《领导与权力》-课件设计（公开）.pptVIP

谢谢！ * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * 印象管理 印象管理技术： 从众 借口 道歉 自我推销 吹捧 施惠 拉关系 印象管理 试图控制他人对自己形成的印象的过程。 Source: Based on B. R. Schlenker, Impression Management (Monterey, CA: Brooks/Cole, 1980); W. L. Gardner and M. J. Martinko, “Impression Management in Organizations,” Journal of Management, June 1988, p. 332; and R. B. Cialdini, “Indirect Tactics of Image Management Beyond Basking,” in R. A. Giacalone and P. Rosenfeld (eds.), Impression Management in the Organization (Hillsdale, NJ: Lawrence Erlbaum Associates, 1989), pp. 45–71. E X H I B I T 14–7 政治行为的道德问题 E X H I B I T 14–8 行为的效用是什么? 政治行为的效用如何抵消对别人造成的伤害（或潜在伤害）? 政治行为是否符合公平或公正的原则? 写下权力和领导者之间的不同之处，与同学讨论。 本章小测：权力与政治 讨论：所有的领导者都拥有权力吗？所有拥有权力的人都领导别人吗？ 当你工作时，有哪三件事能使组织中的人对你产生依赖？把答案写在一张纸上。 本章小测：权力与政治 与旁边的同学讨论你的答案。你认为计划如何获得驾驭其他人的权力是一件坏事吗？ 本章小测：权力与政治 与旁边的同学讨论：权力策略与影响力策略有何区别？ * * * * * * * * * * * * * * Fiedler asserts that if the leader’s style matches the situation, he or she will be effective. His model predicts that low-LPC, task motivated leaders will be effective in high and low situational control. High-LPC, relationship motivated leaders will be effective in moderate situational control. The Fiedler model has several practical implications for managers: Leaders must understand their style and the situation. Leaders should focus on changing the situation to match their style. A good relationship with followers can compensate for a lack of power. Leaders can compensate for task ambiguity through training and experience. * * * * * * * * * * * * 交易型领导者的特点 E X H I B I T 13–2 权变式奖励：努力与奖励的相互交换原则。承诺对良好绩效给予奖励，认可成就。 例外管理（主动的）：观察并寻找那些不符合规则和标准的事件，并予以纠正。 例外管理（被动的）：只有当不符合标准时才实施干预。 放任型：放弃责任，回避做出决策。 Source: B. M. Bass, “From Transactional to Transformational Leadership: Learning to Share the Vision,” Organizational Dynamics, Winter 1990, p. 22. Reprinted by permission of the publisher. American Management Association, New York. All rights reserve