333Cha

45、rismatic-visionary Five personal characteristics of charismatic leaders aren nHave a visionn nAre able to articulate that visionn nAre willing to take risks to achieve that visionn nAre sensitive to both environmental constrains and follower needsn nExhibit behaviors that are out of the ordinary3434

46、POWERn nPower is a force or capability that,when Power is a force or capability that,when successfully activated,makes things happen successfully activated,makes things happen(Schmerhorn).(Schmerhorn).n nIt can either be a good or bad thing depends It can either be a good or bad thing depends on how

47、 you use iton how you use itn nTo be a successful manager,one needs to have To be a successful manager,one needs to have a high need for powera high need for power3535POWERn nSources of PowerSources of Powern nPower because of Power because of Position HeldPosition Heldn nReward Power ability to off

48、er something of value Reward Power ability to offer something of value to others to others n nCoercive Power ability to punish or withhold Coercive Power ability to punish or withhold something of value to others something of value to others n nLegitimate Power ability to command based on Legitimate

49、 Power ability to command based on formal authority formal authority n nPower because of Power because of Who You AreWho You Aren nExpert Power ability to influence because of Expert Power ability to influence because of specialised knowledgespecialised knowledgen nReference Power ability to influen

50、ce because of Reference Power ability to influence because of charisma charisma 3636Most likely response from Most likely response from followersfollowersConsequences of Using 5 Types of PowernExpertnReferentnRewardnLegitimatenCoerciveType of power used by leaderType of power used by leaderCommitmen