領導學：在實踐中提升領導力（原書第10版）課件 第1章　我們所說的領導是什么

Chapter1WhatDoWeMeanbyLeadership?Copyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.ChapterOutlineIntroductionWhatisleadership?LeadershipmythsTheinteractionalframeworkforanalyzingleadershipIllustratingtheinteractionalframework:womeninleadershiprolesThereisnosimplerecipeforeffectiveleadershipIntroductionLivesofgreatmenallremindusWecanmakeourlivessublimeand,departing,leavebehindusfootprintsonthesandsoftime.HenryWadsworthLongfellow.ProfilesinLeadershipSheikhZayedbinSultanAlNahyanBillGatesAlexanderHamiltonHarryTrumanPaulRevereLeadership1Complexphenomenoninvolvingaleader,hisorherfollowers,andasituation.Becauseofthecomplexityofleadership,leadershipresearchershavedefinedtheconceptinmanydifferentways:Processbywhichanagentinducesasubordinatetobehaveinadesiredmanner.Directingandcoordinatingtheworkofgroupmembers.Interpersonalrelationinwhichotherscomplybecausetheywantto,notbecausetheyhaveto.Leadership2Processofinfluencinganorganizedgrouptowardaccomplishingitsgoals.Actionsthatfocusresourcestocreatedesirableopportunities.Creatingconditionsforateamtobeeffective.Theabilitytoengageemployees,theabilitytobuildteams,andtheabilitytoachieveresults.Thefirsttworepresentthehowandthelatterthewhatofleadership.Acomplexformofsocialproblemsolving.DifferencebetweenSuccessfulManagersandEffectiveManagersSuccessfulmanagersThosepromotedquicklythroughtheranksSpendmoretimeinorganizationalsocializingandpoliticking.Spendlesstimeontraditionalmanagementresponsibilitiessuchasplanninganddecisionmaking.EffectivemanagersMakerealcontributionstotheirorganization’sperformance.LeadershipIsBothaScienceandanArtBass&Stogdill’sHandbookofLeadership:Theory,Research,andManagerialApplicationscitesapproximately8,000studiesonleadership.Reflectsthescopeofthescienceofleadership.Leadershipremainspartlyanartaswellasascience.Somemanagersmaybeeffectiveleaderswithouteverhavingtakenacourseortrainingprograminleadership.Somescholarsinthefieldofleadershipmayberelativelypoorleadersthemselves.Skillsinanalyzingandrespondingtosituationsvarygreatlyacrossleaders.LeadershipIsBothRationalandEmotional1Leadershipincludesactionsandinfluencesbasedon:Reasonandlogic.Inspirationandpassion.Sincepeoplearebothrationalandemotional,leadersuserationaltechniquesandemotionalappealstoinfluencefollowers.Leadersshouldweightherationalandemotionalconsequencesoftheiractions.Arousedfeelingscanbeusedeitherpositivelyornegatively,constructivelyordestructively.Someleadershavebeenabletoinspireotherstodeedsofgreatpurposeandcourage.LeadershipIsBothRationalandEmotional2Themerepresenceofagroupcancausepeopletoactdifferentlythanwhentheyarealone.Somescholarssuggestthattheveryideaofleadershipmayberootedinpeople'semotionalneeds.Romanceofleadershipmaybeaculturalmyththathasutilityonlyuntilitaffectshowpeoplecreatemeaningaboutcausaleventsincomplexsocialsystems.DistinctionsbetweenManagersandLeadersManagers:Administer.Maintain.Control.Haveashort-termview.Askhowandwhen.Imitate.Acceptthestatusquo.Leaders:Innovate.Develop.Inspire.Havealong-termview.Askwhatandwhy.Originate.Challengethestatusquo.Figure1.1:LeadershipandManagementOverlapAccessthetextalternativeforslideimages.LeadershipMyths1Goodleadershipisallcommonsense.Thetermcommonsenseisambiguous.Ifleadershipweresimplycommonsense,thentherewouldbefewerworkplaceproblems.Onechallengeofunderstandingleadershipmaybetoknowwhencommonsenseappliesandwhenitdoesnot.LeadershipMyths2Leadersareborn,notmade.Innatefactorsandformativeexperiencesinfluencebehaviorandleadership.Thereisageneticcomponenttointelligence,butaleadermightrequireadvancededucationinspecializedfieldsaswell.LeadershipMyths3Researchshowscognitiveabilitiesandpersonalitytraitsarepartiallyinnate.Naturaltalentsorcharacteristicsmayoffercertainadvantagesordisadvantagestoaleader.Differentenvironmentscannurtureorsuppressdifferentleadershipqualities.LeadershipMyths4Theonlyschoolwhereleadershipislearntfromistheschoolofhardknocks.Formalstudyandexperientiallearningcomplementeachother.Formalstudyofleadershipprovidesstudentswithavarietyofwaysofexaminingaparticularleadershipsituation.Studyingthedifferentwaysresearchershavedefinedandexaminedleadershiphelpsstudentsusethesedefinitionsandtheoriestobetterunderstandwhatisgoingoninanyleadershipsituation.Figure1.2:AnInteractionalFrameworkforAnalyzingLeadershipAccessthetextalternativeforslideimages.Source:AdaptedfromE.P.Hollander,LeadershipDynamics:APracticalGuidetoEffectiveRelationships(NewYork:FreePress,1978).TheInteractionalFrameworkforAnalyzingLeadershipStatesthatleadershipisafunctionofthreeelements—theleader,thefollowers,andthesituation.Example:In-groupsandout-groups.In-groups:Highdegreeofmutualinfluenceandattractionbetweentheleaderandafewsubordinates.Thesubordinatesfeelahighdegreeofloyalty,commitment,andtrusttowardtheleader.Othersubordinatesbelongtotheout-group.LeaderasanIndividual1Characteristicsinclude:Uniquepersonalhistory.Interests.Charactertraits.Motivation.Effectiveleadersdifferfromtheirfollowersandfromineffectiveleadersonelementssuchaspersonalitytraits,cognitiveabilities,skills,andvalues.Leadersaregenerallycalmandarenotpronetoemotionaloutbursts.LeaderasanIndividual2LeadersappointedbysuperiorsmayhavelesscredibilityandmaygetlessloyaltyLeaderselectedoremergingbyconsensusfromranksoffollowersareviewedasmoreeffective.Leader’sexperienceorhistoryinaparticularorganizationisusuallyimportanttoherorhiseffectiveness.Leader’slegitimacyisaffectedbytheextentoffollowerparticipationinaleader’sselection.Followers1Bothpractitionersandscholarsstresstherelatednessofleadershipandfollowership.Followingaspectsoffollowersaffecttheleadershipprocess:ExpectationsPersonalitytraitsMaturitylevelsLevelsofcompetenceMotivationFollowers2Workerswhosharealeader’sgoalsandvalues,andwhofeelintrinsicallyrewardedforperformingajobwellmaybemoremotivated.Followingfactorshavesignificantimplications:Numberoffollowersreportingtoaleader.Followers’trustandconfidenceintheleader.Followers3Importanceoftheleaderandfollowerrelationshiphasundergonedynamicchangeforthefollowingreasons:Increasedpressuretofunctionwithreducedresources.Trendtowardgreaterpowersharinganddecentralizedauthorityinorganizations.Increaseincomplexproblemsandrapidchangesinanorganizationcreatingthedemandformorepeopletosolvethem.Followers4Waysinwhichfollowerscantakeonnewleadershiprolesandresponsibilitiesinthefuture.Beingproactiveintheirstancetowardorganizationalproblemsbyplayinganactiveandconstructiverolecollaboratingwithleadersinsolvingproblems.Contributingtotheleadershipprocessbybecomingskilledat"influencingupward."Stayingflexibleandopentoopportunities.Alternativeapproachtounderstandingfollowership.Constructionistapproach:Viewsleadershipascombinedactsofleadingandfollowingbydifferentindividuals,whatevertheirformaltitlesorpositionsinanorganizationmaybeTheSituationLeadershipmakessenseinthecontextofhowtheleaderandfollowersinteractinagivensituation.Mostambiguousaspectoftheleadershipframework.IllustratingtheInteractionalFramework:WomeninLeadershipRoles1Womenaretakingonnewleadershiprolesingreaternumbersthaneverbefore.Problemsthatconstraintheopportunityforcapablewomentorisetothehighestleadershiprolesinorganizationsstillexist.IllustratingtheInteractionalFramework:WomeninLeadershipRoles2Findingsfromstudiesregardingproblemsthatconstrainwomenfromgainingleadershiproles.Mentorsofwomenexecutiveshadlessorganizationalinfluenceandcloutthandidthementorsoftheirmalecounterparts.Comparedtomen,women’strustineachotherdecreaseswhenworksituationsbecomemoreprofessionallyrisky.Strongmasculinestereotypeofleadershipcontinuestoexistintheworkplace.Womenareseenaslesswellsuitedtotherequirementsofleadershipthanmen.Womenareviewedasmoreapttoallowtheirdecisionsandactionstobe"controlled"bytheiremotions.IllustratingtheInteractionalFramework:WomeninLeadershipRoles3Practiceinteractiveleadership.Interactiveleadershipdevelopedbywomen’ssocializationexperiencesandcareerpaths.Factorsthatexplaintheshifttowardmorewomeninleadershiproles.Womenthemselveshavechanged.Leadershiproleshavechanged.Organizationalpracticeshavechanged.Culturehaschanged.IllustratingtheInteractionalFramework:WomeninLeadershipRoles4Glasscliff:Femalecandidatesforanexecutivepositionaremorelikelytobehiredthanequallyqualifiedmalecandidateswhenanorganization’sperformanceisdeclining.Challengeforwomeninadditiontotheglassceiling.Reflectsagreaterwillingnesstoputwomeninprecariouspositions.Thewomen’suseofinteractiveleadershiphasitsrootsinsocialization,andthewomenintervieweesbelievethatitbenefitstheirorganizations.ThingstoKeepinMindforEffectiveLeadership

1Leadershipmustalwaysbeassessedinthecontextoftheleader,thefollowers,andthesituation.Leadersmayneedtorespondto:Variousfollowersdifferentlyinthesamesituation.Samefollowersdifferentlyindifferentsituations.ThingstoKeepinMindforEffectiveLeadership

2Followersmayrespondto:Variousleadersdifferently.Eachotherdifferentlywithdifferentleaders.Twoleadersmayhavedifferentperceptionsofthesamefollowersorsituations.Conclusion:Therightbehaviorinonesituationisnotnecessarilytherightbehaviorinanothersituation.SummaryLeadershipistheprocessofinfluencinganorganizedgrouptowardachievingitsgoals.Considerableoverlapexistsbetweenleadershipandmanagement.Studyofleadershipmustalsoincludetwootherareas:thefollowersandthesituation.Goodleadershipmakesadifference,anditcanbeenhancedthroughgreaterawarenessoftheimportantfactorsinfluencingtheleadershipprocess.EndofMainContent