组织行为学(英文版)第10章.ppt

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1、Chapter10LeadershipInstructor:WeiPing(Elizabethwei)Department:BusinessAdministrationRequiredTextbook:EssentialsofOrganizationalBehavior”10thedition.byStephenP.RobbinsweipingChapter10LeadershipPart1LeadershiptheoriesPart2ContemporaryissuesinleadershipweipingPart1LeadershiptheoriesWhatislea

2、dership?Leadershipistheabilitytoinfluenceagrouptowardtheachievementofgoals.Notallleadersaremanagers,nor,forthatmatter,areallmanagersleader.Leaderscanemergefromwithinagroupaswellasbeingformallyappointed.weipingBasesofPowerFormalpowerCoercivepowerRewardpowerLegitimatepowerInformationpowerwe

3、ipingBasesofPowerPersonalpowerExpertpowerReferentpowerCharismaticpowerweipingLeadershiptheoriesTraittheoriesBehavioraltheoriesContingencytheoriesLeadershiptheoriesweipingTraittheoriesTraitsConsistentlyAssociatedwithLeadership:DriveandambitionDesiretoleadandinfluenceothersHonestyandintegri

4、tySelf-confidenceIntelligenceHighself-monitoringIn-depthtechnicalknowledgeweipingBehavioraltheoriesOhiostatestudiesInitiatingstructureConsiderationUniversityofMichiganstudiesProduction-orientedleaderEmployee-orientedleaderweipingTheManagerialGrid(BlakeandMouton,1969)CountryClubManagement

5、1,99,95,59,11,1ImpoverishedManagementConcernforPeoplelowHighConcernforProductionlowHighTask-orientedManagementTeamManagementMiddle-of-the-RoadManagement123456789987654321weipingContingencyTheoriesFiedlerLeadershipModelEffectivegroupsdependuponapropermatchofleader’sstyleofinteractingwith

6、subordinatesandthedegreetowhichthesituationgivescontrolandinfluencetotheleader.Leader’sstyle:Least-PreferredCo-Worker(LPC)QuestionnaireRelationship-orientedTask-orientedThreesituationalfactorsLeader-memberrelationsTaskstructurePositionpowerLeader’sstylemustmatchwiththesituationweipingFind

7、ingsfromtheFiedlerModelCategoryLeader-memberRelationsTaskStructurePositionPowerPerformanceGoodPoorFavorableModerateUnfavorableTaskorientedRelationshiporientedweipingLeader-MemberExchange(LMX)TheoryLeadersestablishaspecialrelationshipwithasmallgroupoffollowersIn-Gro