【文章內(nèi)容簡介】 pirical support (經(jīng)驗支持這個理論模型 )for the model ?Unrealistic(不現(xiàn)實 )to assume that leader cannot alter(改變 ) their style 17–16 三 . Contingency Theories (續(xù) 4) ? 2. Hersey and Blanchard’s Situational Leadership Theory(何塞 布蘭查情景領導理論 ) ?appropriate leadership style is contingent on the followers’ readiness(成熟性 ) ?readiness extent to which people have the ability and willingness (能力和意愿 )to acplish a specific task ?reflects the reality that it is followers who accept or reject the leader ?based on two leadership dimensions(兩大領導維度 ) ?task behaviors： 任務行為者 ?relationship behaviors： 關系行為者 17–17 三 . Contingency Theories (續(xù) 5) ? 2. Situational Leadership Theory (續(xù) ) ?four leadership styles defined by the two dimensions(識別出四種領導風格或方式 ) ?Telling， 命令型 leader defines roles and tells people how to do their jobs， people are neither petent nor confident ?Selling， 推銷型 leader is both directive and supportive – people are unable but willing to do necessary tasks ?Participating， 參與型 leader and follower make decisions – people are able but unwilling to do the job ?Delegating， 授權型 leader provides little direction or support . people are able and willing to do the job ?tests of the theory have yielded disappointing results(實證研究結論，令人失望 ) 17–18 Hersey and Blanchard’s Situational Leadership Model 17–19 三 . Contingency Theories (續(xù) 5) ? 3. LeaderParticipation (領導 參與 )Model ? 理論 起源和基本觀點： ?Victor Vroom (佛如姆 )and associates(同事 ) relate leadership behavior and participation to decision making(考察了領導行為與決策的關系 ) ?provides a sequential set of rules to follow in determining the form and amount of participation in decision making ?rule selection determined by the situation ?provides an excellent(非常有力的 ) guide to help managers choose an appropriate leadership style to fit the situation 17–20 ? 3. Leader Participation Model(cont.)5 Leadership Styles ?Decide(決斷型 ) leader makes decision alone, either announcing or selling to group ?Consult Individually(個別咨詢型 ) leader makes decision after obtaining feedback from group members individually ?Consult Group(顧問團型 ) leader makes decision after obtaining feedback from group members in meeting ?Facilitate(促進型 ) leader, acting as facilitator, defines problem and boundaries for decisionmaking after presenting it to group ?Delegate(授權型 ) leader permits group to make decision within prescribed limits 三 . Contingency Theories (續(xù) 6 ) 17–21 三 . Contingency Theories (續(xù) 6) ? 4. PathGoal(路徑 目標 ) Model ?Robert House(羅伯特 .豪斯 ) leader’s job is to assist followers in attaining their goals that are patible相容 with the overall objectives of the group or anization ?leader behavior is: ?Acceptable， 接受 to the degree that group views it as a source of immediate or future satisfaction ?Motivational， 激勵 ， to the extent that it: –makes satisfaction of subordinates’ needs contingent on effective performance – provides the coaching, guidance, support, and rewards necessary for effective performance 17–23 三 . Contingency Theories (續(xù) 8.) ? 4. PathGoal Model (路徑 目標， cont.) ?two classes of contingency variables(權變變量 ) ?Environment(環(huán)境 ) outside the control of the follower – determine the type of leader behavior required if follower outes are to be maximized ?Personal characteristics of the follower – determine how the environment and leader behavior are interpreted ?leader behavior will be ineffective whe