西方管理学HUMANRESOURCE9.ppt

Vroom’s Leader Decision Styles 12-* Figure 12.3 Fiedler’s Contingency Model Fiedler’s contingency model of leadership effectiveness A situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation. 12-* Fiedler’s Analysis of Situations 12-* Figure 12.4 Fiedler’s Contingency Model Task-motivated leadership Leadership that places primary emphasis on completing a task. Relationship-motivated leadership Leadership that places primary emphasis on maintaining good interpersonal relationships. 12-* Hersey and Blanchard’s Situational Theory Hersey and Blanchard’s situational theory A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important. 12-* Hersey and Blanchard’s Situational Theory Job maturity The level of the employee’s skills and technical knowledge relative to the task being performed. Psychological maturity An employee’s self-confidence and self-respect. 12-* Path-Goal Theory Path-goal theory A theory that concerns how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals. 12-* The Path-Goal Framework 12-* Figure 12.5 Substitutes for Leadership Substitutes for leadership Factors in the workplace that can exert the same influence on employees as leaders would provide. 12-* Contemporary Perspectives on Leadership Charismatic leader A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers. 12-* Contemporary Perspectives on Leadership Transformational leader A leader who motivates people to transcend their personal interests for the good of the group. Transactional leaders Leaders who manage through