組織行為學(xué)leadership-全文預(yù)覽
【正文】 s amp。 the degree of success it has had with those endeavors ? Foundersthe ultimate source ? a major impact on it’s early culture。A decisions were financial advantages or product synergy。 ? The nature of human relationshipIntercourse way, Competitive or Cooperative, High anized or autonomous, Participate DM。 ? Nature of humandominant motive:good,evil,mixed。 intensity creates an internal climate of high behavioral control ? substitute for formalization: 2 different roads to a mon destination. Formal rules amp。 seeking to reverse it’s sagging fortunes ? can’t be neatly categorized into one because they have a blend of or are in transition. Personalityculture match 4. Subculture ? All sorts of ideologies shared by a few, many, all Organizational members ? Dominant culture:expresses the core values that are shared by a majority of the members. Macro view giving an ’s distinction personality,uniform interpretation of the appropriate behavior ? core values:the primary or dominant values that are accepted throughout the anization ? Subculture:minicultures within an ,typically defined by department designations amp。 a system of shared meaning. ? primary characteristics: exists on a continuum from low to high,give a posite picture 1)innovation amp。 acquires immortalitythe notion nearly 50 years ago ? existing beyond the life of any of one member, going beyond it’s original mission ? Structure:20 years ago, anization was view as rational means by which to coordinate amp。building petence。 who pocess charisma ? Transformational leader get high appraisal，strongly related to lower rates of absenteeism, high productivity, high job satisfaction 167。 industriousness ? use leadership to explain anizational oute。 MT MotivationTime。 CO Subordinate Conflict。 LI Leader Information。 Consultative I,II (share problem collective)。 satisfaction for structured tasks。(plement) part of the personal characteristics of the subordinate (interpretation) ? Directive leads to greater satisfaction for ambiguous or stressful task。 similar personal characteristics ? generally supportive 4. Pathgoal theory by Robert House ? The term pathgoal is derived from the belief that effective leaders clarify the path to help their followers get the achievement of their work goals easily ? the theory that a leader’s behavior is acceptable to subordinate insofar as they view it as a source of either immediate or future satisfaction ? 4 leadership behaviors: directive leadertask。 subordinate with ingroup status will have higher performance ratings,less turnover,amp。participating(lowhigh) R3。R3. able but unwilling。 Blanchard’s situational theory ? A contingency theory focusing on follower’s readiness ? readiness: the extent to which people have the ability amp。 Cognitive resource such as intelligence, experience play a role on leadership effectiveness。 change the leader to fit the situation。 positive evident in 1990s dynamic environment. Chapter 11 Leadership 167。 Sweden ? Basic premise:in changing world,effective leaders would exhibit developmentoriented behavior ? 3rd separate dimension: values experimentation,seeking new ideas,amp。 higher job satisfaction. managerial grid Blake amp。 lower levels of job satisfaction for workers performing routine tasks. ? consideration: have job relationships characterized by mutual trust,respect for subordinates’ ideas,amp。 structure his role amp。fails to clarify the relative importance。 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
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