罗宾斯管理学管理者的领导力managersasleaders资料.pptVIP

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * 17–* 5.6 Becoming An Effective Leader Leader Training Training is more likely to be successful with individuals who are high self-monitors than those who are low self-monitors. Individuals with higher levels of motivation to lead are more receptive to leadership development opportunities. 17–* 5.6 Becoming An Effective Leader Substitutes for Leadership 领导的替代 Follower characteristics Experience, training, professional orientation, or the need for independence Job characteristics Routine, unambiguous, and satisfying jobs Organization characteristics Explicit formalized goals, rigid rules and procedures, or cohesive work groups 17–* Terms to Know leader leadership behavioral theories autocratic style democratic style laissez-faire style initiating structure consideration high-high leader managerial grid Fiedler contingency model least-preferred co-worker (LPC) questionnaire leader-member relations task structure position power situational leadership theory (SLT) readiness leader participation model path-goal theory transactional leaders 17–* Terms to Know (cont’d) transformational leaders charismatic leader visionary leadership legitimate power coercive power reward power expert power referent power credibility trust empowerment * * * * * * * * * * * * * * * * * * * * * * * * * * * * 17–* How to match? -The Fiedler Model (cont’d) Measurement and Match 测量与匹配方法： Situation: situation factors in matching leader to the situation: Leader-member relations 人际关系(good-bad) Task structure 工作结构 (High-low) Position power 职位权力(Strong-weak) 17–* Exhibit 17–3 Findings of the Fiedler Model P465 17–* Conclusions： Match Task-oriented leaders performed better in very favorable situations and in very unfavorable situations Relationship-oriented leaders performed better in moderately favorable situations Solution Bring in a new leader whose style better fit the situation Change the situation to fit the leader 17