組織行為學(xué)leadership(已修改)
2025-08-31 08:39 本頁(yè)面
【正文】 Chapter 11 Leadership 167。 Definition the ability amp。 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 amp。 leadership ? attitudes towards goals: Managers tend to adopt impersonal,leaders take a personal amp。 active. Work view:an enabling process involving ,temperamentally disposed to seek out risk amp。 danger. Prefer to work with people,concerned with ideas ? management coping with plexity,leader coping with change,developing a vision of the future。 most firms are underled amp。 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 167。 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 amp。 energy,the desire to lead,honesty amp。 integrity, selfconfidence, intelligence,jobrelated 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 167。 Behavioral theories the late 1940smid1960s Theories proposing that specific behaviors differentiate leaders from nonleaders trait research were successful,then leader is basically inborn, would have provided a basis for selecting the right “l(fā)eader” behavior theories were valid,we could teach people to be leaders,training State studies in the late 1940s ? Identify independent dimensions of leader behavior. beginning with over 1000 dimensions ? initiating structure:the extent to which a leader is likely to define amp。 structure his role amp。 those of subordinates in the search for goal attainment。 high on it lead to greater rates of grievances, absenteeism,amp。 turnover amp。 lower levels of job satisfaction for workers performing routine tasks. ? consideration: have job relationships characterized by mutual trust,respect for subordinates’ ideas,amp。 regard for their feelings. Negatively related to performance ratings of the leader by his superior ? “highhigh” leader tended to achieve high performance amp。 satisfaction more frequently than those。 2. University of Michigan studies ? Employeeoriented leader:emphasizes interpersonal relations ? productionoriented:emphasizes technical or task aspects of the job ? Employeeoriented leaders were associated with higher group productivity amp。 higher job satisfaction. managerial grid Blake amp。 Mouton ? A 9by9 matrix outlining 81 different styles ? concern for people, production ? 9 possible positions along each axis ? managers perform best under a 9,9 style。 9,1 authority style。1,9 country club style 4. Scandinavian studies Finland amp。 Sweden ? Basic premise:in changing world,effective leaders would exhibit developmentoriented behavior ? 3rd separate dimension: values experimentation,seeking new ideas,amp。 generating amp。 implementing change. ? Went back amp。 look at the original Ohio data, wasn’t critical in those days。 positive evident in 1990s dynamic environm
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