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Part 4: LeadingPart 4: Leading
Chapter 11Chapter 11
Leadership and TrustLeadership and Trust
領導與信任領導與信任Leadership and TrustLeadership and Trust
領導與信任領導與信任
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 22
OutlinesOutlines• Managers vs. leaders.• Trait theories of leadership.• Behavior theories of leadership• Contingency Theories of leadership
– Fiedler contingency model.– path-goal model– Situational Leadership®.
• Emerging approaches to leadership– Charismatic Leader– Visionary leaders
• Trust
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 33
Managers Versus LeadersManagers Versus Leaders 管理者管理者 vs.vs.領導者領導者
• Managers– Persons whose influence on others is limited to the
appointed managerial authority of their positions to reward and punish. 擁有獎賞與懲罰部屬的法定權力,其影響力限於職位上的職權。
• Leaders– Persons with managerial and personal power who
can influence others to perform actions beyond those that could be dictated by those persons’ formal (position) authority alone. 能影響他人去執行超過正式職權所能命令的行為。
“Not all leaders are managers, nor are all managers leaders.”
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 44
課堂各組作業─你認為什麼是領導者?課堂各組作業─你認為什麼是領導者?1010minsmins
• 請討論出一個你們心目中的領導者(可以是政治界、學術界、產業界、娛樂運動界、工作或求學中的同事或同學等等)
• 請列舉出你們認為他/她是您們的領導者的理由。有何特質、行為或事蹟。
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 55
Trait Theories Of LeadershipTrait Theories Of Leadership領導者的特質理論領導者的特質理論
Theories that attempt to isolate characteristics that differentiate leaders from nonleaders
• Attempts to identify traits that always differentiate leaders from followers and effective leaders from ineffective leaders have failed.
• Attempts to identify traits consistently associated with leadership have been more successful.
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 66
Six Traits That Differentiate Leaders Six Traits That Differentiate Leaders from Nonleadersfrom Nonleaders 六項領導者的特質六項領導者的特質
1.Drive驅力或膽識2.Desire to lead領導的慾望3.Honesty and integrity誠實和正直4.Self-confidence自信心5.Intelligence智慧6.Job-relevant knowledge專業知識
EXHIBIT 11.1
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 77
Behavioral Theories Of LeadershipBehavioral Theories Of Leadership領導者的行為理論領導者的行為理論
– Theories that attempt to isolate behaviors that differentiate effective leaders from ineffective leaders
– Behavioral studies focus on identifying critical behavioral determinants of leadership that, in turn, could be used to train people to become leaders.
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 88
Leadership Behaviors or StylesLeadership Behaviors or Styles
• Autocratic style of leadership 獨裁式之領導– A leader who centralizes authority, dictates work methods,
makes unilateral decisions, and limits employee participation.集中職權、指示工作方法、制定決策以及限制員工參與
• Laissez-faire style of leadership無為而治式之領導– A leader who gives employees complete freedom to make
decisions and to decide on work methods
給予員工完全決策的自由,並由其選擇合適的方法來工作。
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 99
Leadership Behaviors or Styles Leadership Behaviors or Styles (cont’d)(cont’d)
• Democratic style of leadership 民主式之領導– A leader who involves employees in decision making,
delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees. 讓員工參與決策、授權、鼓勵參與決定工作方法與目標、運用回饋教導員工
• A democratic-consultative leader seeks input and hears the concerns and issues of employees but makes the final decision him or herself. 顧問式
• A democratic-participative leader often allows employees to have a say in what’s decided. 參與式
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 1010
Continuum of Leader BehaviorContinuum of Leader Behavior
EXHIBIT 11.2
Democratic
Participative
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 1212
Leadership Behaviors or Styles Leadership Behaviors or Styles (cont’d)(cont’d)
• Conclusions about leadership styles– The laissez-faire leadership style is
ineffective.– Quantity of work is equal under authoritarian
and democratic leadership styles– Quality of work and satisfaction is higher
under democratic leadership.
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 1313
領導的行為理論領導的行為理論
• 愛俄華 (Iowa) 大學研究
• 俄亥俄 (Ohio) 州立大學
• 密西根 (Michigan) 大學的研究
• 管理方格 (Managerial Grid) 理論
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 1414
The Ohio State StudiesThe Ohio State Studies
• Studies that sought to identify independent dimensions of leader behavior– Initiating structure定規The extent to which a leader defines and structures his
or her role and the roles of employees to attain goals界定自己和部屬角色及行為以完成目標之程度
– Consideration關懷The extent to which a leader has job relationships
characterized by mutual trust, respect for employees’ ideas, and regard for their feelings 希望維持一種互信,關心部屬的感覺和尊重其想法的工作關係之程度。
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 1515
The University Of Michigan StudiesThe University Of Michigan Studies
• Studies that sought to identify the behavioral characteristics of leaders related to performance effectiveness– Employee oriented員工導向
• A leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences.
– Production oriented生產導向• A leader who emphasizes technical or task aspects of a
job, is concerned mainly with accomplishing tasks, and regards group members as a means to accomplishing goals.
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 1616
The The Managerial Managerial
GridGridA two-dimensional view of leadership style that is based on concern for people versus concern for production
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 1717
管理方格理論管理方格理論
• 圖 11-3
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 1818
Contingency Theories Of LeadershipContingency Theories Of Leadership領導的權變理論領導的權變理論
• Fiedler contingency leadership model 費德勒模式
• Path-Goal Theory 路徑 - 目標模式• Leader-participation model 領導者 - 參與模式• Hersey-Blanchard Situational Leadership 情境理
論
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 1919
Fiedler contingency leadership modelFiedler contingency leadership model 費費德勒模式德勒模式
• The theory that effective group performance depends on the proper match between the leader’s style of interacting with employees and the degree to which the situation gives control and influence to the leader
– Uses Least-preferred co-worker (LPC) questionnaire, to measure the leader’s task or relationship orientation.
– Identified three situational criteria—leader member relations( 領導者 - 部屬關係 ), task structure( 任務結構 ), and position power( 職位權力 )—that could be manipulated match an inflexible leadership style.
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 2020
The Findings of the Fiedler ModelThe Findings of the Fiedler Model
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 2222
Path-Goal TheoryPath-Goal Theory 路徑路徑 -- 目標模式目標模式– It is a leader’s job to assist followers in attaining
their goals and to provide the necessary direction and support
– A leader’s motivational behavior:• Makes employee need satisfaction
contingent on effective performance.• Provides the coaching, guidance, support,
and rewards that are necessary for effective performance.
– Assumes that the leader’s style is flexible and can be changed to adapt to the situation at hand.
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 2323
Path-Goal Leadership BehaviorsPath-Goal Leadership Behaviors• Directive leader 指導
– Lets employees know what is expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks.
• Supportive leader 支持– Is friendly and shows concern for the needs of
employees.
• Participative leader 參與– Consults with employees and uses their
suggestions before making a decision.
• Achievement-oriented leader 成就導向– Sets challenging goals and expects employees to
perform at their highest levels.
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 2424
Path-Goal TheoryPath-Goal Theory
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 2626
Leader-participation model (Vroom, Leader-participation model (Vroom, Yetton and Jago)Yetton and Jago) 領導者領導者 -- 參與模式參與模式– Provided a sequential set of rules for determining
the form and amount of participation a leader should exercise in decision making according to different types of situations.
• The model was a decision tree incorporating seven contingencies (whose relevance could be identified by making yes or no choices) and five alternative leader ship styles.
– Assumed an adaptable leadership style.
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 2727
Contingency Variables in the Revised Contingency Variables in the Revised Leader-Participation ModelLeader-Participation Model
• QR: Quality Requirement• CR: Commitment
Requirement• LI: Leader Information• ST: Problem Structure• CP: Commitment
Probability• GC: Goal Congruence
• CO: Employee Conflict• SI: Employee Information• TC: Time Constraint• GD: Geographical
Dispersion • MT: Motivation Time• MD: Motivation-
Development
EXHIBIT 11.6
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 2828
Situational LeadershipSituational Leadership 情境理論情境理論• Leaders should adjust their leadership styles
—telling 命令 , selling 推銷 , participating 參與 , and delegating 授權— in accordance with the readiness of their followers.– Acceptance: Leader effectiveness reflects the reality that
it is the followers who accept or reject the leader.
– Readiness: a follower’s ability and willingness to perform.
– At higher levels of readiness, leaders respond by reducing control over and involvement with employees.
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 2929
Situational Leadership情境理論
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 3030
情境理論情境理論高關係低任務
高關係高任務
S2
s1
無能且無願
有能但無願
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 3232
Emerging Approaches To LeadershipEmerging Approaches To Leadership
• Charismatic leadership theory 魅力式領導理論– Followers make attributions of heroic or extraordinary
leadership abilities when they observe certain behaviors
• People working for charismatic leaders are motivated to exert extra work effort and, because they like and respect their leaders, express greater satisfaction.
– Charisma leadership appears to be most appropriate when the followers’ task has a ideological component or when the environment involves a high degree of stress and uncertainty.
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 3333
Charismatic LeadershipCharismatic Leadership 魅力式領導理魅力式領導理論論
• A charismatic leader influences followers by:– Stating a vision that provides a sense of community by
linking the present with a better future.
– Communicating high expectations and expressing confidence that followers can attain them.
– Conveying, through words and actions, a new set of values, and by his or her behavior setting an example for followers to imitate.
– Making self-sacrifices and engaging in unconventional behavior to demonstrate courage and convictions about the vision.
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 3434
Key Characteristics of Charismatic LeadersKey Characteristics of Charismatic Leaders
• Self-confidence 自信• Vision 願景• Ability to articulate the vision 描繪願景的能力• Strong convictions 堅強的說服力• Behavior that is out of the ordinary 不尋常的行為• Appearance 外表• Environmental sensitivity 對環境的敏感度
EXHIBIT 11.8
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 3535
Visionary LeadershipVisionary Leadership 願景式領導願景式領導
“A vision should create enthusiasm, bringing energy and commitment to the organization.”– The key properties of a vision are inspirational
possibilities that are value centered, realizable, and have superior imagery and articulation.
• Visionary leadership– The ability to create and articulate a realistic, credible,
attractive vision of the future that grows out of and improves upon the present
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 3636
Skills of Visionary LeadersSkills of Visionary Leaders
• The ability to explain the vision to others.– Make the vision clear in terms of required actions and
aims through clear oral and written communication.
• The ability to express the vision not just verbally but through the leader’s behavior.– Behaving in ways that continually convey and
reinforce the vision.
• The ability to extend the vision to different leadership contexts.– Sequencing activities so the vision can be applied in a
variety of situations
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 3737
Transactional Transactional 業務性業務性 Leaders versus Leaders versus TransformationalTransformational 轉換性轉換性 LeadersLeaders
• Transactional leaders– Leaders who guide or motivate their followers toward
established goals by clarifying role and task requirements.
• Transformational leaders– Leaders who inspire followers to transcend their own
self-interests for the good of the organization and are capable of having a profound and extraordinary effect on followers.
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 3838
The Challenge of Team LeadershipThe Challenge of Team Leadership
• Becoming an effective team leader requires:– Learning to share information.– Developing the ability to trust others.– Learning to give up authority.– Knowing when to leave their teams alone and when to
intercede.
• New roles that team leaders take on– Managing the team’s external boundary– Facilitating the team process
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 3939
Team Leader RolesTeam Leader Roles 領導者角色領導者角色
EXHIBIT 11.9
衝突管理者問題解決者
對外聯絡官教練
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 4040
Substitutes for LeadershipSubstitutes for Leadership 替代領導替代領導
• Employee characteristics員工特性– Experience– Training– Professional orientation– Indifference toward
organizational regards
• Job characteristics工作特性– Unambiguous– Routine– Intrinsically satisfying
• Organizational characteristics組織特性– Explicit formalized goals– Rigid rules and
procedures– Cohesive work groups
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 4141
Trust—the Essence of LeadershipTrust—the Essence of Leadership
• Five Dimensions of Trust– Integrity 正直
• Honesty and truthfulness– Competence 能力
• Technical and interpersonal knowledge and skills– Consistency 一致性
• Reliability, predictability, and good judgment– Loyalty 忠誠
• Willingness to protect and save face for a person– Openness 開放
• Willingness to share ideas and information freely
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 4242
Types Of TrustTypes Of Trust
• Deterrence-based trust 基於威嚇– Trust based on fear of reprisal if the trust is violated
• Knowledge-based trust 基於知識– Trust based on the behavioral predictability that
comes from a history of interaction
• Identification-based trust 基於認同– Trust based on an emotional
connection between the parties
Management-leadership Dr. Mike Wu 2008 Management-leadership Dr. Mike Wu 2008 4343
Steps in Building TrustSteps in Building Trust1. Practice openness.
2. Be fair.
3. Speak your feelings.
4. Tell the truth.
5. Be consistent.
6. Fulfill your promises.
7. Maintain confidences.
8. Demonstrate confidence.