管 理 學第十七章 領導 Leadership

Most firms are overmanaged and underled. —John Kotter—John Kotter

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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.

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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

綱要

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1. Define leaders and leadership

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。

17.1 領導之基本概念

Leaders and Leadership

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.

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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）

17.2 當代之權變領導理論

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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 ！

17.3 有關領導之當前課題

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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)

補充： Team work

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1. 比較 authority, power, influence

2. 考量 leader, subordinates, situation

3. 區分 power: legitmate, coercive, reward,

expert, referent

回顧

Terms to Know leader leadershipbehavioral theoriesmanagerial gridFiedler contingency model leader participation modelpath-goal theory transactional leaders

transformational leaderscharismatic leadervisionary leadership legitimate powercoercive power reward powerexpert power referent power trustempowerment

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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

*Trait Theories

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The Managerial Grid

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CategoryLeader-MemberRelations

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

Favorable UnfavorableModerate

Good

Poor

Per

form

ance

RelationshipOriented

TaskOriented

Fiedler Model: 警長 vs. 舞女

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Findings of the Fiedler Model

Least-preferred co-worker (LPC) questionnaireAssumptions: 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.

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Follower readiness:R1: followers are unable and unwillingR2: followers are unable but willingR3: followers are able but unwillingR4: followers are able and willing

Specific leadership styles:

Telling: high task- low relationship leadershipSelling: high task- high relationship leadershipParticipating: low task- high relationship leadershipDelegating: low task- low relationship leadership

Hersey and Blanchard’s Situational Leadership Theory (SLT)

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

Exhibit 17–6Time-DrivenModel

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

Path-Goal Theory

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Environmental Contingency Factors

• Task Structure• Formal Authority System• Work GroupLeader

Behavior

• Directive• Supportive• Participative• Achievement oriented

Outcomes

•Performance• Satisfaction

SubordinateContingency Factors

• Locus of Control • Experience• Perceived Ability

Transactional VS. Transformational

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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.

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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.

Charismatic Leadership

Exhibit 17–8 Specific Team Leadership Roles

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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.

暢銷書或文章之一

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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.

暢銷書或文章之二

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1.個人：專業，同理心認清自己，學習如何溝通，勤奮（親自督陣）

2.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。

暢銷書或文章之三

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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.

追隨者最想聽到的話

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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

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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

Why should anyone be led by you? by R. Goffee & G. Jones, HBR, Sep-Oct. 2000.

暢銷書或文章之五

Five Sources of a Leader’s Power

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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)

Expert power

as a result of his or her expertise, skills, or knowledge.

Referent power

arise because of a person’s desirable resources or admired personal traits.

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Practice openness.

Be fair.

Speak your feelings.

Tell the truth.

Show consistency.

Fulfill your promises.

Maintain confidences.

Demonstrate competence.

Exhibit 17-10Suggestions for Building Trust

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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

女性不擅長領導？以金庸小說女主角為例

Exhibit 17–11Where Female Managers Do Better: A Scorecard

31Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.

Cross-Cultural LeadershipUniversal Elements of Effective Leadership

Vision

Foresight

Providing encouragement

Trustworthiness

Dynamism

Positiveness

Proactiveness

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Basics of LeadershipGive 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.

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Leadership can be irrelevant!無為而無不為！

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Substitutes for LeadershipFollower characteristics

Experience, training, professional orientation, or the need for independence

Job characteristicsRoutine, unambiguous, and satisfying jobs

Organization characteristicsExplicit formalized goals, rigid rules and procedures,

or cohesive work groups