Management 管理学 PRIMANOnlineLectureCh15.docx
- 文档编号:16454088
- 上传时间:2023-07-13
- 格式:DOCX
- 页数:13
- 大小:31.93KB
Management 管理学 PRIMANOnlineLectureCh15.docx
《Management 管理学 PRIMANOnlineLectureCh15.docx》由会员分享,可在线阅读,更多相关《Management 管理学 PRIMANOnlineLectureCh15.docx(13页珍藏版)》请在冰点文库上搜索。
Management管理学PRIMANOnlineLectureCh15
chapter15-Leadership
onlineLecture
I.MANAGER’SCHALLENGE
Buildingamotivated,satisfied,andcommittedworkforceforlow-skill,low-wagejobssuchasfoodservice,hospitalcleaning,andlawnmowingcanbeanightmare.AramarkCorporationisinvolvedinallthosebusinessesandmoreasaleaderinmanagedservicesforcorporations,universities,hospitals,parksandresorts,andotherorganizations.RoyPelaezlovesworkingforAramark,andhetakesgreatprideinhisnewjobasheadofaserviceoperationthatcleansairplanesforDeltaandSouthwestinseveralnortheasterncities.Yet,hehadnoideahowharditwouldbetokeep400mostlynon-English-speakingimmigrantsmotivatedandinspiredtogivetheirbesttoaminimumwagejob.Moraleisdismal,andturnoverexceeds100percentayear.Peopledon’tseemtotakeanyprideintheirwork.Moreover,walletsorothervaluablesthatpassengersleaveonplaneshaveafunnywayofdisappearing.Pelaezisdeterminedtoturntheoperationaroundbycreatinganenvironmentwhereemployeesfeelcommittedtothecompany,theirfellowworkers,andcustomers.Buthowishetodoit?
He’salwaysbelievedthatmanagersshouldn’tgetinvolvedinthepersonalproblemsoftheirsubordinates,butPelaezthinkshemightneedadifferentapproachtotapintotheenergyandenthusiasmofhisemployees.
II.THENATUREOFLEADERSHIP
Thereisprobablynotopicmoreimportanttobusinesssuccessthanleadershipbecauseitoccursamongpeople,involvesinfluence,andisusedtoattaingoals.Influencemeansthattherelationshipamongpeopleisnotpassive.Influenceisdesignedtoachievesomeendorgoal.
Leadershipisdefinedastheabilitytoinfluencepeopletowardtheattainmentofgoals.Leadershipisreciprocal,occurringamongpeople.Itisdynamicandinvolvestheuseofpowertogetthingsdone.
III.LeadershipforContemporaryTimes
Theturbulenceanduncertaintyoftheenvironmentinwhichmostcorporationsareoperatingintoday’sworldhavehadasignificantinfluenceonleadershipthinkingandstyles.Ethicalandeconomicdifficulties,corporategovernanceconcerns,globalization,changesintechnology,newwaysofworking,shiftingemployeeexpectations,andsignificantsocialtransitionshavecontributedtoashiftinhowwethinkaboutandpracticeleadership.Duringthe1980sand1990s,leadershipbecameequatedwithlarger-than-lifepersonalities,strongegos,andpersonalambitions.Incontrast,thepost-heroicleader’smajorcharacteristicishumility.Humilitymeansbeingunpretentiousandmodestratherthanarrogantandprideful.
A.Level5Leadership
1.AkeycharacteristicofLevel5leadersisanalmostcompletelackofego,coupledwithafierceresolvetodowhatisbestfortheorganization.Incontrasttotheviewofgreatleadersaslarger-than-lifepersonalitieswithstrongegosandbigambitions,Level5leadersoftenseemshyandunpretentious.Althoughtheyacceptfullresponsibilityformistakes,poorresults,orfailures,Level5leadersgivecreditforsuccessestootherpeople.
B.Women’sWaysofLeading
1.Researchindicatesthatwomen’sstyleofleadershipistypicallydifferentfrommostmen’sandisparticularlysuitedtotoday’sorganizations.Usingdatafromactualperformanceevaluations,onestudyfoundthatwhenratedbypeers,subordinates,andbosses,femalemanagersscoredsignificantlyhigherthanmenonabilitiessuchasmotivatingothers,fosteringcommunication,andlistening.
2.Interactiveleadershipmeansthattheleaderfavorsaconsensualandcollaborativeprocess,andinfluencederivesfromrelationshipsratherthanpositionpowerandformalauthority.Focusingonminimizingpersonalambitionanddevelopingothersisahallmarkofinteractiveleadership,whichhasbeenfoundtobecommonamongfemaleleaders.
IV.LEADERSHIPVERSUSMANAGEMENT
Managementandleadershiparebothimportanttoorganizations.Effectivemanagersmustalsobeleadersbecauseofdistinctivequalitiesassociatedwitheachthatprovidedifferentstrengthsfortheorganization.Managementandleadershipreflecttwodifferentsetsofqualitiesandskillsthatfrequentlyoverlapwithinasingleindividual.Apersonmayhavemoreofonesetofqualitiesthantheother,butideallyamanagerdevelopsabalanceofbothmanagerandleaderqualities.
Aprimarydistinctionbetweenmanagementandleadershipisthatmanagementpromotesstability,order,andproblemsolvingwithintheexistingorganizationalstructuresandsystems.Leadershippromotesvision,creativity,andchange.Itmeansquestioningthestatusquosothatoutdated,unproductive,orsociallyirresponsiblenormscanbereplaced.
Leadershipcannotreplacemanagement.Goodmanagementhelpstheorganizationmeetcurrentcommitments,whilegoodleadershipmovestheorganizationintothefuture.
V.LEADERSHIPTRAITS
Earlyeffortstounderstandleadershipfocusedontheleader’spersonalcharacteristicsortraits.Traitsarethedistinguishingpersonalcharacteristicsofaleadersuchasintelligence,values,self-confidence,andappearance.
Generally,researchfoundonlyaweakrelationshipbetweenpersonaltraitsandleadersuccess.Physical,social,andwork-relatedcharacteristicsofleadershavealsobeenstudied.Theappropriatenessofatraitorsetoftraitsdependsontheleadershipsituation.Thesametraitsdonotapplytoeveryorganizationorsituation.
VI.BEHAVIORALAPPROACHES
Theinabilitytodefineeffectiveleadershipbasedsolelyontraitsledtoaninterestinlookingatthebehaviorofleadersandhowitmightcontributetoleadersuccess.Twobasicleadershipbehaviorsthathavebeenidentifiedasimportantforleadershiparetask-orientedbehaviorandpeople-orientedbehavior.ImportantresearchprogramsusingthesecategorieswereconductedatOhioState,TheUniversityofMichigan,andtheUniversityofTexas.
A.OhioStateStudies
1.TheOhioStatestudiesofleaderbehavioridentifiedtwomajorleadershipbehaviorscalledconsiderationandinitiatingstructure.
a.Considerationistheextenttowhichtheleaderissensitivetosubordinates,respectstheirideasandfeelings,andestablishesmutualtrust.Considerateleadersarefriendly,provideopencommunication,developteamwork,andareorientedtowardtheirsubordinates’welfare.
b.Initiatingstructureistheextenttowhichaleaderistaskorientedanddirectssubordinateactivitiestowardsgoalattainment.Leaderswiththisstyletypicallygiveinstructions,spendtimeplanning,emphasizedeadlines,andprovideschedulesofworkactivities.
2.Considerationandinitiatingstructureareindependentofeachother;aleaderwithahighdegreeofconsiderationmaybehighorlowoninitiatingstructure.Aleadermayhaveanyoffourstyles.
a.highinitiatingstructure–lowconsideration
b.highinitiatingstructure–highconsideration
c.lowinitiatingstructure–lowconsideration
d.lowinitiatingstructure–highconsideration
3.Theresearchshowedthatthehighconsideration-highinitiatingstructurestyleachievedbetterperformanceandgreatersatisfactionthantheotherstyles.However,newresearchhasfoundthatthe“high-high”styleisnotnecessarilythebest;effectiveleadersmayhavedifferentstylesdependingonthesituation.
B.MichiganStudies
1.TheUniversityofMichiganstudiescomparedthebehaviorofeffectiveandineffectivesupervisors.
a.Employeecenteredleadersweretheeffectiveleaderswhoestablishedhighperformancegoalsanddisplayedsupportivebehaviortowardsubordinates.
b.Jobcenteredleaderswereineffectiveandlessconcernedwithgoalachievementandhumanneedsinfavorofmeetingschedules,keepingcostslow,andachievingefficiency.
C.TheLeadershipGrid
1.ResearchersattheUniversityofTexasdevelopedtheLeadershipGrid®,atwodimensionalmodelthatmeasuresconcernforpeopleandforproduction.Eachaxisonthegridisanine-pointscale,with1meaninglowconcernand9meaninghighconcern.
a.Teammanagement(9,9)isoftenconsideredthemosteffectivestyleforallmanagers;organizationmembersworktogethertoaccomplishtaskoutcomes.
b.Country-clubmanagement(1,9)occurswhenprimaryemphasisisgiventopeopleratherthantoworkoutputs.
c.Authority-compliancemanagement(9,1)occurswhenefficiencyinoperationsisthedominantorientation.
d.Middle-of-the-roadmanagement(5,5)reflectsamoderateconcernforbothpeopleandproduction.
e.Impoverishedmanagement(1,1)meanstheabsenceofamanagementphilosophy;managersexertlittleefforttowardinterpersonalrelationshipsorworkaccomplishment.
UnlockingCreativeSolutionsThroughPEOPLE
TheDeLaSalleSpartansWinwithSoul
ThelasttimetheDeLaSalleSpartanslostafootballgamewasin1991.CoachBobLaDouceurhasledhisteamofplayers,manyofwhomarederidedas“undersized”and“untalented,”toonevictoryafteranother,yearafteryear.LaDouceurdirectscloseattentionthetasksneededtoaccomplishthegoalofwinning.Hekeepshisplayersonayear-roundstrengthandconditioningprogram.Tasksareimportant,butforLaDouceur,peoplealwayscomefirst.Astensionsbuildduringtheseason,playersareencouragedtospeaktheirhearts,confesstheirfears,andtalkabouttheircommitments.Beforethegame,LaDouceurtalksaboutthe“Lword.”“Love.Whyisthatworksohardtosay?
”heaskshisplayers.
VII.CONTINGENCYAPPROACHES
A.HerseyandBlanchard’sSituationalTheory
1.Thefocusofthistheoryisthatsubordinatesvaryintheirreadinesslevel.Peoplelowintaskreadinessneedadifferentleadershipstylethanthosewithhighreadiness.Peoplehavelowtaskreadinessduetolimitedskills,lackoftraining,orinsecurity.Peoplewithhightaskre
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- Management 管理学 PRIMANOnlineLectureCh15