2000-1 王青 - 管理学院 - 上海交通大学 7-1
77LeadershipLeadership
1 Leadership
2 Sources of power
3 Leadership Theory
4 Two points
2000-1 王青 - 管理学院 - 上海交通大学 7-2
LeadershipLeadership Leadership is the process where a
person exerts influence over others and inspires, motivates and directs their activities to achieve goals.
Leader: The person exerting the influence.
2000-1 王青 - 管理学院 - 上海交通大学 7-3
Sources of PowerSources of Power
RewardPowerPower
RewardPowerPower
LegitimatePowerPower
LegitimatePowerPower
CoercivePowerPower
CoercivePowerPower
ExpertPowerPower
ExpertPowerPower Referent
PowerPower
ReferentPowerPower
Enable managers to beEnable managers to beleaders & influenceleaders & influence
subordinates to subordinates to achieve goalsachieve goals
Enable managers to beEnable managers to beleaders & influenceleaders & influence
subordinates to subordinates to achieve goalsachieve goals
2000-1 王青 - 管理学院 - 上海交通大学 7-4
Legitimate PowerLegitimate PowerLegitimate Power: manager’s
authority resulting by their management position in the firm.Can be power to hire/fire workers,
assign work.
2000-1 王青 - 管理学院 - 上海交通大学 7-5
Reward Power: based on the manager’s ability to give or withhold rewards.
Pay raises, bonuses, verbal praise.
Reward PowerReward Power
2000-1 王青 - 管理学院 - 上海交通大学 7-6
Coercive PowerCoercive PowerCoercive Power: based in ability to
punish others.Ranges from verbal reprimand
to pay cuts to firing.Can have serious negative side
effects.
2000-1 王青 - 管理学院 - 上海交通大学 7-7
Expert Power: based on special skills of leader.
First & middle managers have most expert power.
Often found in technical ability.
Expert PowerExpert Power
2000-1 王青 - 管理学院 - 上海交通大学 7-8
Referent Power: results from personal characteristics of the leader which earn worker’s respect, loyalty and admiration.
Usually held by likable managers who are concerned about their workers.
Referent PowerReferent Power
2000-1 王青 - 管理学院 - 上海交通大学 7-9
Leadership TheoriesLeadership Theories– Trait Model: sought to identify personal characteristics responsible for effective leadership.–Behavioral Model: Identifies types of effective managerial behavior.–Contingency Model: Leadership effectiveness depend on the situation
2000-1 王青 - 管理学院 - 上海交通大学 7-10
Theories isolating characteristics that differentiate leaders from non-leaders.
This theory is only useful to select leaders, because:– Many “traits” are the result of skills and
knowledge.– Not all effective leaders possess all these
traits.
Trait TheoriesTrait Theories
2000-1 王青 - 管理学院 - 上海交通大学 7-11
Trait of Manager
Drive Desire to leadHonesty and integritySelf-confidenceIntelligence Job-relevant knowledge.
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Behavioral Theories
Theories identifying behaviors that differentiate effective from ineffective leaders.
One behavioral theory:
The Managerial Grid
2000-1 王青 - 管理学院 - 上海交通大学 7-13
The Managerial GridTwo types of leading styles Concern of Production Concern of PeopleFive key positions: Impoverished 贫乏型管理 Task 任务型管理 Country club 乡村俱乐部型 Middle of the road 中庸之道型 Team 团队型管理
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Grid
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The Managerial Grid
Conclusion : Managers perform best using a 9.9 style.
Unfortunately the grid offers no answers to how makes a manager an effective leader.
2000-1 王青 - 管理学院 - 上海交通大学 7-16
Contingency Theories Out coming the idea: Leadership effectiveness depended on the situation and try to isolate those situational conditions
Consider that the leader’s styles still cannot be changed . Fiedler contingency theory Path-goal theory
2000-1 王青 - 管理学院 - 上海交通大学 7-17
Fiedler Contingency Model
One presume :the leader cannot change his leading style
Two Leader’s types distinct by PLC scale:
Task-oriented
Relation-oriented
2000-1 王青 - 管理学院 - 上海交通大学 7-18
PLC questionnaire Think of all the co-worker they have ever had and to describe the one person they least enjoyed working with ,then identify the leadership style.
pleasant —— 8 7 6 5 4 3 2 1 —— unpleasant
friendly —— 8 7 6 5 4 3 2 1 —— unfriendly
helpful —— 8 7 6 5 4 3 2 1 —— frustrating
cooperative —— 8 7 6 5 4 3 2 1 —— uncooperative
self-assured —— 8 7 6 5 4 3 2 1 —— hesitant
efficient —— 8 7 6 5 4 3 2 1 —— inefficient
open —— 8 7 6 5 4 3 2 1 —— guarded
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Three Factors involve in situation determination:
Leader-member Relations
Task Structure
Position Power
Fiedler Contingency Model
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菲德勒匹配
2000-1 王青 - 管理学院 - 上海交通大学 7-21
The leader’s job is assist his followers in attaining their goals and to provide the necessary direction or support to ensure that their goals are compatible with the overall objectives of the group or organization.
Path-Goal TheoryPath-Goal Theory
2000-1 王青 - 管理学院 - 上海交通大学 7-22
Presume that manager can change their leader’s style when it is need.
Steps to Path-Goal Determine the outcomes. Reward subordinates. Clarify the paths.
Path-Goal Theory Path-Goal Theory
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Path-Goal chart
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Motivating with Path-goal Motivating with Path-goal
Path-goal identifies four behaviors leaders can use:1) Directive behaviors:2) Supportive behavior: 3) Participative behavior: 4) Achievement-oriented behavior:
Which behavior should be used depends on the worker and the tasks.
2000-1 王青 - 管理学院 - 上海交通大学 7-25
EmpowermentEmpowerment
Process of giving workers at all levels authority to make decisions and the responsibility for their outcomes.
Empowerment helps managers:
Get workers involved in the decisions.
2000-1 王青 - 管理学院 - 上海交通大学 7-26
Gender and LeadershipGender and LeadershipStereotypes suggest women are supportive and concerned with interpersonal relations. Similarly, men are seen as task-focused.
New research indicates that actually there is no gender-based difference in leadership effectiveness.
However, women are seen to be more participative than men.