1、會計學(xué)1商務(wù)英語實(shí)訓(xùn)課程商務(wù)英語實(shí)訓(xùn)課程unitLeadershipLEADERSHIP第1頁/共24頁113Explain Hersey and Blanchards situational theory.Summarize leader-member exchange theory.L E A R N I N G O B J E C T I V E S第2頁/共24頁114L E A R N I N G O B J E C T I V E S (contd)第3頁/共24頁115LeadershipThe ability to influence a group toward the ac

2、hievement of goals.ManagementUse of authority inherent in designated formal rank to obtain compliance from organizational members.第4頁/共24頁116Traits Theories of LeadershipTheories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders.第5頁/共24頁117第

3、6頁/共24頁118Behavioral Theories of LeadershipTheories proposing that specific behaviors differentiate leaders from nonleaders.第7頁/共24頁119Initiating StructureThe extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in the search for goal attainment.Consi

4、derationThe extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates ideas, and regard for their feelings.第8頁/共24頁1110Employee-Oriented LeaderEmphasizing interpersonal relations; taking a personal interest in the needs of employees and acce

5、pting individual differences among members.Production-Oriented LeaderOne who emphasizes technical or task aspects of the job.第9頁/共24頁1111E X H I B I T 111第10頁/共24頁1112Development-Oriented LeaderOne who values experimentation, seeking new ideas, and generating and implementing change.Researchers in F

6、inland and Sweden question whether there are only two dimensions (production-orientation and employee-orientation) that capture the essence of leadership behavior. Their premise is that in a changing world, effective leaders would exhibit development-oriented behavior. 第11頁/共24頁1113Fiedlers Continge

7、ncy ModelThe theory that effective groups depend on a proper match between a leaders style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.Least Preferred Co-Worker (LPC) QuestionnaireAn instrument that purports to measure whether a pe

8、rson is task- or relationship-oriented.第12頁/共24頁1114Leader-Member RelationsThe degree of confidence, trust, and respect subordinates have in their leader.Position PowerInfluence derived from ones formal structural position in the organization; includes power to hire, fire, discipline, promote, and g

9、ive salary increases.Task StructureThe degree to which the job assignments are procedurized.第13頁/共24頁1115E X H I B I T 112第14頁/共24頁1116Research Support:Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals.Less experienced people perfo

10、rm better in leadership roles under low stress than do more experienced people.Cognitive Resource TheoryA theory of leadership that states that stress can unfavorably affect a situation and that intelligence and experience can lessen the influence of stress on the leader.第15頁/共24頁1117Situational Lea

11、dership Theory (SLT)A contingency theory that focuses on followers readiness.Leader: decreasing need for support and supervisionFollower readiness: ability and willingness第16頁/共24頁1118WillingUnwillingAbleUnableFollower Readiness第17頁/共24頁1119Leader-Member Exchange (LMX) TheoryLeaders create in-groups

12、 and out-groups, and subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.第18頁/共24頁1120E X H I B I T 113第19頁/共24頁1121Path-Goal TheoryThe theory that it is the leaders job to assist followers in attaining their goals and to provide them t

13、he necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.第20頁/共24頁1122E X H I B I T 114第21頁/共24頁1123Leader-Participation Model (Vroom and Yetton)A leadership theory that provides a set of rules to determine the form and

14、amount of participative decision making in different situations.第22頁/共24頁1124E X H I B I T 115Importance of the decisionImportance of obtaining follower commitment to the decisionWhether the leader has sufficient information to make a good decisionHow well structured the problem isWhether an autocra

15、tic decision would receive follower commitmentWhether followers “buy into” the organizations goalsWhether there is likely to be conflict among followers over solution alternativesWhether followers have the necessary information to make a good decisionTime constraints on the leader that may limit follower involvementWhether