第17章成为有效领导者.ppt

* * * * * * * * * * * * * * * * A leader is someone who can influence others and who has managerial authority. Leadership is a process of leading a group and influencing that group to achieve its goals. Managers should be leaders because leading is one of the four management functions. * Early attempts to define leadership traits were unsuccessful although later attempts found seven traits associated with leadership. The University of Iowa studies explored three leadership styles. The only conclusion was that group members were more satisfied under a democratic leader than under an autocratic one. The Ohio State studies identified two dimensions of leader behavior—initiating structure and consideration. A leader high in both those dimensions at times achieved high group task performance and high group member satisfaction, but not always. The University of Michigan studies looked at employee oriented leaders and production oriented leaders. They concluded that leaders who were employee oriented could get high group productivity and high group member satisfaction. * The Managerial Grid looked at leaders’ concern for production and concern for people, and identified five leader styles. Although it suggested that a leader who was high in concern for production and high in concern for people was the best, there was no substantive evidence for that conclusion. As the behavioral studies showed, a leader’s behavior has a dual nature: a focus on the task and a focus on the people. * Fiedler’s model attempted to define the best style to use in particular situations. He measured leader style—relationship oriented or task oriented—using the least-preferred coworker questionnaire. Fiedler also assumed a leader’s style was fixed. He measured three contingency dimensions: leader–member relations, task structure, and position power. The model suggests that task oriented leaders performed best in very favorable and very unfavorable situations, and relationship oriented leaders p