Chapter 11 Leadership and Trust 領導與信任
description
Transcript of Chapter 11 Leadership and Trust 領導與信任
Y.K.Feng, Management, Fall 2002 Chapter 11 1
Chapter 11Chapter 11
Leadership and Leadership and TrustTrust
領導與信任領導與信任
Y.K.Feng, Management, Fall 2002 Chapter 11 2
Learning OutcomesLearning Outcomes
• Define the term leader
• Compare leaders and managers
• Review the trait theories of leadership
• Describe the Fiedler contingency model
• Summarize the path-goal leadership theory
Y.K.Feng, Management, Fall 2002 Chapter 11 3
Learning OutcomesLearning Outcomes
• Explain situational leadership
• Discuss the qualities of charismatic leaders
• Describe the skills of visionary leaders
• Explain the roles of effective team leaders
• Identify the five dimensions of trust
Y.K.Feng, Management, Fall 2002 Chapter 11 4
What Is Leadership?What Is Leadership?
• A definition of management
• A definition of leadership
• Formal and informal leaders
• Leadership and management
Y.K.Feng, Management, Fall 2002 Chapter 11 5
1. 內驅力 (Drive):領導者表現出較多的努力。他們有較高的成就慾望、企圖心強、有較多的精力、不倦怠的持續於他們的行動、以及採取主動。
2. 領導慾 (Desire to lead):領導者有較高的慾望去影 響與領導他人,他們表現出負責的意願。
3. 誠實與正直 (Honesty and integrity):領導者以誠信、無欺與一致的言行來建立其與追隨者間可靠的關係。
區別領導者的六大特徵區別領導者的六大特徵((Six Traits That Differentiate Leaders from Six Traits That Differentiate Leaders from
Nonleaders)Nonleaders)
Y.K.Feng, Management, Fall 2002 Chapter 11 6
區別領導者的六大特徵 區別領導者的六大特徵 ((Cont.)Cont.)(Six Traits That Differentiate Leaders from (Six Traits That Differentiate Leaders from
Nonleaders)Nonleaders)4. 自信 (Self-confidence):追隨者期盼領導者幫
助他們解決自我的疑惑。領導者因此必須顯現出自信以說服他人目標與決定的正確性。
5. 智慧 (Intelligence):領導者需要足夠的智慧去蒐集、整合、並解析大量的資訊,還要能夠創造願景、解決問題以及做出正確的決定。
6. 與任務相關的知識 (Job-relevant knowledge):有效的 領導者對公司、產業以及技術方面具有充足的知識。深入的瞭解使領導者能夠做出縝密的決定。
Y.K.Feng, Management, Fall 2002 Chapter 11 7
Continuum of Leader BehaviorContinuum of Leader BehaviorManager
makes decision
Managersells decision
Managerpresents ideas
Manager presents tentative decision
Manager presents problem
Manager sets decision limits
Employees make decision
Autocratic
Laissez-faire
Consultative
Participative
Democratic
Bo
ss-C
ente
red
L
ead
ersh
ipE
mp
loyee-C
entered
Lead
ership
Y.K.Feng, Management, Fall 2002 Chapter 11 8
領導的行為理論 Behavioral Theories of Leadership
民主式
獨裁式
放任式 Laissez-Faire
創制型 Initiating Structure
關懷型
生產導向
員工導向
關心生產
關心人員
Managerial Grid
管 理 方 格 University
Of Michigan Ohio State University
University of lowa
Y.K.Feng, Management, Fall 2002 Chapter 11 9
管理方格 (The Managerial Grid)
鄉村俱樂部型 團隊型 9 1,9 9,9
8 7 6 5 5,5 4 3 2 1 1,1 9,1
1 2 3 4 5 6 7 8 9
關心人員
關心生產
任務型
無為型
中庸型
Y.K.Feng, Management, Fall 2002 Chapter 11 10
The Managerial Grid The Managerial Grid 說明:說明:(1,1)型→無為型:領導者以最少的心力完成工作。
(9,1)型→任務型:領導者專注於工作之效率,而甚少關心 部屬之發展與士氣。(1,9)型→鄉村俱樂部型:領導者專注於支持與關心部屬甚 於關心工作。(5,5)型→中庸型:領導者一方面維持適當的工作效率,另 一方面也顧及部屬之士氣與滿意。(9,9)型→團隊型:領導者藉由協調與整合工作有關的活動 ,以推動工作效率及部屬的高度士氣。
Y.K.Feng, Management, Fall 2002 Chapter 11 11
Contingency Theories of Contingency Theories of LeadershipLeadership
1.Fiedler Model
2.Path-goal theory
3.Leader-participation model
4.Hersey and Blanchard’s situational leadership theory
Y.K.Feng, Management, Fall 2002 Chapter 11 12
Fiedler’s LPC ScaleFiedler’s LPC Scale
PleasantPleasantFriendlyFriendly
RejectingRejectingHelpfulHelpful
UnenthusiasticUnenthusiasticTenseTense
DistantDistantColdCold
CooperativeCooperativeSupportiveSupportive
BoringBoringQuarrelsomeQuarrelsomeSelf-assuredSelf-assured
EfficientEfficientGloomyGloomy
OpenOpen
UnpleasantUnpleasantUnfriendlyUnfriendlyAcceptingAcceptingFrustratingFrustratingEnthusiasticEnthusiasticRelaxedRelaxedCloseCloseWarmWarmUncooperativeUncooperativeHostileHostileInterestingInterestingHarmoniousHarmoniousHesitantHesitantInefficientInefficientCheerfulCheerfulGuardedGuarded
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8 7 6 5 4 3 2 1
Y.K.Feng, Management, Fall 2002
Findings of the Fiedler ModelFindings of the Fiedler Model
• Category• Leader-Member Relations• Task Structure• Position Power
• Category• Leader-Member Relations• Task Structure• Position Power
I
Good
HighStrong
II
Good
HighWeak
III
Good
LowStrong
IV
Good
LowWeak
V
Poor
HighStrong
VI
Poor
HighWeak
VII
Poor
LowStrong
VIII
Poor
LowWeak
High
Low
Per
form
ance
People-Oriented
Task-Oriented
Favorable Moderate Unfavorable
Y.K.Feng, Management, Fall 2002 Chapter 11 14
The Path-Goal Theory
Environmental Environmental Situational FactorsSituational Factors
OutcomesOutcomesLeaderLeaderBehaviorBehavior
Subordinate Subordinate Situational FactorsSituational Factors
Y.K.Feng, Management, Fall 2002 Chapter 11 15
1 2 3 4 5
Increased Employee InvolvementIncreased Employee Involvement
Increased Leader ControlIncreased Leader Control
Employee Involvement ContinuumEmployee Involvement Continuum
Leader Participation ModelLeader Participation Model
Y.K.Feng, Management, Fall 2002 Chapter 11 16
Contingency Variables in the Revised Contingency Variables in the Revised Leader-Participation ModelLeader-Participation Model
QualityRequirement
ProblemStructure
EmployeeConflict
GeographicDispersion
CommitmentRequirement
CommitmentProbability
EmployeeInformation
MotivationTime
LeaderInformation
Goal Congruence
TimeConstraint
MotivationDevelopment
Y.K.Feng, Management, Fall 2002 Chapter 11 17
The Situational Leadership ModelThe Situational Leadership Model
Style of Leader
High task andhigh relationship
High relationshipand low task
Low relationshipand low task
High task andlow relationship
Task Behavior
Rel
atio
nsh
ipB
ehav
ior
Able andwilling
Unable andunwilling
R4
Able andunwilling
R3
Unable andWilling
R2 R1
High Moderate Low
S3 S2
S4 S1
Part
icip
atin
g Selling
Delega
ting Telling
Y.K.Feng, Management, Fall 2002 Chapter 11 18
Charismatic LeadershipCharismatic Leadership
• Self-confidence
• Vision and articulation
• Strong convictions
• Extraordinary behavior
• Image as a change agent
• Environmental sensitivity
Y.K.Feng, Management, Fall 2002 Chapter 11 19
ExtendExtendthe Visionthe Vision
ExplainExplainthe Visionthe Vision
ExpressExpressthe Visionthe Vision
Visionary Visionary LeadershipLeadership
Y.K.Feng, Management, Fall 2002 Chapter 11 20
What Is Trust?What Is Trust?
• Integrity
• Competence
• Consistency
• Loyalty
• Openness
Y.K.Feng, Management, Fall 2002 Chapter 11 21
Deterrence-Deterrence-BasedBased
Knowledge-Knowledge-BasedBased
Identification-Identification-BasedBased
Three Types of TrustThree Types of Trust