Ch. 18 領導領導 Leadership Leadership

Most firms are overmanaged and underledMost 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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18.1 leader and leadership

18.2 early theories of leadership

18.3 three major contingency theories of leadership

18.4 contemporary views of leadership

18.5 contemporary issues affecting leadership

綱要綱要

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18.1 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. Trait theories: selecting2. 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。

18.2 early theories of leadership

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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.8. Proneness to guilt

*Trait *Trait TTheoriesheories

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

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*Behavioral Theories*Behavioral Theories

The Managerial GridAppraises leadership styles using two dimensions:

Concern for peopleConcern for production

Places managerial styles in five categories

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The Managerial Grid: The Managerial Grid: either X or Yeither X or Y, vs. Both, vs. Both

Middle of the Road (5,5)

(1,9)

High9

8

7

6

5

4

3

2

1

Low

Con

cern

for P

eopl

e

1 2 3 4 5 6 7 8 9 HighConcern for Task

(1,1)

(9,1)

(9,9)

18.3 three major contingency theories of leadership 1. Fiedler 1. Fiedler 權變權變模式模式2. Hersey and Blanchard 2. Hersey and Blanchard 情境情境領導理論領導理論3. House 3. House 途徑途徑 / / 目標目標模式模式

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1. The Fiedler Model1. 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.

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1111

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

Perf

orm

ance

RelationshipOriented

TaskOriented

Fiedler Model: Fiedler Model: 警長 警長 vs. vs. 舞女舞女

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Findings of the Fiedler ModelLeast-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

2. Situational Leadership Theory (SLT) 2. Situational Leadership Theory (SLT) Hersey and Blanchard’s Hersey and Blanchard’s

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Hersey and Blanchard’s Situational Leadership ModelHersey and Blanchard’s Situational Leadership Model

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3. Path-Goal Model: 3. Path-Goal Model: 李遠哲李遠哲，， DruckerDrucker

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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

18.4 Contemporary Views of Leadership

1. 1. 領導者 領導者 - - 成員成員交換交換理論理論2. 2. 交易型 交易型 / / 轉換型轉換型領導領導3. 3. 魅力魅力 - - 願景領導願景領導4. 4. 團隊團隊領導領導*Stogdill’s handbook of leadership

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1. Leader – Member Exchange Theory (LMX)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.

對多數人一視同仁，對少數人推心置腹對多數人一視同仁，對少數人推心置腹

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2. Transactional vs. Transformational2. 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.

3. Charismatic Leadership3. Charismatic Leadership

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4. Team leadership4. 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

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18.5 contemporary issues affecting leadership

1. 1. 管理管理權力權力2. 2. 發展發展信任信任3. 3. 賦權賦權給員工給員工4. 4. 跨文化跨文化領導領導5. 5. 成為有效的領導者成為有效的領導者 領導者領導者訓練訓練 / / 替代替代領導領導

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1. Five Sources of a Leader’s 1. Five Sources of a Leader’s PowerPower

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Legitimate powera 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

Expert poweras a result of his or her

expertise, skills, or knowledge.

Referent powerarise 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.

2. Suggestions for Building 2. Suggestions for Building TrustTrust

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3. 3. EmpoweringEmpowering Employees Employees

EmpowermentInvolves 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 decisionsAddresses the problem of increased spans of control

in relieving managers to work on other problems

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4. Cross-Cultural Leadership4. Cross-Cultural Leadership

Universal Elements of Effective LeadershipVisionForesightProviding encouragementTrustworthinessDynamismPositivenessProactiveness

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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.

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1. What women want? “I need a wife.” 2. 有野心的女人（賢妻良母，衣著，體型髮型） 沒鬥志的男人3. 要懂得巧妙交叉應用 Smart power (Joseph

Nye) 硬實力：理性說服，堅持，威脅利誘 軟實力：正直真誠，感性，低調 先剛再柔，剛柔並濟。 e.g., 黃蓉 , 趙敏 , Hillary, Merkel

女性不擅長領導？女性不擅長領導？

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Where Female Managers Do Better: A ScorecardWhere Female Managers Do Better: A Scorecard

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

交通大學管理學院 任維廉教授

5. Basics of LeadershipGive people a reason to come to work.Be loyal to the organization’s peopleSpend 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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Leader TrainingTraining 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.

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Substitutes for Leadership

Follower characteristicsExperience, training, professional orientation, or the

need for independenceJob characteristics

Routine, unambiguous, and satisfying jobsOrganization characteristics

Explicit formalized goals, rigid rules and procedures, or cohesive work groups

Sometimes leadership is irrelevant ！

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1. Define leader and leadership. 比較 authority, power, influence 考量 leader, subordinates, situation2. Compare and contrast early theories of leadership.3. Describe the three major contingency theories of leadership. Fiedler contingency model Hersey and Blanchard’s situational leadership theory path-goal model （途徑 - 目標理論）4. Describe contemporary views of leadership.

5. Discuss contemporary issues affecting leadership. 區分 power: legitmate, coercive, reward, expert, referent

重點回顧重點回顧

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1. Case study: a manager’s dilemma (p.560) (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.581) (1) Identifies Dilemma. (2) Considers Stakeholders (3) Analyzes Alternatives and Consequences3. Skill exercise (p.581) 4. Team exercise (p.582) 5. Internet-based exercise (p.583) bulleted list: suggestions of persuasion (influencing others)..

Team work

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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 Mind3. Put First Things First4. Think Win Win5. Seek First to Understand then be Understood6. Synergise7. Sharpening the Saw8. 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。

暢銷書或文章之三暢銷書或文章之三

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暢銷書或文章之四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.

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追隨者最想聽到的話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

交通大學管理學院 任維廉教授

The POLC Link

· Standards· Measurements· Comparison· Actions

Controlling

· Goals· Objectives· Strategies· Plans

Planning

· Structure· Human

Resource Management

Organizing

· Motivation· Leadership· Communication· Individual and

Group Behavior

Leading

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