組織行為學(xué)leadership-wenkub
2022-08-31 08:39:51 本頁(yè)面
【正文】 ater satisfaction with their superior ? the leader implicitly categorizes the subordinate as an in amp。 delegating(lowlow) R4 ? taskable。R4. able amp。 willingness to acplish a specific task 4 stages amp。 ? 3 prediction: directive behavior result in good performance only if it linked with high intelligence in a supportive, nonstressful environment。 change the situation to fit the leader 1.(2)Cognitive resource theory update in 1987 ? A theory of leadership stating that a leader obtains effective group performance by,1st, making effective plans,decisions,amp。 Contingency theories leadership effectiveness was dependent on the situation,isolate those critical situational factorsmoderate variables Model least preferred coworker (LPC) questionnaire ? Identifying leadership style:LPC scorerelationship, task oriented。 generating 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。 regard for their feelings. Negatively related to performance ratings of the leader by his superior ? “highhigh” leader tended to achieve high performance amp。 those of subordinates in the search for goal attainment。doesn’t separate cause from effect。 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。 active. Work view:an enabling process involving ,temperamentally disposed to seek out risk amp。 Definition the ability amp。 process to influence a group toward the achievement of goals not all leaders are managers。 danger. Prefer to work with people,concerned with ideas ? management coping with plexity,leader coping with change,developing a vision of the future。 energy,the desire to lead,honesty amp。ignore situational factors Chapter 11 Leadership 167。 high on it lead to greater rates of grievances, absenteeism,amp。 satisfaction more frequently than those。 9,1 authority style。 implementing change. ? Went back amp。 16% mid. Range 1200 groups ? Defining the situation: leadermember relation:confidence,trust,respect in task structure:degree job assignments are procedurized position power:degree of influence a leader has over power variables such as ? Matching leaders amp。 strategies。 in highly stressful situations, job experience is positive related with performance。 unwilling。 willing ? leadership behaviors: telling(high tasklow relationship) R1。relationshipwilling exchange theory ? LMX: leaders create ingroup amp。 outgroup amp。participativeconsulting。 fits one with an external locus of control。 Phillip Yetton ? A leadership theory providing a set of rules to determine the form amp。 Group ? QR Quality Requirement。 CP Commitment Probability。 TC Time Constraint。 anizational variables act as substitutes or neutralizers Chapter 11 Leadership 167。 task requirement ? Transformational leader:provide individualized consideration amp。 female lead differentsimilarity outweigh the difference ? leading through empowermentcoaching ? effective followership:selfmanage。 credible ? national culture ? Biological roots for leadership Chap. 17 Organization Culture 167。each has a unique feeling amp。 job satisfaction: descriptive term perceived, evaluative 3. Cultural Typologies identified 4 cultural “types” ? Academy:a place for steady climbers to master each job they hold. recruiting young graduates, special
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