Leadership领导力学习教程.pptx
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1、Leadership Matters.Intellectually historically,psychologically,sociologically Politically societally,culturally,globally,communally,&perhaps idealistically Practically productively,economically,idealistically Personally interpersonally,ethically,selfishly Scientifically empirically,conceptually 第1页/
2、共38页What is Leadership?What is Leadership?“The process of influencing the activities of an organized group in its efforts toward goal setting and goal achievement”(Stogdill,1950,p.3)Three key components to this definition:-an interpersonal process between one person and a group-cant have leaders wit
3、hout followers-criterion for effective leadership=goal achievement 第2页/共38页What is Leadership?LeadershipLeadership:guidance of others in their pursuits,often by organizing,directing,coordinating,supporting,and motivating their efforts.ReciprocalTransactionalTransformationalCooperativeAdaptive 第3页/共3
4、8页Leadership Myths?Leadership is power(with people rather than over people)Leaders are born(but leaders are also“made”)All groups have leaders(large groups tend to require a leader)People resist their leaders(most groups accept the need for a leader)第4页/共38页Leadership myths(cont.)Leaders make or bre
5、ak their groupsThe“romance of leadership”exaggerates the impact of a leadernLeaders do make a difference(e.g.,sports teams)第5页/共38页Who Will Lead?Perspectives on leadership emergence Trait Model:The great leader theorySituational ModelInteractional Model:depends on the leader,followers,and the group
6、situation.第6页/共38页 The Great Man TheoryEarly explanations of leadership studied the“traits”of great leaders“Great man”theories(Gandhi,Lincoln,Napoleon)Belief that people were born with these traits and only the great people possessed them第7页/共38页Personal qualities of leaders Personality traits,such
7、as extraversion,conscientiousness,and openness.Intelligence and emotional intelligence(degree of social skill).Expertise,skill,and experience.Level of participation in discussion:the“babble effect.”The Great Man Theory第8页/共38页Demographic background of leaders Height,weight,&ageEthnicitySex:Bias agai
8、nst women(even thought women possess more skills needed to be a successful leader).qImplicit leadership theories(ILTs):members general beliefs about the qualities of leadersqEaglys social role theory:ILTs are not consistent with intuitive expectations about men&women:“think leader,think male”Who Wil
9、l Lead?(cont)第9页/共38页Contingency ApproachesContingency approaches:approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectivelyFiedlers contingency model:a model designed to diagnose whether a leader is task-oriented
10、or relationship-oriented and match leader style to the situation第10页/共38页Contingency Theory(Fiedler 1978)Leadership effectiveness is determined by the interaction between the leaders personal characteristics and the characteristics of the situationLeaders are classified as personoriented or taskorie
11、nted(which type will be more effective depends on the leaders degree of situational control)Control depends on relationship between leader/followers,the degree of task structure,and the leaders authority(position power)第11页/共38页MeasuringMotivationalStyle Least Preferred Coworker Scale,or LPC scale.“
12、Think of the person whom you least like to work with”The LPC Scale第12页/共38页LPC Scale He or she may be someone you work with now or someone you knew in the past.This coworker does not have to be the person you like least but should be the person with whom you had the most difficulty in getting a job
13、done.第13页/共38页High LPC leaders most effective in“moderately”favorable situationsLow LPC leaders most effective in very favorable or very unfavorable situationsIn moderate situations,correlation between LPC&Effectiveness is POSITIVEIn highly favorable/unfavorable situations,correlation between LPC&Ef
14、fectiveness is NEGATIVEFiedlers Contingency Theory LPC Scale 第14页/共38页Contingency Theory(Fiedler 1978)The taskoriented leader will be effective in extremely favorable or extremely unfavorable situationsThe personoriented leader will be more effective in moderately favorable situationsCriticisms incl
15、ude most of research was in the lab第15页/共38页Path Goal Theory(House 1971)Pathgoal theory focuses on the kinds of leader behaviors that allow subordinates to achieve personal and organizational goalsFour leadership styles can be adopted to facilitate employee attainment of goalsDirectiveSupportivePart
16、icipativeAchievementoriented第16页/共38页Path-Goal Situations and Preferred Leader BehaviorsSituationLeader BehaviorImpact on FollowerOutcomeSupportive LeadershipDirective LeadershipAchievement-Oriented LeadershipParticipative LeadershipFollowers lack self-confidenceAmbiguous jobLack of job challengeInc
17、orrect rewardIncreases confidence to achieve work outcomesClarifies path to rewardSet and strive for high goalsClarifies followers needs to change rewardsIncreased effort;improved satisfaction and performance第17页/共38页Path Goal Theory(House 1971)The most effective leadership style depends on the situ
18、ation and the characteristics of the subordinatesRequires leader flexibilityDirective style works best with unskilled workersSupportive leadership works best with highly skilled workersTheory is difficult to test and operationalize第18页/共38页Situational Theory-Hersey and Blanchard(1978)q Hersey and Bl
19、anchards extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation,and consequently,of determining effective leader behavior.q Hersey and Blanchard suggest that groups benefit from leadership that meshes with the developmental stage of th
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