Part 4: Leading Chapter 11 Leadership and Trust 領導與信任 Leadership and Trust 領導與信任

Part 4: LeadingPart 4: Leading

Chapter 11Chapter 11

Leadership and Trust

領導與信任Leadership and Trust

領導與信任

11–2 Management─ Leadership and Trust 吳明泉博士 2006

Managers Versus Leaders 管理者 vs.領導者

• ManagersPersons whose influence on others is limited to the

appointed managerial authority of their positions to reward and punish. 擁有獎賞與懲罰部屬的法定權力，其影響力限於職位上的職權。

• LeadersPersons with managerial and personal power who can

influence others to perform actions beyond those that could be dictated by those persons’ formal (position) authority alone. 能影響他人去執行超過正式職權所能命令的行為。

“Not all leaders are managers, nor are all managers leaders.”


課堂各組作業─你認為什麼是領導者？10mins• 請討論出一個你們心目中的領導者（可以是政治

界、學術界、產業界、娛樂運動界、工作或求學中的同事或同學等等）

• 請列舉出你們認為他／她是您們的領導者的理由。有何特質、行為或事蹟。


Trait Theories Of Leadership領導者的特質理論

Theories that attempt to isolate characteristics that differentiate leaders from nonleadersAttempts to identify traits that always

differentiate leaders from followers and effective leaders from ineffective leaders have failed.

Attempts to identify traits consistently associated with leadership have been more successful.


Six Traits That Differentiate Leaders from Nonleaders 六項領導者的特質

1.Drive驅力或膽識2.Desire to lead領導的慾望3.Honesty and integrity誠實和正直4.Self-confidence自信心5.Intelligence智慧6.Job-relevant knowledge專業知識

EXHIBIT 11.1


Behavioral Theories Of Leadership領導者的行為理論Theories that attempt to isolate behaviors

that differentiate effective leaders from ineffective leaders

Behavioral studies focus on identifying critical behavioral determinants of leadership that, in turn, could be used to train people to become leaders.


Leadership Behaviors or Styles

• Autocratic style of leadership 獨裁式之領導A leader who centralizes authority,

dictates work methods, makes unilateral decisions, and limits employee participation.

領導者是集中職權、指示工作方法、制定片面的決策以及限制員工參與


Leadership Behaviors or Styles (cont’d)• Democratic style of leadership 民主式之領導

A leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees. 讓員工參與決策、授權、鼓勵參與決定工作方法與目標、運用回饋教導員工

A democratic-consultative leader seeks input and hears the concerns and issues of employees but makes the final decision him or herself. 顧問式

A democratic-participative leader often allows employees to have a say in what’s decided. 參與式


Leadership Behaviors or Styles (cont’d)

• Laissez-faire style of leadership放任或無為而治式之領導A leader who gives employees complete

freedom to make decisions and to decide on work methods

給予員工完全決策的自由，並由其選擇合適的方法來工作。


Continuum of Leader Behavior

EXHIBIT 11.2

Democratic

Participative


民主參與


Leadership Behaviors or Styles (cont’d)

• Conclusions about leadership stylesThe laissez-faire leadership style is ineffective.Quantity of work is equal under authoritarian and

democratic leadership stylesQuality of work and satisfaction is higher under

democratic leadership.


領導的行為理論 • 愛俄華 (Iowa) 大學研究

• 俄亥俄 (Ohio) 州立大學

• 密西根 (Michigan) 大學的研究

• 管理方格 (Managerial Grid) 理論


The Ohio State Studies

• Studies that sought to identify independent dimensions of leader behaviorInitiating structure 定規The extent to which a leader defines and structures his

or her role and the roles of employees to attain goals界定自己和部屬角色及行為以完成目標之程度

Consideration 關懷The extent to which a leader has job relationships

characterized by mutual trust, respect for employees’ ideas, and regard for their feelings 希望維持一種互信，關心部屬的感覺和尊重其想法的工作關係之程度。


The University Of Michigan Studies• Studies that sought to identify the behavioral

characteristics of leaders related to performance effectivenessEmployee oriented 員工導向

A leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences.

Production oriented 生產導向A leader who emphasizes technical or task aspects of a

job, is concerned mainly with accomplishing tasks, and regards group members as a means to accomplishing goals.


The Managerial Grid

A two-dimensional view of leadership style that is based on concern for people versus concern for production


管理方格理論

• 圖 11-3


Contingency Theories Of Leadership 領導的權變理論

• Fiedler contingency leadership model 費德勒模式• Path-Goal Theory 路徑 - 目標模式• Leader-participation model 領導者 - 參與模式• Hersey-Blanchard Situational Leadership 情境理論


Contingency Theories Of Leadership

• Fiedler contingency leadership model 費德勒模式The theory that effective group performance depends on

the proper match between the leader’s style of interacting with employees and the degree to which the situation gives control and influence to the leader

Uses Least-preferred co-worker (LPC) questionnaire, to measure the leader’s task or relationship orientation.

Identified three situational criteria—leader member relations( 領導者 - 部屬關係 ), task structure( 任務結構 ), and position power( 職位權力 )—that could be manipulated match an inflexible leadership style.


The Findings of the Fiedler Model

EXHIBIT 11.4



Path-Goal Theory 路徑 - 目標模式

It is a leader’s job to assist followers in attaining their goals and to provide the necessary direction and support

A leader’s motivational behavior:Makes employee need satisfaction

contingent on effective performance.Provides the coaching, guidance, support,

and rewards that are necessary for effective performance.

Assumes that the leader’s style is flexible and can be changed to adapt to the situation at hand.


Path-Goal Leadership Behaviors• Directive leader 指導

Lets employees know what is expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks.

• Supportive leader 支持Is friendly and shows concern for the needs of

employees.

• Participative leader 參與Consults with employees and uses their suggestions

before making a decision.

• Achievement-oriented leader 成就導向Sets challenging goals and expects employees to

perform at their highest levels.


Path-Goal Theory

EXHIBIT 11.5



Leader-participation model (Vroom, Yetton and Jago) 領導者 - 參與模式

Provided a sequential set of rules for determining the form and amount of participation a leader should exercise in decision making according to different types of situations.The model was a decision tree

incorporating seven contingencies (whose relevance could be identified by making yes or no choices) and five alternative leader ship styles.

Assumed an adaptable leadership style.


Contingency Variables in the Revised Leader-Participation Model

• QR: Quality Requirement• CR: Commitment

Requirement• LI: Leader Information• ST: Problem Structure• CP: Commitment Probability• GC: Goal Congruence

• CO: Employee Conflict• SI: Employee Information• TC: Time Constraint• GD: Geographical

Dispersion • MT: Motivation Time• MD: Motivation-

Development

EXHIBIT 11.6


Situational Leadership 情境理論

Leaders should adjust their leadership styles—telling 命令 , selling 推銷 , participating 參與 , and delegating 授權— in accordance with the readiness of their followers. Acceptance: Leader effectiveness reflects the reality that

it is the followers who accept or reject the leader.

Readiness: a follower’s ability and willingness to perform.

At higher levels of readiness, leaders respond by reducing control over and involvement with employees.


Situational Leadership 情境理論

S2

S1


情境理論高關係低任務

高關係高任務

S2

s1


Emerging Approaches To Leadership

• Charismatic leadership theory 魅力式領導理論Followers make attributions of heroic or extraordinary

leadership abilities when they observe certain behaviors People working for charismatic leaders are motivated to

exert extra work effort and, because they like and respect their leaders, express greater satisfaction.

Charisma leadership appears to be most appropriate when the followers’ task has a ideological component or when the environment involves a high degree of stress and uncertainty.


Charismatic Leadership 魅力式領導理論• A charismatic leader influences followers by:

Stating a vision that provides a sense of community by linking the present with a better future.

Communicating high expectations and expressing confidence that followers can attain them.

Conveying, through words and actions, a new set of values, and by his or her behavior setting an example for followers to imitate.

Making self-sacrifices and engaging in unconventional behavior to demonstrate courage and convictions about the vision.


Key Characteristics of Charismatic Leaders

• Self-confidence 自信• Vision 願景• Ability to articulate the vision 描繪願景的能力• Strong convictions 堅強的說服力• Behavior that is out of the ordinary 不尋常的行為• Appearance 外表• Environmental sensitivity 對環境的敏感度

EXHIBIT 11.8


Visionary Leadership 願景式領導“A vision should create enthusiasm, bringing energy

and commitment to the organization.”The key properties of a vision are inspirational possibilities

that are value centered, realizable, and have superior imagery and articulation.

• Visionary leadershipThe ability to create and articulate a realistic, credible,

attractive vision of the future that grows out of and improves upon the present


Skills of Visionary Leaders• The ability to explain the vision to others.

Make the vision clear in terms of required actions and aims through clear oral and written communication.

• The ability to express the vision not just verbally but through the leader’s behavior.Behaving in ways that continually convey and reinforce the

vision.

• The ability to extend the vision to different leadership contexts.Sequencing activities so the vision can be applied in a

variety of situations


Transactional 業務性 Leaders versus Transformational 轉換性Leaders• Transactional leadersLeaders who guide or motivate their followers toward

established goals by clarifying role and task requirements.

• Transformational leadersLeaders who inspire followers to transcend their own self-

interests for the good of the organization and are capable of having a profound and extraordinary effect on followers.


The Challenge of Team Leadership• Becoming an effective team leader requires:

Learning to share information.Developing the ability to trust others.Learning to give up authority.Knowing when to leave their teams alone and when to

intercede.

• New roles that team leaders take onManaging the team’s external boundaryFacilitating the team process


Team Leader Roles 領導者角色

EXHIBIT 11.9衝突管理者問題解決者

對外聯絡官教練


Substitutes for Leadership 替代領導• Employee characteristics

員工特性 Experience Training Professional orientation Indifference toward

organizational regards

• Job characteristics 工作特性 Unambiguous Routine Intrinsically satisfying

• Organizational characteristics 組織特性 Explicit formalized goals Rigid rules and procedures Cohesive work groups


Five Dimensions of Trust

• Integrity 正直Honesty and truthfulness

• Competence 能力Technical and interpersonal knowledge and skills

• Consistency 一致性Reliability, predictability, and good judgment

• Loyalty 忠誠Willingness to protect and save face for a person

• Openness 開放Willingness to share ideas and information freely

EXHIBIT 11.10


Types Of Trust• Deterrence-based trust 基於威嚇

Trust based on fear of reprisal if the trust is violated

• Knowledge-based trust 基於知識Trust based on the behavioral predictability that comes

from a history of interaction

• Identification-based trust 基於認同Trust based on an emotional

connection between the parties

Documents

Part 4: Leading Chapter 11 Leadership and Trust 領導與信任 Leadership and Trust 領導與信任