管理學：整合觀點與創新思維中山大學企管系著 11-1 Ch11 領導的基本概念領導攸關組織的盛衰

管理學：整合觀點與創新思維中山大學企管系著 11-1

Ch11 領導的基本概念

領導攸關組織的盛衰



領導的本質

定義：領導是一種「領導者」影響「追隨者」的歷程，在此歷程中，追隨者瞭解什麼該做以及如何去做，領導者藉此提升個人與團體的努力，進而達成共享的目標領導與管理：一般而言，管理者乃指那些把事情做對的人 (efficiency) ，而領導者更是那些做「對的事情」的人 (effectiveness)



Power: The Key to Leadership

Legitimate PowerThe authority that a manager has by virtue of his or her position in the firm.

• Example: the power to hire or fire employees.

Reward PowerThe ability of a manager to give or withhold tangible and intangible rewards.

• Example: awarding pay raises or providing verbal praise for good performance.

Effective managers use reward power to signal to employees that they are doing a good job.

合法權力

獎賞、資源掌控權力



Power: The Key to Leadership (cont’d)

Coercive PowerThe ability of a manager to punish others.

• Examples: verbal reprimand, pay cut, and dismissal.• Is limited in effectiveness and application; can have

serious negative side effects.

Expert PowerPower that is based on special knowledge, skills, and expertise that the leader possesses.

• First-line and middle managers have the most expert power; usually is technical ability.

懲罰、強制權力

專家權威



Power: The Key to Leadership (cont’d)

Referent PowerPower that comes from subordinates’ and coworkers’ respect for the personal characteristics of a leader who has earned their loyalty and admiration.Usually held by and available for use by likable managers who are concerned about their workers.

德高望重之威嚴

•論語學而篇，子曰：「君子不重，則不威，學則不固。主忠信，無友不如己者，過則勿憚改。」

•論語子張篇，子夏曰：「君子有三變：望之儼然，即之溫也，聽其言也厲。」



西方領導理論

特質理論 (trait theory)

行為理論 (behavior theory)

權變理論 (contingency theory)

整合理論與跨文化研究 (integrative theory & cross-cultural research)



特質理論

有系統地去觀察領導者的「身體特性」、「性格」及「能力」特性，來瞭解領導的本質。 Stogdill: 智力、支配性、自信、精力及工作知識等 5 種性格特質在大部分研究中都與領導有密切相關，但以特質解釋或預測領導效能的正確性並不高。 ( 相關係數不高 )



Other traits related to effective leadership

Skills of leadershipKatz: conceptual/ interpersonal relationship/ technical abilities

Yukl: creativity/organizing/persuasion/ interpersonal & social relationship



行為理論將有效領導 (effective leadership) 的焦點轉移到領導者所經常「表現」的行為上，並嘗試找出抽象但是可以描述的行為特性俄亥俄州立大學的領導研究

主動結構 (initiating)• 特徵是指導成員從事特定任務、期望工作維持一定水準以及

強調達到工作期限的要求體恤 (consideration)

• 特徵是注重與部屬的關係、尊重部屬意見及關心部屬福利密西根大學的領導研究

生產導向 (production oriented)員工導向 (employee oriented) Higher performance



管理方格 (by Blake & Mouton)

Types of leader: insignificantly related to effective performance



權變理論－領導者與「情境」的互動Fiedler 的權變模式在 House 的途徑目標論在 Hersey & Blanchard 的情境領導論在 Graen & Cashman 的領導者—部屬交換理論在 Kerr & Jermier 的領導取代論



Fiedler 的權變模式團體績效決定於領導風格與情境有利程度之適當搭配，故要先對領導風格與領導情境分類，然後進一步確認兩者間的適配情況情境的有利程度是由三個變項所決定，依其重要性分別為「領導者與部屬」之間關係（好或壞）、「任務結構程度」（高度確定性或低度）以及領導者之職權 (position power) （強或弱）。依此三變項可組成八個不同有利程度的情境。



Fiedler’s model for matching leadership with contingencies



House’s 路徑目標理論由動機的期望理論基礎上發展出來，試圖說明領導者的行為對部屬之「動機」、「工作滿意度」、「工作績效」之影響與 Fielder 權變理論相異處：

對領導風格有不同主張在領導風格是否可改變上也持不同立場

本理論提出四種領導行為類型如下：指導型支持型參與型成就型



路徑目標理論之架構Contingencies about employee



情境領導理論 (situational leadership theory by Hersey & Blanchard )

該理論反映了「生命週期模式」觀點，他們認為領導者與部屬的關係猶如親子關係把「部屬的成熟度」當作情境變項，而成熟度是由兩個因素所決定，即部屬的能力 (ability) 與意願 (willingness) 四種領導風格的說明與其適用情境詳述如下：告知型 (telling): high task-oriented but low relationship-oriented推銷型 (selling): high task-oriented and high relationship-oriented參與型 (participating): low task-oriented but high relationship-oriented授權型 (delegating): low task-oriented and low relationship-oriented





領導者—部屬交換理論

領導者—部屬交換理論主張的情境變項最為特殊，因為該情境變項並非單獨由部屬特性所決定，而是由「領導者與部屬之間的互動品質」決定。

關係的好壞差別對待• 好團體內；信任、支持、關注• 壞團體外；低交換報酬、低升遷機會但是，影響「交換關係品質」的因果實在不明。



領導替代理論有一些研究者並不滿意領導理論發展的現況，它們質疑領導的必要性。 Kerr和 Jermier 認為領導行為在某些情境下是多餘或不必要的，甚至在某些情境下，領導反而會有反效果

Worker empowerment or self-managed work teams reduce leadership needs.

Managers should be aware that they do not always need to directly exert influence over workers.

• Characteristics of the subordinates—their skills, experience, motivation. (by selective recruiting and training)

• Characteristics of context—the extent to which work is interesting and fun. (by purposeful work design)



Transformational Leadership

Leadership that:Makes subordinates aware of the importance of their jobs and performance to the organization by providing feedback to the worker.

Makes subordinates aware of their own needs for personal growth and development.

Motivates workers to work for the good of the organization, not just themselves.



Being a Charismatic Leader for corporate transformation

Charismatic LeaderAn enthusiastic, self-confident transformational leader able to clearly communicate his or her vision of how good things could be by:

• Being excited and clearly communicating excitement to subordinates.

• Openly sharing information with employees so that everyone is aware of problems and the need for change.

• Empowering workers to help with solutions.• Engaging in the development of employees by working

hard to help them build skills.

Subordinated with honor



願景式領導理論

提出願景 (vision) 是魅力領導者的特徵之一，當領導者能創造並清楚表達願景，且該願景是實際、可信與充滿「吸引力」時，將會激發員工追求願景的熱情與動力願景式領導者通常具備三項技能：

向他人「解釋」願景的能力以具體「行動」傳達願景的能力能夠把願景「延伸」到不同的領導情境中



領導理論的跨文化比較研究

華人領導理論公私分明的行為CPM: 個人品德 (character) 、工作績效 (performance) 、群體關係之維繫 (maintenance)

家長式領導 : • 領導者 : 德行、權威、仁慈、• 追隨者 : 依賴順服、感恩圖報、尊敬認同



家長式領導的初步模型



霸氣領導的郭台銘

Documents

管理學：整合觀點與創新思維 中山大學企管系 著 11-1 Ch11 領導的基本概念 領導攸關組織的盛衰

管理學：整合觀點與創新思維中山大學企管系著 11-1 Ch11 領導的基本概念領導攸關組織的盛衰