單元三:組織心理學 領導 New ppt

  • Published on
    15-Jan-2015

  • View
    1.259

  • Download
    1

Embed Size (px)

DESCRIPTION

 

Transcript

  • 1. 1

2. I. Personal Characteristics Associated with Leadership Leader Emergence Leader PerformanceII. Interaction Between the Leader and the Situation Situational Favorability Organizational Climate Subordinate Ability Relationship with SubordinatesIII. Specific Leader Skills Leadership Through Decision Making Leadership Through Contact: Management by Walking Around Leadership Through Power Leadership Through Vision: Transformational Leadership Leadership Through AuthenticityIV. Cultural Difference in Leadership: Project GlobeV. Leadership: Where Are We Today?2 3. I. Personal Characteristics Associated with Leadership Leader Emergence Leader PerformanceII. Interaction Between the Leader and the Situation Situational Favorability Organizational Climate Subordinate Ability Relationship with SubordinatesIII. Specific Leader Skills Leadership Through Decision Making Leadership Through Contact: Management by Walking Around Leadership Through Power Leadership Through Vision: Transformational Leadership Leadership Through AuthenticityIV. Cultural Difference in Leadership: Project GlobeV. Leadership: Where Are We Today?3 4. Leader Emergence Traits Motivation to Lead Intelligence Affective identity motivation Openness to experience Noncalculative motivation Extraversion Social normative motivation Conscientiousness Emotional stability High self-monitoring Leadership emergence seems tobe stable across the life-span4 5. I. Personal Characteristics Associated with Leadership Leader Emergence Leader PerformanceII. Interaction Between the Leader and the Situation Situational Favorability Organizational Climate Subordinate Ability Relationship with SubordinatesIII. Specific Leader Skills Leadership Through Decision Making Leadership Through Contact: Management by Walking Around Leadership Through Power Leadership Through Vision: Transformational Leadership Leadership Through AuthenticityIV. Cultural Difference in Leadership: Project GlobeV. Leadership: Where Are We Today?5 6. Leader Performance Traits Cognitive Ability Needs Gender Task- versus person-orientation Unsuccessful leaders 6 7. Traits Intelligence Charisma Dominance Energy Extraversion Openness to experience Agreeableness Emotional stability Self-monitoring 7 8. Individual Differences and Leader Emergence and Performance Corrected CorrelationsTraitEmergence Performance Meta-analysisPersonality Neuroticism- .24-.22 Judge et al. (2002) Extraversion.33 .24Judge et al. (2002) Openness.24 .24Judge et al. (2002) Agreeableness .05 .21Judge et al. (2002) Conscientiousness .33 .16Judge et al. (2002) Self-monitoring .21Day et al. (2002)Intelligence .25 .27Judge et al. (2004)Need for Ach .23Argus & Zajack (2008)8 9. Needs Types of Needs Power Achievement Affiliation Leadership Motive Pattern High need for power Low need for affiliation 9 10. Task Versus Person Orientation Person-Oriented Leaders act in a warm, supportive manner and showconcern for the employees believe employees are intrinsically motivated Task-Oriented Leaders set goals and give orders believe employees are lazy and extrinsicallymotivated10 11. Relationship Among TheoriesPersonOrientationCountry club (MG) High Consideration (OS)Team (MG)Theory Y Middle-of-the-Road (MG)Task-centered (MG)Low Impoverished (MG) Initiating structure (OS)Theory XLow High Task Orientation 11 12. 12 13. Consequences of Leader Orientation High Person Low performance High performance Orientation Low turnoverLow turnover Few grievancesFew grievances Low Person Orientation Low performance High performance High turnover High turnover Many grievances Many grievances Low TaskHigh Task Orientation Orientation13 14. Unsuccessful Leaders (Hogan, 1989) Lack of training Cognitive deficiencies Personality problems paranoid/passive-aggressive high likeability floater narcissist 14 15. Unsuccessful Leader Behavior Rasch et al. (2008) Engaging in illegal and unethical behavior Avoiding conflict and people problems Demonstrating poor emotional control (e.g., yelling andscreaming) Over-controlling (e.g., micromanaging) Demonstrating poor task performance Poor planning, organization, and communication Starting or passing on rumors or sharing confidentialinformation Procrastinating and not meeting time commitments Failing to accommodate the personal needs ofsubordinates Failing to nurture and manage talent15 16. I. Personal Characteristics Associated with Leadership Leader Emergence Leader PerformanceII. Interaction Between the Leader and the Situation Situational Favorability Organizational Climate Subordinate Ability Relationship with SubordinatesIII. Specific Leader Skills Leadership Through Decision Making Leadership Through Contact: Management by Walking Around Leadership Through Power Leadership Through Vision: Transformational Leadership Leadership Through AuthenticityIV. Cultural Difference in Leadership: Project GlobeV. Leadership: Where Are We Today?16 17. Situational FavorabilityFiedlers Contingency Model Least-Preferred Coworker Scale Situation Favorability high task structure high position power good leader-member relations High LPC leaders best with moderatefavorability and Low LPC leaders best with lowor high favorability 17 18. I. Personal Characteristics Associated with Leadership Leader Emergence Leader PerformanceII. Interaction Between the Leader and the Situation Situational Favorability Organizational Climate Subordinate Ability Relationship with SubordinatesIII. Specific Leader Skills Leadership Through Decision Making Leadership Through Contact: Management by Walking Around Leadership Through Power Leadership Through Vision: Transformational Leadership Leadership Through AuthenticityIV. Cultural Difference in Leadership: Project GlobeV. Leadership: Where Are We Today?20 19. Organizational Climate IMPACT Theory Leadership Style Ideal Climate Information Ignorance Magnetic Despair Position Instability Affiliation Anxiety Coercive Crisis Tactical Disorganization21 20. IMPACT Leadership Strategies Find a climate consistent with your leadershipstyle Change your leadership style to better fit theexisting climate Change your followers perception of theclimate Change the actual climate 22 21. I. Personal Characteristics Associated with Leadership Leader Emergence Leader PerformanceII. Interaction Between the Leader and the Situation Situational Favorability Organizational Climate Subordinate Ability Relationship with SubordinatesIII. Specific Leader Skills Leadership Through Decision Making Leadership Through Contact: Management by Walking Around Leadership Through Power Leadership Through Vision: Transformational Leadership Leadership Through AuthenticityIV. Cultural Difference in Leadership: Project GlobeV. Leadership: Where Are We Today?23 22. Subordinate Ability_1 Path-Goal Theory Instrumental style plans, organizes, controls Supportive style shows concern for employees Participative style shares information and lets employees participate Achievement-oriented style sets challenging goals and rewards increases in performance24 23. Subordinate Ability_2Situational Leadership Theory 25 24. Hersey & BlanchardGreenberg, J2002Mandaging Behavior in Organizations.Prentice Hall.26 25. D1D2D3D4 Hersey & Blanchard Greenberg, J2002Mandaging Behavior in Organizations. Prentice Hall.27 26. 27. .. 29 28. D1 D2 D3 D4 30 29. : 31 30. D1 D2 D3 D4 32 31. OOXX 33 32. D1 D2 D3 D4 34 33. 35 34. D1 D2 D3 D4 36 35. D1 D2 D3 D4 37 36. D1 D2D3D4 Mary TedBrownJohnHellen38 37. Hersey & BlanchardGreenberg, J2002Mandaging Behavior in Organizations.39Prentice Hall. 38. 40 39. 41 40. 42 41. 43 42. 43. .. 45 44. 46 45. : 47 46. 48 47. OOXX 49 48. 50 49. D1 D2D3 D4 51 50. D1 D2 D3 D4 52 51. 53 52. :54 53. 55 54. 56 55. 57 56. 58 57. : 59 58. 60 59. 61 60. D1 D2 D3 D4 62 61. I. Personal Characteristics Associated with Leadership Leader Emergence Leader PerformanceII. Interaction Between the Leader and the Situation Situational Favorability Organizational Climate Subordinate Ability Relationship with SubordinatesIII. Specific Leader Skills Leadership Through Decision Making Leadership Through Contact: Management by Walking Around Leadership Through Power Leadership Through Vision: Transformational Leadership Leadership Through AuthenticityIV. Cultural Difference in Leadership: Project GlobeV. Leadership: Where Are We Today?63 62. Relationships with Subordinates Leader-Member Exchange (LMX) Theory Concentrates on the interactions betweenleaders and subordinates Subordinates fall into either the: in-group out-group In-group employees More satisfied Higher performance Less likely to leave 64 63. 1995.3186 65 64. I. Personal Characteristics Associated with Leadership Leader Emergence Leader PerformanceII. Interaction Between the Leader and the Situation Situational Favorability Organizational Climate Subordinate Ability Relationship with SubordinatesIII. Specific Leader Skills Leadership Through Decision Making Leadership Through Contact: Management by Walking Around Leadership Through Power Leadership Through Vision: Transformational Leadership Leadership Through AuthenticityIV. Cultural Difference in Leadership: Project GlobeV. Leadership: Where Are We Today?66 65. Leadership Through Decision Making Vroom-Yetton Modelhttp://www.youtube.com/watch?v=wI06amxoqtI 67 66. I. Personal Characteristics Associated with Leadership Leader Emergence Leader PerformanceII. Interaction Between the Leader and the Situation Situational Favorability Organizational Climate Subordinate Ability Relationship with SubordinatesIII. Specific Leader Skills Leadership Through Decision Making Leadership Through Contact: Management by Walking Around Leadership Through Power Leadership Through Vision: Transformational Leadership Leadership Through AuthenticityIV. Cultural Difference in Leadership: Project GlobeV. Leadership: Where Are We Today?70 67. Leadership Through Contact Management bywalking around71 68. I. Personal Characteristics Associated with Leadership Leader Emergence Leader PerformanceII. Interaction Between the Leader and the Situation Situational Favorability Organizational Climate Subordinate Ability Relationship with SubordinatesIII. Specific Leader Skills Leadership Through Decision Making Leadership Through Contact: Management by Walking Around Leadership Through Power Leadership Through Vision: Transformational Leadership Leadership Through AuthenticityIV. Cultural Difference in Leadership: Project GlobeV. Leadership: Where Are We Today?72 69. 73 70. I. Personal Characteristics Associated with Leadership Leader Emergence Leader PerformanceII. Interaction Between the Leader and the Situation Situational Favorability Organizational Climate Subordinate Ability Relationship with SubordinatesIII. Specific Leader Skills Leadership Through Decision Making Leadership Through Contact: Management by Walking Around Leadership Through Power Leadership Through Vision: Transformational Leadership Leadership Through AuthenticityIV. Cultural Difference in Leadership: Project GlobeV. Leadership: Where Are We Today?74 71. Transactional Leadership1.2.3.4.1.2. 75 72. Transformational Leadership Hater & Bass,1988 Burns76 73. chrisma inspirational motivation1.action orientation2.confidence-building3.inspiring belief in the cause4.making use of the pygmalion effect77 74. individualized consideration 1.developmental orientation 2.individualized orientation 3.mentoring orientationintellectual stimulation1.rationally oriented intellectual stimulationcompetenceindependence2.existentially oriented Intellectual stimulation informalprocesshuman process3. empirically oriented intellectual stimulationempiricism4.idealistically oriented intellectual stimulationcognitive goalsi ntu i t ion 78 75. I. Personal Characteristics Associated with Leadership Leader Emergence Leader PerformanceII. Interaction Between the Leader and the Situation Situational Favorability Organizational Climate Subordinate Ability Relationship with SubordinatesIII. Specific Leader Skills Leadership Through Decision Making Leadership Through Contact: Management by Walking Around Leadership Through Power Leadership Through Vision: Transformational Leadership Leadership Through AuthenticityIV. Cultural Difference in Leadership: Project GlobeV. Leadership: Where Are We Today?80 76. Authentic Leadership Bill George (2003) Leaders become self-aware by reflecting ontheir own Ethics Core beliefs Values They lead out of a desire to serve others http://www.youtube.com/watch?v=FHnFSxOBCYI 81 77. 78. What Do You Think? In the first situation, do you think it is unethical for theprofessor to bend the rules under those circumstances? If you were one of the students failed because of high absenteeism and you found out that the professor didnt fail another student for his high absenteeism, would you think you were being treated unfairly? What would you do? Do you think what the leaders did in the other exampleswas ethical? Why or why not? In the example with the brother, is it okay to lie in thissituation? Do you consider lying as unethical? Are there ever times when lying is better than telling the truth? What are some situations in which bending the rulesmight be more ethical than following policy? 83 79. ex. 80. 1.2.3.4.12~4 Blogger 81. /1. 10 2/ 4/ 6/ 8/ 102. 10 108 10/ 8 2/ 4/ 6/ 83. 15 10/ 12/ 14/ 154. 30 30/ 25/ 20/ 155. 10 10/ 8/ 6/ 56.10 108 10 / 87. 15 15/ 12/ 108. 5/ 3/ 1 88 82. /1. 10 2/ 4/ 6/ 8/ 102. 10 108 10/ 8 2/ 4/ 6/ 83. 15 10/ 12/ 14/ 154. 30 30/ 25/ 20/ 155. 10 10/ 8/ 6/ 56.10 108 10 / 87. 15 15/ 12/ 108. 5/ 3/ 1 89 83. 90 84. 91 85. 92 86. /1. 10 2/ 4/ 6/ 8/ 102. 10 108 10/ 8 2/ 4/ 6/ 83. 15 10/ 12/ 14/ 154. 30 30/ 25/ 20/ 155. 10 10/ 8/ 6/ 56.10 108 10 / 87. 15 15/ 12/ 108. 5/ 3/ 1 93

Recommended

View more >