管理學:整合觀點與創新思維 中山大學企管系 著 11-1 Ch11 領導的基本概念 領導攸關組織的盛衰

  • Published on
    22-Dec-2015

  • View
    233

  • Download
    0

Embed Size (px)

Transcript

  • Slide 1
  • 11-1 Ch11
  • Slide 2
  • 11-2 Ch11 (efficiency) (effectiveness)
  • Slide 3
  • 11-3 Ch11 Power: The Key to Leadership Legitimate Power The authority that a manager has by virtue of his or her position in the firm. Example: the power to hire or fire employees. Reward Power The ability of a manager to give or withhold tangible and intangible rewards. Example: awarding pay raises or providing verbal praise for good performance. Effective managers use reward power to signal to employees that they are doing a good job.
  • Slide 4
  • 11-4 Ch11 Power: The Key to Leadership (cont d) Coercive Power The ability of a manager to punish others. Examples: verbal reprimand, pay cut, and dismissal. Is limited in effectiveness and application; can have serious negative side effects. Expert Power Power that is based on special knowledge, skills, and expertise that the leader possesses. First-line and middle managers have the most expert power; usually is technical ability.
  • Slide 5
  • 11-5 Ch11 Power: The Key to Leadership (cont d) Referent Power Power that comes from subordinates and coworkers respect for the personal characteristics of a leader who has earned their loyalty and admiration. Usually held by and available for use by likable managers who are concerned about their workers.
  • Slide 6
  • 11-6 Ch11 (trait theory) (behavior theory) (contingency theory) (integrative theory & cross-cultural research)
  • Slide 7
  • 11-7 Ch11 Stogdill: 5 ( )
  • Slide 8
  • 11-8 Ch11 Other traits related to effective leadership Skills of leadership Katz: conceptual/ interpersonal relationship/ technical abilities Yukl: creativity/organizing/persuasion/ interpersonal & social relationship
  • Slide 9
  • 11-9 Ch11 (effective leadership) (initiating) (consideration) (production oriented) (employee oriented) Higher performance
  • Slide 10
  • 11-10 Ch11 (by Blake & Mouton) Types of leader: insignificantly related to effective performance
  • Slide 11
  • 11-11 Ch11 Fiedler House Hersey & Blanchard Graen & Cashman Kerr & Jermier
  • Slide 12
  • 11-12 Ch11 Fiedler (position power)
  • Slide 13
  • 11-13 Ch11 Fiedlers model for matching leadership with contingencies
  • Slide 14
  • 11-14 Ch11 Houses Fielder
  • Slide 15
  • 11-15 Ch11 Contingencies about employee
  • Slide 16
  • 11-16 Ch11 (situational leadership theory by Hersey & Blanchard ) (ability) (willingness) (telling): high task-oriented but low relationship-oriented (selling): high task-oriented and high relationship-oriented (participating): low task-oriented but high relationship- oriented (delegating): low task-oriented and low relationship- oriented
  • Slide 17
  • 11-17 Ch11
  • Slide 18
  • 11-18 Ch11
  • Slide 19
  • 11-19 Ch11 Kerr Jermier Worker empowerment or self-managed work teams reduce leadership needs. Managers should be aware that they do not always need to directly exert influence over workers. Characteristics of the subordinates their skills, experience, motivation. (by selective recruiting and training) Characteristics of context the extent to which work is interesting and fun. (by purposeful work design)
  • Slide 20
  • 11-20 Ch11 Transformational Leadership Leadership that: Makes subordinates aware of the importance of their jobs and performance to the organization by providing feedback to the worker. Makes subordinates aware of their own needs for personal growth and development. Motivates workers to work for the good of the organization, not just themselves.
  • Slide 21
  • 11-21 Ch11 Being a Charismatic Leader for corporate transformation Charismatic Leader An enthusiastic, self-confident transformational leader able to clearly communicate his or her vision of how good things could be by: Being excited and clearly communicating excitement to subordinates. Openly sharing information with employees so that everyone is aware of problems and the need for change. Empowering workers to help with solutions. Engaging in the development of employees by working hard to help them build skills. Subordinated with honor
  • Slide 22
  • 11-22 Ch11 (vision)
  • Slide 23
  • 11-23 Ch11 CPM: (character) (performance) (maintenance) : : :
  • Slide 24
  • 11-24 Ch11
  • Slide 25
  • 11-25 Ch11

Recommended

View more >