Chapter 16
Leadership in Organizations
领导
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Objectives
• Define leadership and explain its importance for organizations.
• Identify personal characteristics associated with effective leaders.
• Explain the five sources of power and how each causes different
subordinate behavior.
• Describe the leader behaviors of initiating structure and consideration
and when they should be used.
• Describe Hersey and Blanchard’s situational theory and its application
to subordinate participation.
• Explain the path-goal model of leadership.
• Discuss how leadership fits the organizational situation and how
organizational characteristics can substitute for leadership behaviors.
• Describe transformational leadership and when it should be used.
• Explain innovative approaches to leadership in the new workplace,
such as Level 5 leadership, interactive leadership, virtual leadership,
and servant leadership.
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Topics to be discussed
•
•
•
•
The Nature of Leadership 领导的本质
Leadership versus Management 领导与管理
Leadership Traits 领导的特质
Autocratic versus Democratic Leaders
独裁领导者与民主领导者
• Behavioral Approaches 行为方法
• Contingency Approaches 权变方法
• Leading the New Workplace 领导新工作场所
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领导的本质
The Nature of Leadership
• Leadership 领导
– Definition
• The ability to influence people toward the
attainment of organizational goals
• 为完成目标而影响他人的能力
– reciprocal, occurring among people
– “people” activity
– Dynamic, involves the use of power
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领导与管理
Leadership versus Management
• Management Power:
– comes from organizational
structure, it promotes
stability, order, and problem
solving within the structure.
– 管理的权力来源于组织结构，
有助于提高稳定、加强秩序
和在组织结构中解决问题
• Leadership Power:
– comes from personal
sources, such as personal
interests, goals, and values.
– promotes vision, creativity,
and change.
– 领导权力来源于个人、如个
人兴趣、目标以及价值等，
它有助于创造共同的远景、
激发创造力以及组织变革
Major differences:
 source of power权力来源
 level of compliance 服从程度
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权力来源
Sources of Power
• Position Power 职位权力
– Legitimate Power法定权力
• power coming from a
formal management
position.
– Reward Power奖励权力
• stems from the authority to
bestow rewards on other
people.
– Coercive Power惩罚权力
• the authority to punish or
recommend punishment.
• Personal Power 个人权力
– Expert Power专家权力
• leader’s special knowledge
or skill regarding the tasks
performed by followers.
– Referent Power魅力影响力
• personality characteristics
that command
subordinates’
identification, respect, and
admiration so they wish to
emulate the leader
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领导的特质
Leadership Traits
• Traits 特质
– Distinguishing personal characteristics, such as
intelligence, values, and appearance
–领导者与众不同的个人特征
• Research findings:
– Weak relationship between personal traits and
leader success
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领导者的个人特征
Personal Characteristics of Leaders
Social characteristics
Ability to enlist cooperation
Popularity, prestige
Sociability, interpersonal skills
Social participation
Tact, diplomacy
Physical characteristics
Activity
Energy
Personality
Alertness
Originality, creativity
Personal integrity
Self-confidence
Social background
Mobility
Work-related characteristics
Achievement drive
Drive for responsibility
Responsibility in pursuit of goals
Task orientation
Intelligence and ability
Judgment, decisiveness
Knowledge
Fluency of speech
Source: Adapted from Bernard M. Bass, Stogdill’s Handbook of Leadership, rev. Ed. (New York: Free Press, 1981), 75-76. This adaptation appeared in R. Albanese and D. D. Van Fleet,
Organizational Behavior: A managerial Viewpoint (Hinsdale, III.: The Dryden Press, 1983).
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独裁领导者与民主领导者
Autocratic versus Democratic Leaders
• Autocratic Leader独裁领导者
– centralize authority and rely on legitimate, reward, and
coercive power
• Democratic Leader民主领导者
– delegate authority, encourage participation, and rely on
expert and referent power to influence subordinates
• Research findings
– the extent to which the leader is autocratic (boss
centered) or democratic (subordinate centered) depends
on organizational circumstances
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行为方法
Behavioral Approaches
• Ohio State Studies
俄亥俄州立大学的研究
• Michigan Studies
密歇根大学的研究
• The Leadership Grid
领导方格
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俄亥俄州立大学的研究
Ohio State Studies
Consideration:体谅
–
–
–
–
Is mindful of subordinates
Establishes mutual trust
Provides open communication
Develops teamwork
Initiating Structure:体制
–
–
–
–
Is task oriented
Directs subordinate work activities toward goal attainment
Typically give instructions, spend time planning, and emphasize deadlines
Provide explicit schedules of work activities
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俄亥俄州立大学的研究
Ohio State Studies
low consideration
High initiating structure
低体谅高体制
High consideration
High initiating structure
高体谅高体制
low consideration
low initiating structure
低体谅低体制
High consideration
low initiating structure
高体谅低体制
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密歇根大学的研究
Michigan Studies
• Employee-centered leaders
以员工为中心的领导
• Job- centered leaders
以工作为中心的领导
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领导方格
Leadership Grid
1,9
Country Club Management
Concern for People
High
Low
9,9
Team Management
5,5
Middle-of-the-Road Management
Impoverished Management
1,1
Low
Concern for Production
Authority-Compliance
9,1
High
Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29.
Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.
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权变方法
Contingency Approaches
• Fiedler’s Contingency
Theory 菲德勒权变理论
– Leadership Style 领导风格
• Relationship Oriented 关系导
向型
• Task Oriented 任务导向型
– Situation 环境特点
• Leader-Member Relations领
导 – 成员关系
• Task Structure任务结构
• Position Power职位权力
• Hersey and Blanchard
Situational Theory情境理论
– Subordinates’ Readiness Level
下属工作主动程度
• Path Goal Theory
途径 – 目标理论
– 三个因素
• Leader behavior 领导行为
• Situational contingencies 情
境权变因素
• Use of rewards奖励的使用
– 期望的领导行为
• Substitutes for Leadership 领
导的替代
– Substitute 替代
– Neutralize 抵消
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Fiedler’s Classification of Situation Favorableness
Source: Fred E. Fiedler, “The Effects of Leadership Training and Experience: A Contingency Model Interpretation,” Administrative Science Quarterly 17 (1972), 455. Reprinted by permission
of Administrative Science Quarterly.
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领导行为
Path-Goal Theory Leaders Behaviors
 Supportive leadership:支持型领导
… Leader behavior that shows concern for subordinates
… Open, friendly, and approachable
… Creates a team climate
… Treats subordinates as equals
 Directive leadership:指示型领导
… Tells subordinates exactly what they are supposed to do
… Planning, making schedules, setting performance goals, and
behavior standards
 Participative leadership:参与型领导
… Consults with his or her subordinates about decisions
 Achievement-oriented leadership:成就导向型领导
… Sets clear and challenging goals for subordinates
… Behavior stresses high-quality performance
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情境权变因素
Path-Goal Situational Contingencies
The personal characteristics of group
members 个人特征
The work environment 工作环境
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领导的作用
Leader Roles in Path-goal Theory
Source: Based on Bernard M. Bass, “Leadership:
Good, Better, Best,” Organizational Dynamics 13
(Winter 1985), 26-40.
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期望的领导行为
Path-Goal Situations &Preferred Leader Behavior
Source: Adapted from Gary A. Yukl, Leadership in Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1981), 146-152.
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领导新工作场所
Leading the New Workplace
Transactional leaders:作业领导
 Clarify the role and task requirements of subordinates, initiate
structure, provide appropriate rewards, and display
consideration for subordinates
Charismatic leaders:领袖型领导
 Has the ability to motivate subordinates to transcend their
expected performance
Transformational leaders:变革型领导
 Distinguished by a special ability to bring about innovation
and change
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领导新工作场所
Leading the New Workplace
• 四个重要概念
–
–
–
–
Level 5 Leadership第五级领导
Women’s ways of leading女性的领导方式
Virtual leadership虚拟型领导
Servant leadership服务型领导
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Case Study
• DGL International
– What leadership style did John Terrill use? What do you think was
his primary source of power?
– Based on the Hersey-Blanchard theory, should Terrill have been
less participative? Should he have initiated more task structure for
the engineers? Explain.
– What leadership approach would you have taken in this situation?
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