组织行为学_EN_课件__Class9.pdf

Chapter 11 Leadership §11.1 Definition the ability process to influence a group toward the achievement of goals not all leaders are managers;nor,for that matter,are all managers leaders Difference between management leadership • attitudes towards goals: Managers tend to adopt impersonal,leaders take a personal active. Work view:an enabling process involving -- ,temperamentally disposed to seek out risk danger. Prefer to work with people,concerned with ideas • management coping with complexity,leader coping with change,developing a vision of the future; most firms are underled overmanaged Transition in leadership theories What makes an effective leader • the 1st approach sought to find universal personality traits that leaders had to some great degree than nonleaders • explain leadership in terms of the behavior a person engaged in • “false starts” based on their erroneous conception • Contingency models to explain the inadequacies of previous leadership • attempting to identify the set of traits that people implicitly refer to as a leader §11. 2 Trait theories 1930s by psychologists • Theories seeking personality,social,physical, or intellectual traits differentiating leaders from nonleaders • Identify traits consistently associated with leader: ambition energy,the desire to lead,honesty integrity, self-confidence, intelligence,job-related knowledge • isolating traits resulted in dead ends,4 reason: overlooks the needs of followers;fails to clarify the relative importance;doesn’t separate cause from effect;ignore situational factors Chapter 11 Leadership §11.3 Behavioral theories