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領導攸關組織的盛衰

領導攸關組織的盛衰. 領導的本質. 定義：領導是一種「領導者」影響「追隨者」的歷程，在此歷程中，追隨者瞭解什麼該做以及如何去做，領導者藉此提升個人與團體的努力，進而達成共享的目標 領導與管理：一般而言，管理者乃指那些把事情做對的人 (efficiency) ，而領導者更是那些做「對的事情」的人 (effectiveness). Power: The Key to Leadership. 合法權力. Legitimate Power

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領導攸關組織的盛衰

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  1. 領導攸關組織的盛衰

  2. 領導的本質 • 定義：領導是一種「領導者」影響「追隨者」的歷程，在此歷程中，追隨者瞭解什麼該做以及如何去做，領導者藉此提升個人與團體的努力，進而達成共享的目標 • 領導與管理：一般而言，管理者乃指那些把事情做對的人(efficiency)，而領導者更是那些做「對的事情」的人(effectiveness)

  3. Power: The Key to Leadership 合法權力 • Legitimate Power • The authority that a manager has by virtue of his or her position in the firm. • Example: the power to hire or fire employees. • Reward Power • The ability of a manager to give or withhold tangible and intangible rewards. • Example: awarding pay raises or providing verbal praise for good performance. • Effective managers use reward power to signal to employees that they are doing a good job. 獎賞、資源掌控權力

  4. Power: The Key to Leadership (cont’d) 懲罰、強制權力 • Coercive Power • The ability of a manager to punish others. • Examples: verbal reprimand, pay cut, and dismissal. • Is limited in effectiveness and application; can have serious negative side effects. • Expert Power • Power that is based on special knowledge, skills, and expertise that the leader possesses. • First-line and middle managers have the most expert power; usually is technical ability. 專家權威

  5. Power: The Key to Leadership (cont’d) 德高望重之威嚴 • Referent Power • Power that comes from subordinates’ and coworkers’ respect for the personal characteristics of a leader who has earned their loyalty and admiration. • Usually held by and available for use by likable managers who are concerned about their workers. • 論語學而篇，子曰：「君子不重，則不威，學則不固。主忠信，無友不如己者，過則勿憚改。」 • 論語子張篇，子夏曰：「君子有三變：望之儼然，即之溫也，聽其言也厲。」

  6. 西方領導理論 • 特質理論 (trait theory) • 行為理論 (behavior theory) • 權變理論 (contingency theory) • 整合理論與跨文化研究(integrative theory & cross-cultural research)

  7. 特質理論 • 有系統地去觀察領導者的「身體特性」 、「性格」及「能力」特性，來瞭解領導的本質。 • Stogdill: 智力、支配性、自信、精力及工作知識等5種性格特質在大部分研究中都與領導有密切相關，但以特質解釋或預測領導效能的正確性並不高。(相關係數不高)

  8. Other traits related to effective leadership • Skills of leadership • Katz: conceptual/ interpersonal relationship/ technical abilities • Yukl: creativity/organizing/persuasion/ interpersonal & social relationship

  9. 行為理論 • 將有效領導(effective leadership)的焦點轉移到領導者所經常「表現」的行為上，並嘗試找出抽象但是可以描述的行為特性 • 俄亥俄州立大學的領導研究 • 主動結構(initiating) • 特徵是指導成員從事特定任務、期望工作維持一定水準以及強調達到工作期限的要求 • 體恤(consideration) • 特徵是注重與部屬的關係、尊重部屬意見及關心部屬福利 • 密西根大學的領導研究 • 生產導向(production oriented) • 員工導向(employee oriented) Higher performance

  10. 管理方格(by Blake & Mouton) Types of leader: insignificantly related to effective performance

  11. 權變理論－領導者與「情境」的互動 • Fiedler的權變模式 • 在House的途徑目標論 • 在Hersey & Blanchard的情境領導論 • 在Graen & Cashman的領導者—部屬交換理論 • 在Kerr & Jermier的領導取代論

  12. Fiedler的權變模式 • 團體績效決定於領導風格與情境有利程度之適當搭配，故要先對領導風格與領導情境分類，然後進一步確認兩者間的適配情況 • 情境的有利程度是由三個變項所決定，依其重要性分別為「領導者與部屬」之間關係（好或壞）、「任務結構程度」 （高度確定性或低度）以及領導者之職權(position power)（強或弱）。依此三變項可組成八個不同有利程度的情境。

  13. Fiedler’s model for matching leadership with contingencies

  14. House’s路徑目標理論 • 由動機的期望理論基礎上發展出來，試圖說明領導者的行為對部屬之「動機」 、「工作滿意度」 、「工作績效」之影響 • 與Fielder權變理論相異處： • 對領導風格有不同主張 • 在領導風格是否可改變上也持不同立場 • 本理論提出四種領導行為類型如下： • 指導型 • 支持型 • 參與型 • 成就型

  15. 路徑目標理論之架構 Contingencies about employee

  16. 情境領導理論(situational leadership theory by Hersey & Blanchard ) • 該理論反映了「生命週期模式」觀點，他們認為領導者與部屬的關係猶如親子關係 • 把「部屬的成熟度」當作情境變項，而成熟度是由兩個因素所決定，即部屬的能力(ability)與意願(willingness) • 四種領導風格的說明與其適用情境詳述如下： • 告知型(telling): high task-oriented but low relationship-oriented • 推銷型(selling): high task-oriented and high relationship-oriented • 參與型(participating): low task-oriented but high relationship-oriented • 授權型(delegating): low task-oriented and low relationship-oriented

  17. 領導者—部屬交換理論 • 領導者—部屬交換理論主張的情境變項最為特殊，因為該情境變項並非單獨由部屬特性所決定，而是由「領導者與部屬之間的互動品質」決定。 • 關係的好壞差別對待 • 好團體內；信任、支持、關注 • 壞團體外；低交換報酬、低升遷機會 • 但是，影響「交換關係品質」的因果實在不明。

  18. 領導替代理論 • 有一些研究者並不滿意領導理論發展的現況，它們質疑領導的必要性。Kerr和 Jermier 認為領導行為在某些情境下是多餘或不必要的，甚至在某些情境下，領導反而會有反效果 • Worker empowerment or self-managed work teams reduce leadership needs. • Managers should be aware that they do not always need to directly exert influence over workers. • Characteristics of the subordinates—their skills, experience, motivation. (by selective recruiting and training) • Characteristics of context—the extent to which work is interesting and fun. (by purposeful work design)

  19. Transformational Leadership • Leadership that: • Makes subordinates aware of the importance of their jobs and performance to the organization by providing feedback to the worker. • Makes subordinates aware of their own needs for personal growth and development. • Motivates workers to work for the good of the organization, not just themselves.

  20. Being a Charismatic Leader for corporate transformation Subordinated with honor • Charismatic Leader • An enthusiastic, self-confident transformational leader able to clearly communicate his or her vision of how good things could be by: • Being excited and clearly communicating excitement to subordinates. • Openly sharing information with employees so that everyone is aware of problems and the need for change. • Empowering workers to help with solutions. • Engaging in the development of employees by working hard to help them build skills.

  21. 願景式領導理論 • 提出願景(vision)是魅力領導者的特徵之一，當領導者能創造並清楚表達願景，且該願景是實際、可信與充滿「吸引力」時，將會激發員工追求願景的熱情與動力 • 願景式領導者通常具備三項技能： • 向他人「解釋」願景的能力 • 以具體「行動」傳達願景的能力 • 能夠把願景「延伸」到不同的領導情境中

  22. 領導理論的跨文化比較研究 • 華人領導理論 • 公私分明的行為 • CPM: 個人品德(character)、工作績效(performance)、群體關係之維繫(maintenance) • 家長式領導: • 領導者: 德行、權威、仁慈、 • 追隨者: 依賴順服、感恩圖報、尊敬認同

  23. 家長式領導的初步模型

  24. 霸氣領導的郭台銘

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