領導 leadership ch. 18 領導 leadership most firms are overmanaged and underled —john kotter...
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leader and leadership 18.2 early theories of leadership 18.3 three major contingency theories of leadership 18.4 contemporary views of leadership 18.5 contemporary issues affecting leadership 綱要 交通大學管理學院 任維廉教授TRANSCRIPT
Ch. 18 領導領導 Leadership Leadership
Most firms are overmanaged and underledMost firms are overmanaged and underled. —John Kotter—John Kotter
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好的領導人應該是: 頭腦清楚,眼光快又準,能傾聽,胸襟格局大,肚量大,手腕高,能放下身段勤跑基層。張忠謀:領導人的定義有兩項要件 1. 有人跟隨, 2. 知道往對的方向走。盡己之力(智),盡人之力(智)。Leader, subordinates, situation.
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18.1 leader and leadership
18.2 early theories of leadership
18.3 three major contingency theories of leadership
18.4 contemporary views of leadership
18.5 contemporary issues affecting leadership
綱要綱要
交通大學管理學院 任維廉教授
18.1 Leaders and Leadership
Leader: Someone who can influence others and who has managerial authority
Leadership: What leaders do; the process of influencing a group to achieve goals
Ideally, all managers should be leaders.
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1. Trait theories: selecting2. Behavioral theories: training___________________________________________
3. Contingency theories: (re)placing interaction with subordinates, situation
討論: 1. 《十九顆星》。 2. 持續改善,對人尊重 ( 分工合作,做人做
事 ) 3. 考慮情境,調整自己。
18.2 early theories of leadership
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1. Drive, 2. the desire to lead, 3. honesty and integrity, 4. self-confidence, 5. intelligence, 6. job-relevant knowledge, 7. extraversion.8. Proneness to guilt
*Trait *Trait TTheoriesheories
討論:1. 前科學2. 權,勢,威,魔,魅,神,師,愛,專,誠
3. 第五級領導人:謙虛的個性,專業的堅持
交通大學管理學院 任維廉教授
*Behavioral Theories*Behavioral Theories
The Managerial GridAppraises leadership styles using two dimensions:
Concern for peopleConcern for production
Places managerial styles in five categories
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The Managerial Grid: The Managerial Grid: either X or Yeither X or Y, vs. Both, vs. Both
Middle of the Road (5,5)
(1,9)
High9
8
7
6
5
4
3
2
1
Low
Con
cern
for P
eopl
e
1 2 3 4 5 6 7 8 9 HighConcern for Task
(1,1)
(9,1)
(9,9)
18.3 three major contingency theories of leadership 1. Fiedler 1. Fiedler 權變權變模式模式2. Hersey and Blanchard 2. Hersey and Blanchard 情境情境領導理論領導理論3. House 3. House 途徑途徑 / / 目標目標模式模式
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1. The Fiedler Model1. The Fiedler Model
Proposes that effective group performance depends upon the proper match between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence.
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CategoryLeader-MemberRelations
Task Structure
Position Power
I II III IV V VI VII VIII
Good Good Good Good Poor Poor Poor Poor
High High Low Low High High Low Low
Strong Weak Strong Weak Strong Weak Strong Weak
Favorable UnfavorableModerate
Good
Poor
Perf
orm
ance
RelationshipOriented
TaskOriented
Fiedler Model: Fiedler Model: 警長 警長 vs. vs. 舞女舞女
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Findings of the Fiedler ModelLeast-preferred co-worker (LPC) questionnaireAssumptions: A certain leadership style should
be most effective in different types of situations.Leaders do not readily change leadership styles.Matching the leader to the situation or changing
the situation to make it favorable to the leader is required.
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Follower readiness:R1: followers are unable and unwillingR2: followers are unable but willingR3: followers are able but unwillingR4: followers are able and willing
Specific leadership styles:Telling: high task- low relationship leadershipSelling: high task- high relationship leadershipParticipating: low task- high relationship leadershipDelegating: low task- low relationship leadership
2. Situational Leadership Theory (SLT) 2. Situational Leadership Theory (SLT) Hersey and Blanchard’s Hersey and Blanchard’s
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Hersey and Blanchard’s Situational Leadership ModelHersey and Blanchard’s Situational Leadership Model
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3. Path-Goal Model: 3. Path-Goal Model: 李遠哲李遠哲,, DruckerDrucker
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Environmental Contingency Factors
• Task Structure• Formal Authority System• Work GroupLeader
Behavior
• Directive• Supportive• Participative• Achievement oriented
Outcomes
•Performance• Satisfaction
SubordinateContingency Factors
• Locus of Control • Experience• Perceived Ability
18.4 Contemporary Views of Leadership
1. 1. 領導者 領導者 - - 成員成員交換交換理論理論2. 2. 交易型 交易型 / / 轉換型轉換型領導領導3. 3. 魅力魅力 - - 願景領導願景領導4. 4. 團隊團隊領導領導*Stogdill’s handbook of leadership
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1. Leader – Member Exchange Theory (LMX)1. Leader – Member Exchange Theory (LMX)
leaders create in-groups and out-groups and those in the in-group will have higher performance, less turnover, and greater job satisfaction.
對多數人一視同仁,對少數人推心置腹對多數人一視同仁,對少數人推心置腹
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2. Transactional vs. Transformational2. Transactional vs. Transformational
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Transactional leaders are leaders who lead primarily by using social exchanges (transactions).
Transformational leaders are leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes.
Evidence supporting the superiority of transformational leadership over transactional leadership is overwhelmingly impressive.
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Have a vision.Are able to articulate the vision.Are willing to take risks to achieve the vision.Are sensitive to the environment and follower
needs.Exhibit behaviors that are out of the ordinary.
3. Charismatic Leadership3. Charismatic Leadership
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4. Team leadership4. Team leadershipA dream makes a team, the team builds the dream. 沒有天才團隊,就沒有卓越的領導人;但缺乏優秀領導人,也不可能有偉大團隊
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18.5 contemporary issues affecting leadership
1. 1. 管理管理權力權力2. 2. 發展發展信任信任3. 3. 賦權賦權給員工給員工4. 4. 跨文化跨文化領導領導5. 5. 成為有效的領導者成為有效的領導者 領導者領導者訓練訓練 / / 替代替代領導領導
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1. Five Sources of a Leader’s 1. Five Sources of a Leader’s PowerPower
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Legitimate powera leader has as a result of his or
her position.Coercive power
to punish or control.Reward power
to give positive benefits or rewards.
*Ins and Outs of Office Politics
Expert poweras a result of his or her
expertise, skills, or knowledge.
Referent powerarise because of a
person’s desirable resources or admired personal traits.
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Practice openness.Be fair.
Speak your feelings.Tell the truth.
Show consistency.Fulfill your promises.Maintain confidences.
Demonstrate competence.
2. Suggestions for Building 2. Suggestions for Building TrustTrust
交通大學管理學院 任維廉教授
3. 3. EmpoweringEmpowering Employees Employees
EmpowermentInvolves increasing the decision-making discretion of
workers such that teams can make key operating decisions in develop budgets, scheduling workloads, controlling inventories, and solving quality problems
Why empower employees?Quicker responses problems and faster decisionsAddresses the problem of increased spans of control
in relieving managers to work on other problems
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4. Cross-Cultural Leadership4. Cross-Cultural Leadership
Universal Elements of Effective LeadershipVisionForesightProviding encouragementTrustworthinessDynamismPositivenessProactiveness
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Selected Cross-Cultural Leadership Findings• Korean leaders are expected to be paternalistic toward
employees.• Arab leaders who show kindness or generosity without
being asked to do so are seen by other Arabs as weak.• Japanese leaders are expected to be humble and speak
frequently.• Scandinavian and Dutch leaders who single out
individuals with public praise are likely to embarrass, not energize, those individuals.
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1. What women want? “I need a wife.” 2. 有野心的女人(賢妻良母,衣著,體型髮型) 沒鬥志的男人3. 要懂得巧妙交叉應用 Smart power (Joseph
Nye) 硬實力:理性說服,堅持,威脅利誘 軟實力:正直真誠,感性,低調 先剛再柔,剛柔並濟。 e.g., 黃蓉 , 趙敏 , Hillary, Merkel
女性不擅長領導?女性不擅長領導?
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Where Female Managers Do Better: A ScorecardWhere Female Managers Do Better: A Scorecard
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Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.
交通大學管理學院 任維廉教授
5. Basics of LeadershipGive people a reason to come to work.Be loyal to the organization’s peopleSpend time with people who do the real work of the
organization.Be more open and more candid about what
business practices are acceptable and proper and how the unacceptable ones should be fixed.
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Leader TrainingTraining 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.
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Substitutes for Leadership
Follower characteristicsExperience, training, professional orientation, or the
need for independenceJob characteristics
Routine, unambiguous, and satisfying jobsOrganization characteristics
Explicit formalized goals, rigid rules and procedures, or cohesive work groups
Sometimes leadership is irrelevant !
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1. Define leader and leadership. 比較 authority, power, influence 考量 leader, subordinates, situation2. Compare and contrast early theories of leadership.3. Describe the three major contingency theories of leadership. Fiedler contingency model Hersey and Blanchard’s situational leadership theory path-goal model (途徑 - 目標理論)4. Describe contemporary views of leadership.
5. Discuss contemporary issues affecting leadership. 區分 power: legitmate, coercive, reward, expert, referent
重點回顧重點回顧
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1. Case study: a manager’s dilemma (p.560) (1) Identify and articulate business problems (2) Gather and analyze information applicable (3) Identify and apply an appropriate tool for solving problems.2. Thinking critically about ethics (p.581) (1) Identifies Dilemma. (2) Considers Stakeholders (3) Analyzes Alternatives and Consequences3. Skill exercise (p.581) 4. Team exercise (p.582) 5. Internet-based exercise (p.583) bulleted list: suggestions of persuasion (influencing others)..
Team work
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1. 塑造眾望所歸的遠景2. 利用溝通,建立共識3. 利用定位,建立信任4. 自我的開展Leaders -- The strategies for taking charge,by W. Bennis & B. Nanus, 1988.
暢銷書或文章之一
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1. Proactive 2. Begin with the End in Mind3. Put First Things First4. Think Win Win5. Seek First to Understand then be Understood6. Synergise7. Sharpening the Saw8. Finding Your Voice and Inspiring Others to Find Theirs
Principle - Centered Leadership, by S. R. Covey, 1991.
暢銷書或文章之二暢銷書或文章之二
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1.個人:專業,同理心認清自己,學習如何溝通,勤奮(親自督陣)2.組織:有效授權下去執行,建立體制控制塑造願景,教化員工,回饋控制。The work of the leader, by W. Pagonis, HBR, 1992.
領導的角色:宣傳家,行為典範,教育家,激勵者,啦啦隊長,告解神父。
暢銷書或文章之三暢銷書或文章之三
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暢銷書或文章之四暢銷書或文章之四追隨的角度:有受重視的感覺,有一種利害共同體的感覺。 A feeling of significance (community).
領導者要做出艱難決定,並承擔責任,需要1. 公開坦率的態度(親和力),2. 刻意壓低身段。The hard work of being a soft manager, by W. Peace, HBR, 1991.
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追隨者最想聽到的話追隨者最想聽到的話
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你真的很重要你做得很好 心想事成謝謝你祝福你討論: Add value to the others
交通大學管理學院 任維廉教授
The POLC Link
· Standards· Measurements· Comparison· Actions
Controlling
· Goals· Objectives· Strategies· Plans
Planning
· Structure· Human
Resource Management
Organizing
· Motivation· Leadership· Communication· Individual and
Group Behavior
Leading
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