费德勒的情境模式-2领导者.pptVIP

激發部屬的智慧 智慧的激發 在符合管理者願景的前提下，促使部屬以不同的觀點來看待團體與整個組織問題的領導者行為。 10-* 關心員工的發展 關心員工發展 支援與鼓勵部屬，並協助他們在工作上發展與成長的領導者行為。 10-* 交換型領導 交換型領導 以報酬來獎賞高績效者或以責備的方式來處罰低績效者，或以增加所想要的行為、削弱或處罰不想要的行為的管理者。 10-* 10.5 性別與領導 雖然今日任職於管理職位的女性人數和十年前相對較多，但擔任高階主管職位的女性仍佔少數，更遑論在有些組織擔任中階主管的女性。 對女性最普遍的刻板印象是她們會培養、支持與關心人際關係 男性管理者比較任務導向，因此會採取制度的領導行為 10-* 10.6 情緒智慧與領導-1 領導者在工作上的心情和情緒會影響他們的行為和效能嗎？ 領導者在領導群體時如有正面情緒，則該群體的協調能力較佳，而且也比較傾向於有正面情緒。 領導者在領導群體成員時如有負面情緒，則群體成員也比較傾向於有負面情緒。 10-* 10.6 情緒智慧與領導-2 情緒智慧 幫助領導者建立組織願景 激勵部屬承諾這個願景 激發他們實現該願景的熱忱 10-* * Effective leadership increases the firm’s ability to meet new challenges. * Leaders may delegate and support subordinates, while others are very authoritarian. * * Legitimate Power The authority that a manager has by virtue of his or her position in the firm. Example: the power to hire or fire employees. Reward Power The ability of a manager to give or withhold tangible and intangible rewards. Example: awarding pay raises or providing verbal praise for good performance. Effective managers use reward power to signal to employees that they are doing a good job. * Coercive Power The ability of a manager to punish others. Examples: verbal reprimand, pay cuts, and dismissal Limited in effectiveness and application; can have serious negative side effects. Expert Power Power that is based on special knowledge, skills, and expertise that the leader possesses. First-line and middle managers have the most expert power; most often consists of technical ability. * Usually held by and available for use by likable managers who are concerned about their workers. * * Research shows that certain personal characteristics do appear to be connected to effective leadership. * * Behavioral Model Consideration: employee-centered leadership behavior indicating that a manager trusts, respects, and cares about subordinates Initiating structure: job-oriented leadership behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptab