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Ch. 17 領導 Leadership

Ch. 17 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. 2. 交通大學管理學院 任維廉教授. 綱要. 17.1 leader and leadership

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Ch. 17 領導 Leadership

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  1. Ch. 17 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. 2 交通大學管理學院 任維廉教授

  3. 綱要 17.1leader and leadership 17.2 early theories of leadership 17.3three major contingency theories of leadership 17.4 contemporary views of leadership 17.5 contemporary issues affecting leadership 3 交通大學管理學院 任維廉教授

  4. 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. 17.1 Leaders and Leadership

  5. 17.2 early theories of leadership 1. Trait theories: selecting 2. 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 交通大學管理學院 任維廉教授

  6. *Trait Theories 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 1. Drive, 2. the desire to lead, 3. honesty and integrity, 4. self-confidence, 5. intelligence, 6. job-relevant knowledge, 7. extraversion. 6 交通大學管理學院 任維廉教授

  7. *Behavioral TheoriesThe Managerial Grid • Appraises leadership styles using two dimensions: • Concern for people • Concern for production • Places managerial styles in five categories 7

  8. The Managerial Grid: either X or Y, vs. Both High 9 8 7 6 5 4 3 2 1 Low (9,9) (1,9) Middle of the Road (5,5) Concern for People (1,1) (9,1) 1 2 3 4 5 6 7 8 9 High Concern for Task

  9. 17.3three major contingency theories of leadership 1. Fiedler 權變模式 2. Hersey and Blanchard 情境領導理論 3. House 途徑 / 目標理論 9

  10. 1. The Fiedler Model • Proposes that effective group performance depends upon the proper match between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence. 10

  11. 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 11 交通大學管理學院 任維廉教授

  12. 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.

  13. 2. Situational Leadership Theory (SLT) Hersey and Blanchard’s • 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 13 交通大學管理學院 任維廉教授

  14. Hersey and Blanchard’s Situational Leadership Model 14 交通大學管理學院 任維廉教授

  15. 3. Path-Goal Theory: 李遠哲，Drucker 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 15

  16. 17.4 Contemporary Views of Leadership 1. 領導者 / 成員交換理論 2. 轉換型/ 交易型領導 3. 魅力/ 願景領導 4. 團隊領導 *Stogdill’s handbook of leadership 16

  17. 1. Leader – Member Exchange Theory (LMX) • leaders create in-groups and out-groups and those in the in-group will have higher performance, less turnover, and greater job satisfaction. 17

  18. 2. 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. 18 交通大學管理學院 任維廉教授

  19. 3. 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. 19 交通大學管理學院 任維廉教授

  20. 4. Team leadershipA 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 20 交通大學管理學院 任維廉教授

  21. 17.5 contemporary issues affecting leadership 1. 管理權力 2. 發展信任 3. 賦權給員工 4. 跨文化領導 5. 成為有效的領導者 領導者訓練/ 替代領導 21

  22. 1. 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. *Ins and Outs of Office Politics • 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. 22 交通大學管理學院 任維廉教授

  23. 2. Suggestions for Building Trust Practice openness. Be fair. Speak your feelings. Tell the truth. Show consistency. Fulfill your promises. Maintain confidences. Demonstrate competence. 23 交通大學管理學院 任維廉教授

  24. 3. EmpoweringEmployees • Empowerment • Involves increasing the decision-making discretion of workers such that teams can make key operating decisions in develop budgets, scheduling workloads, controlling inventories, and solving quality problems • Why empower employees? • Quicker responses problems and faster decisions • Addresses the problem of increased spans of control in relieving managers to work on other problems 24

  25. 4. Cross-Cultural Leadership Universal Elements of Effective Leadership • Vision • Foresight • Providing encouragement • Trustworthiness • Dynamism • Positiveness • Proactiveness 25

  26. Selected Cross-Cultural Leadership Findings • Korean leaders are expected to be paternalistic toward employees. • Arab leaders who show kindness or generosity without being asked to do so are seen by other Arabs as weak. • Japanese leaders are expected to be humble and speak frequently. • Scandinavian and Dutch leaders who single out individuals with public praise are likely to embarrass, not energize, those individuals. 26

  27. 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 27 交通大學管理學院 任維廉教授

  28. Where Female Managers Do Better: A Scorecard Source:R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75. 28 交通大學管理學院 任維廉教授

  29. 5. 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. 29

  30. Leader Training • Training is more likely to be successful with individuals who are high self-monitors than those who are low self-monitors. • Individuals with higher levels of motivation to lead are more receptive to leadership development opportunities. 30

  31. 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 • Sometimes leadership is irrelevant！ 31

  32. 1. Case study: a manager’s dilemma (p.488) (1) Identify and articulate business problems (2) Gather and analyze information applicable (3) Identify and apply an appropriate tool for solving problems. 2. Thinking critically about ethics (p.507) (1) Identifies Dilemma. (2) Considers Stakeholders (3) Analyzes Alternatives and Consequences 3. Skill exercise (p.508) 4. Team exercise (p.509) 5. Internet-based exercise (p.509) bulleted list: suggestions of persuasion (influencing others). . Team work 32 32

  33. 重點回顧 1. 比較 authority, power, influence 2. 考量leader, subordinates, situation 3. 區分 power: legitmate, coercive, reward, expert, referent 33

  34. Terms to Know Hersey and Blanchard’s situational leadership Model Fiedler contingency model, 費德勒權變模式 path-goal theory, 途徑 - 目標理論 charismatic leader, 魅力型領導者 visionary leadership, 願景領導 Trust, 信任 Empowerment, 賦權 34

  35. 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. 35 交通大學管理學院 任維廉教授

  36. 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. 36 交通大學管理學院 任維廉教授

  37. 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。 37 交通大學管理學院 任維廉教授

  38. 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。 The hard work of being a soft manager, by W. Peace, HBR, 1991. 38 交通大學管理學院 任維廉教授

  39. 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 39 交通大學管理學院 任維廉教授

  40. The Planning-Controlling Link

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