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管 理 學 第十七章 領導 Leadership

管 理 學 第十七章 領導 Leadership. Most firms are overmanaged and underled. —John Kotter. 好的 領導人 應該是： 頭腦清楚，眼光快又準，能傾聽，胸襟格局大，肚量大，手腕高，能放下身段勤跑基層。 張忠謀：領導人的定義有兩項要件 1. 有人跟隨， 2. 知道往對的方向走。 盡己之力（智），盡人之力（智）。 Leader , subordinates , situation. 綱要. 1 7.1 領導之基本概念 1 7.2 當代之權變領導理論

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管 理 學 第十七章 領導 Leadership

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  1. 管 理 學第十七章 領導 Leadership Most firms are overmanaged and underled.—John Kotter

  2. 好的領導人應該是： 頭腦清楚，眼光快又準，能傾聽，胸襟格局大，肚量大，手腕高，能放下身段勤跑基層。 • 張忠謀：領導人的定義有兩項要件 1. 有人跟隨，2. 知道往對的方向走。 • 盡己之力（智），盡人之力（智）。 • Leader, subordinates, situation.

  3. 綱要 17.1 領導之基本概念 17.2 當代之權變領導理論 17.3 有關領導之當前課題

  4. 17.1 領導之基本概念 1. Defineleadersandleadership 2. 早期理論及其缺點 Trait theories: selecting Behavioral theories: training 3. Contingency theories: (re)placing interaction with subordinates, situation 討論：1.《十九顆星》。 2. 持續改善，對人尊重 (分工合作，做人做事) 3. 考慮情境，調整自己。

  5. Leader: Someone who can influence others and who has managerial authority Leadership: What leaders do; the process of influencing a group to achieve goals Ideally, all managers should be leaders. Leaders and Leadership

  6. 17.2 當代之權變領導理論 1. Fiedler 權變模式 2. 情境領導理論 3. 領導者參與模式 4. 途徑—目標理論 5. 交易型 VS. 轉換型 6. 魅力／願景領導 7. 團隊領導 討論： 1. Stogdill’s handbook of leadership 2. A dream makes a team, the team builds the dream. 沒有天才團隊，就沒有卓越的領導人； 但缺乏優秀領導人，也不可能有偉大團隊。 3. 暢銷書或文章 （附件）

  7. 17.3 有關領導之當前課題 1. 領導與權力（power） 2. 創造信任的文化(trust) 3. 透過賦權 （empowerment）來領導 4. 性別 5. 國家文化 討論：Sometimes leadership is irrelevant！

  8. 補充：Team work 1. Case study: a manager’s dilemma (p.517) 2. Thinking critically about ethics (p.536) 3. Internet-based exercise (p.544) 4. Team-based exercise (p.548)

  9. 回顧 1. 比較 authority, power, influence 2. 考量leader, subordinates, situation 3. 區分 power: legitmate, coercive, reward, expert, referent

  10. leader leadership behavioral theories managerial grid Fiedler contingency model leader participation model path-goal theory transactional leaders transformational leaders charismatic leader visionary leadership legitimate power coercive power reward power expert power referent power trust empowerment Terms to Know

  11. *Trait Theories 1. Drive, 2. the desire to lead, 3. honesty and integrity, 4. self-confidence, 5. intelligence, 6. job-relevant knowledge, 7. extraversion. 討論：1. 前科學 2. 權，勢，威，魔，魅，神，師，愛，專，誠 3. 第五級領導人：謙虛的個性，專業的堅持

  12. The Managerial Grid

  13. Good Task Oriented Performance Relationship Oriented Poor Favorable Moderate Unfavorable Category Leader-Member Relations Task Structure Position Power I II III IV V VI VII VIII Good Good Good Good Poor Poor Poor Poor High High Low Low High High Low Low Strong Weak Strong Weak Strong Weak Strong Weak Fiedler Model: 警長 vs. 舞女

  14. Findings of the Fiedler Model • Least-preferred co-worker (LPC) questionnaire • Assumptions: A certain leadership style should be most effective in different types of situations. • Leaders do not readily change leadership styles. • Matching the leader to the situation or changing the situation to make it favorable to the leader is required.

  15. Hersey and Blanchard’s Situational Leadership Theory (SLT) • Follower readiness: • R1: followers are unable and unwilling • R2: followers are unable but willing • R3: followers are able but unwilling • R4: followers are able and willing • Specific leadership styles: • Telling: high task- low relationship leadership • Selling: high task- high relationship leadership • Participating: low task- high relationship leadership • Delegating: low task- low relationship leadership

  16. Exhibit 17–5 Hersey and Blanchard’s Situational Leadership Model

  17. Exhibit 17–6Time-DrivenModel Source:Adapted from V. Vroom, “Leadership and the Decision-Making Process,” Organizational Dynamics, vol. 28, no. 4 (2000), p. 87.

  18. Path-Goal Theory Environmental Contingency Factors • Task Structure • Formal Authority System • Work Group Leader Behavior Outcomes • Directive • Supportive • Participative • Achievement oriented • Performance • Satisfaction Subordinate Contingency Factors • Locus of Control • Experience • Perceived Ability

  19. Transactional VS. Transformational • Transactional leaders are leaders who lead primarily by using social exchanges (transactions). • Transformational leaders are leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes. • Evidence supporting the superiority of transformational leadership over transactional leadership is overwhelmingly impressive.

  20. Charismatic Leadership • Have a vision. • Are able to articulate the vision. • Are willing to take risks to achieve the vision. • Are sensitive to the environment and follower needs. • Exhibit behaviors that are out of the ordinary.

  21. Exhibit 17–8 Specific Team Leadership Roles

  22. 暢銷書或文章之一 1. 塑造眾望所歸的遠景 2. 利用溝通，建立共識 3. 利用定位，建立信任 4. 自我的開展 Leaders -- The strategies for taking charge, by W. Bennis & B. Nanus, 1988.

  23. 暢銷書或文章之二 1. Proactive 2. Begin with the End in Mind 3. Put First Things First 4. Think Win Win 5. Seek First to Understand then be Understood 6. Synergise 7. Sharpening the Saw 8. Finding Your Voice and Inspiring Others to Find Theirs Principle - Centered Leadership, by S. R. Covey, 1991.

  24. 暢銷書或文章之三 • 個人：專業，同理心 認清自己，學習如何溝通，勤奮（親自督陣） • 組織：有效授權下去執行，建立體制控制 塑造願景，教化員工，回饋控制。 The work of the leader, by W. Pagonis, HBR, 1992. 領導的角色：宣傳家，行為典範，教育家，激勵者，啦啦隊長，告解神父。

  25. 暢銷書或文章之四 追隨的角度：有受重視的感覺，有一種利害共同體的感覺。A feeling of significance (community). 領導者要做出艱難決定，並承擔責任，需要 1. 公開坦率的態度（親和力）， 2. 刻意壓低身段。 Thehard work of being a soft manager, by W. Peace, HBR, 1991.

  26. 追隨者最想聽到的話 你真的很重要 你做得很好 心想事成 謝謝你 祝福 你 討論： Add value to the others

  27. 暢銷書或文章之五 1. 選擇性地顯露弱點 (deliberate vulnerability) 2. 憑直覺體察環境，慎選時機採取行動 3. 具備嚴格的同理心 (tough empathy) 4. 展露與眾不同的風格 Whyshould anyone be led by you? by R. Goffee & G. Jones, HBR, Sep-Oct. 2000.

  28. Five Sources of a Leader’s Power • Legitimate power a leader has as a result of his or her position. • Coercive power to punish or control. • Reward power to give positive benefits or rewards. Discuss: Ins and Outs of Office Politics (p.535) • Expertpower as a result of his or her expertise, skills, or knowledge. • Referentpower arise because of a person’s desirable resources or admired personal traits.

  29. Exhibit 17-10 Suggestions for Building Trust Practice openness. Be fair. Speak your feelings. Tell the truth. Show consistency. Fulfill your promises. Maintain confidences. Demonstrate competence.

  30. 女性不擅長領導？以金庸小說女主角為例 1. What women want? 有野心的女人，沒鬥志的男人 2. “I need a wife.” 3. 要懂得和別人分享權力

  31. Exhibit 17–11 Where Female Managers Do Better: A Scorecard Source:R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.

  32. Cross-Cultural Leadership • Universal Elements of Effective Leadership • Vision • Foresight • Providing encouragement • Trustworthiness • Dynamism • Positiveness • Proactiveness

  33. Basics of Leadership • Give people a reason to come to work. • Be loyal to the organization’s people • Spend time with people who do the real work of the organization. • Be more open and more candid about what business practices are acceptable and proper and how the unacceptable ones should be fixed.

  34. Leadership can be irrelevant!無為而無不為！ • Substitutes for Leadership • Follower characteristics • Experience, training, professional orientation, or the need for independence • Job characteristics • Routine, unambiguous, and satisfying jobs • Organization characteristics • Explicit formalized goals, rigid rules and procedures, or cohesive work groups

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