领导学：在实践中提升领导力（原书第10版）课件 第14章　情境.pptx

Chapter14TheSituationCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.

ChapterOutlineIntroductionThetaskTheorganizationTheenvironment

TheSituationWhenyou’veexhaustedallpossibilities,rememberthis:Youhaven’t!RobertH.Schuller,ministerandauthor.

Introduction1Situationalengineering:Leadersusetheirknowledgeofhowasituationaffectsleadershiptoproactivelychangethesituationtoimprovethechancesofsuccess.Situationsoftenexplainmoreaboutwhatisgoingonandwhatkindsofleadershipbehaviorswillbebestthananyothersinglevariable.Appropriatenessofaleader’sbehaviorinagroupmakessenseonlyinthesituationalcontextinwhichthebehavioroccurs.

Introduction2Situations,notsomeone’straitsorabilities,playthemostimportantroleindeterminingwhoemergesasaleader.Historically,greatleadersemergedduringsocialupheavals,economiccrises,orrevolutions.Researchersadvocatingthesituationalviewpointbelievedthatleadersweremade,notborn,andthatpriorleadershipexperiencehelpedforgeeffectiveleaders.

Introduction3Roletheory:Leaders’behaviorsdependsontheirperceptionsofcriticalaspectsofthesituation.Rulesandregulationsgoverningajob.Roleexpectationsofsubordinates,peers,andsuperiors.Natureofthetask.Feedbackaboutsubordinates’performance.Multiple-influencemodel:Distinguishesbetweenmicrovariables,suchastaskcharacteristics,andmacrovariables,suchastheexternalenvironment,inthesituation.Macrovariableshaveapervasiveinfluenceonthewaysleadersact.Mainsituationallevelsofabstraction:Task,organizational,andenvironmental.

Figure14.1:AnExpandedLeader-Follower-SituationModelAccessthetextalternativeforslideimages.

HowTasksVary,andWhatThatMeansfor

LeadershipTaskautonomy:Degreetowhichajobprovidesanindividualwithsomecontroloverwhat