領(lǐng)導(dǎo)者與管理者的區(qū)別-資料下載頁(yè)
2025-01-09 08:32本頁(yè)面
【正文】 ir followers have e to expect ?most leadership theories developed in the . ?emphasize follower responsibilities rather than rights ?assume selfgratification(自我滿意 ) rather than mitment to duty(盡職 ) ?assume centrality of work(以工作中心 ) and democratic value orientation ?stress rationality(理性 ) rather than spirituality(精神 ) 17–32 四 . Contemporary Issues in Leadership (cont.) ? 6. Sometimes Leadership is Irrelevant! ?leader behaviors(領(lǐng)導(dǎo)者行為 ) may be irrelevant in some situations ?factors that reduce leadership importance include: ?follower characteristics(下屬特性 ) experience, training, professional orientation, or need for independence replace the need for leader support and ability to reduce ambiguity(減少模糊性 ) ?job characteristics(工作特性 ) unambiguous(清楚 ) and routine tasks, or tasks that are intrinsically(內(nèi)在的 ) satisfying, place fewer demands on leaders ?anizational characteristics(組織特性 ) explicit(清楚的 ) goals, rigid(固定的 ) rules and procedures, and cohesive(內(nèi)聚力的 ) work groups can substitute for formal leadership 17–33 Current Approaches to Leadership ? Transactional Leadership ?Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements. ? Transformational Leadership ?Leaders who inspire followers to transcend their own selfinterests for the good of the anization by clarifying role and task requirements. ?Leaders who also are capable of having a profound and extraordinary effect on their followers. 17–34 Providing Online Leadership ? Challenges of Online Leadership ?Communication ?Choosing the right words, structure, tone, and style for digital munications ?Performance management ?Defining, facilitating, and encouraging performance ?Trust ?Creating a culture where trust among all participants is expected, encouraged, and required, 17–35 Empowering Employees ? Empowerment ?Involves increasing the decisionmaking discretion of workers such that teams can make key operating decisions in develop budgets, scheduling workloads, controlling inventories, and solving quality problems. ?Why empower employees? ?Quicker responses problems and faster decisions. ?Address the problem of increased spans of control in relieving managers to work on other problems. 17–36 Heroic Leadership: Basics of Leadership ? Give people a reason to e to work. ? Help them to develop a passion for their work ? Instill in them a sense of mitment to their colleagues ? Develop their sense of responsibility to customers ? Be loyal to the anization’s people 17–37 Summary Managers versus Leaders ? why leadership is an important behavioral topic. Early Leadership Theories ? researches show about leadership traits. ? the findings of the four behavioral leadership theories. ? the dual nature of a leader’s behavior. Contingency Theories of Leadership ? how Fiedler’s theory of leadership is a contingency model. 17–38 Summary (cont’d) Contingency Theories of Leadership ? situational leadership vs. the leader participation model. ? how pathgoal theory explains leadership. Cutting Edge Approaches to Leadership ? Difference between transactional and transformational leaders. ? charismatic and visionary leadership. Leadership Issues in the TwentyFirst Century ? the five sources of leader’s power. ? the issues today’s leaders face. ? The reasons why leadership is sometimes irrelevant.
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