组织行为学——第11章领导力.PPTVIP

3.1 魅力型领导的缺点 11-* 利用组织资源实现个人利益 利用权力将公司塑造成自己的个人风格 将自己的私人利益和目标凌驾于组织目标之上 3.2 变革型领导 11-* 交易型领导-通过清晰地陈述角色和任务要求而指导下属建立目标的领导者 权变式奖酬 例外式管理（主动、被动） 放任式管理 变革型领导-激励下属超越自身利益而追求组织利益 理想化影响 鼓舞式激励 智力型刺激 个性化关怀 3.2 全距式领导模型 11-* 权变式奖酬 特例式管理 放任式管理 个体化关怀 智力型刺激 鼓舞式激励 理想化影响 交易型领导 变革型领导 被动 主动 低效 高效 3.2 变革型领导如何发挥作用？ 11-* 创造力 鼓励下属更具创新能力 目标 下属追求更远大的目标，并有更多的个人承诺 愿景 激发下属的责任感和更大的信任 Transactional leaders motivate their followers towards the goals set by clarifying their roles in the process and what they need to do to reach the goals set. Transformational leaders help followers to look at the bigger picture and commit to the good of the organization, even if it means setting their own goals aside. These two approaches are not contradictory in nature, in fact they can complement each other. Transformational leadership often is built upon transactional leadership. Good leadership will incorporate both transactional and transformational components. * This exhibit shows the full range of the leadership model. The first four behaviors represent transactional approaches and begins with the Laissez-Faire approach, which is the most passive. As a leader progresses on the scale, they move towards more active behaviors. The final four behaviors on the model represent transformational actions. This model shows that as leaders utilize more transformational behaviors they become more effective. * Transformational leadership works because it encourages creativity in the work force which spurs on new ideas and new ways of doing things. It also helps followers to pursue ambitious goals with a stronger commitment to achieving them. These two benefits are achieved because the vision of the leader engenders a commitment from the followers and increases their trust in the leader. * Transformational leadership works in a variety of contexts but tends to be more effective in smaller companies. It does work better when the leader is more closely connected to the followers and can understand t