管理学基础精品教学（清华大学）chap010--2013-s.pptVIP

* * * * * * * * * * * * * Chapter 10 Leadership and Management 10–* Learning Objectives After studying the chapter, you should be able to: Describe what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders. Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavioral models of leadership. Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations. 10–* Learning Objectives (cont’d) Describe what transformational leadership is, and explain how managers can engage in it. Characterize the relationship between gender and leadership. 10–* The Nature of Leadership Leadership The process by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals. Effective leadership increases the firm’s ability to meet new challenges. Leader An individual who is able to exert influence over other people to help achieve group or organizational goals. 10–* The Nature of Leadership Personal Leadership Style The specific ways in which a manager chooses to influence others shapes the way that manager approaches the other tasks of management. Leaders may delegate and support subordinates, while other leaders are very authoritarian. The challenge is for managers at all levels to develop an effective personal management style. 10–* Leadership Across Cultures Leadership styles vary among different countries or cultures. European managers tend to be more people-oriented than American or Japanese managers. Japanese managers are group-oriented, while U.S managers focuses more on profitability. Time horizons also are affected by cultures. U.S. firms focus on short-run efforts and results. Japanese firms have a longer-run perspective. European firms fall somewhere between the U.S. and Japan