管理学基础教学课件作者林景良课件第六章领导课件.pptVIP

Managers Versus Leaders [‘v?:s?s] 管理者与领导者 “Not all leaders are managers, nor are all managers leaders.” Managers Persons whose influence on others is limited to the appointed managerial authority of their positions to reward and punish. Leaders Persons with managerial and personal power who can influence others to perform actions beyond those that could be dictated by those persons’ formal (position) authority alone. Trait Theories Of Leadership Trait theories of leadership（领导的特质理论） Theories that attempt to isolate characteristics that differentiate leaders from nonleaders Attempts to identify traits that always differentiate leaders from followers and effective leaders from ineffective leaders have failed. Attempts to identify traits consistently associated with leadership have been more successful. Six Traits That Differentiate Leaders from Nonleaders Drive(进取心） Desire to lead（领导愿望） Honesty and integrity （诚实与正直） Self-confidence（自信） Intelligence（智慧） Job-relevant knowledge （工作相关知识） Behavioral Theories Of Leadership Behavioral theories of leadership （领导的行为理论） Theories that attempt to isolate behaviors that differentiate effective leaders from ineffective leaders Behavioral studies focus on identifying critical behavioral determinants of leadership that, in turn, could be used to train people to become leaders. 路径一目标理论是罗伯特·豪斯(Robert House)发展的一种领导权变理论。 支持型领导十分友善，表现出对下属需要的关怀； 参与型领导则与下属共同磋商，并在决策前充分考虑他们的建议； 成就导向型的领导设定富有挑战性的目标，并期望下属发挥出自己的最佳水平。 5、路径——目标理论 领导者的灵活性 豪斯认为领导者是灵活的，同一领导者可以根据不同的情景表现出任何一种领导风格。 相对于具有高度结构化和安排完好的任务来说，指导型领导产生更高的满意度。 当下属执行结构化任务时，支持型领导导致员工高绩效和高满意度。 领导者的灵活性 指导型领导不太适于知觉能力强或经验丰富的下属。 组织中的正式权力关系越明确、越层级化，领导者越应表现出支持型行为，降低指导型行为。 内向性控制点的下属，比较满意于指导型风格。 当任务结构不清时，成就导向型领导将会提高下属的努力水平，从而达到高绩效的预期。 6、赫塞——布兰查德的情境理论 由美国管理学者保罗?(Paul Heresy)和肯尼斯?布兰查德(Kenneth Blanchard)提出的。他们补充了另外一种因素，即领导行为在确定是任务绩效还是维持行为更重要之前应当考虑的因素——下属成熟度。认为依据下属的成熟度水平选择正确的领导方式。 成熟度为——个体对自己的直接行为负责任的能力和意愿。它包括工作成熟度(job maturity)和心理成熟度(psychological maturity)。工作成熟度是下属完成任务