Y.K.Feng, Management, Fall 2002Chapter 111 Chapter 11 Leadership and Trust 領導與信任

Y.K.Feng, Management, Fall 2002 Chapter 11 1

Chapter 11Chapter 11

Leadership and Leadership and TrustTrust

領導與信任領導與信任


Learning OutcomesLearning Outcomes

• Define the term leader

• Compare leaders and managers

• Review the trait theories of leadership

• Describe the Fiedler contingency model

• Summarize the path-goal leadership theory


Learning OutcomesLearning Outcomes

• Explain situational leadership

• Discuss the qualities of charismatic leaders

• Describe the skills of visionary leaders

• Explain the roles of effective team leaders

• Identify the five dimensions of trust


What Is Leadership?What Is Leadership?

• A definition of management

• A definition of leadership

• Formal and informal leaders

• Leadership and management


1. 內驅力 (Drive)：領導者表現出較多的努力。他們有較高的成就慾望、企圖心強、有較多的精力、不倦怠的持續於他們的行動、以及採取主動。

2. 領導慾 (Desire to lead)：領導者有較高的慾望去影響與領導他人，他們表現出負責的意願。

3. 誠實與正直 (Honesty and integrity)：領導者以誠信、無欺與一致的言行來建立其與追隨者間可靠的關係。

區別領導者的六大特徵區別領導者的六大特徵((Six Traits That Differentiate Leaders from Six Traits That Differentiate Leaders from

Nonleaders)Nonleaders)


區別領導者的六大特徵區別領導者的六大特徵 ((Cont.)Cont.)(Six Traits That Differentiate Leaders from (Six Traits That Differentiate Leaders from

Nonleaders)Nonleaders)4. 自信 (Self-confidence)：追隨者期盼領導者幫

助他們解決自我的疑惑。領導者因此必須顯現出自信以說服他人目標與決定的正確性。

5. 智慧 (Intelligence)：領導者需要足夠的智慧去蒐集、整合、並解析大量的資訊，還要能夠創造願景、解決問題以及做出正確的決定。

6. 與任務相關的知識 (Job-relevant knowledge)：有效的領導者對公司、產業以及技術方面具有充足的知識。深入的瞭解使領導者能夠做出縝密的決定。


Continuum of Leader BehaviorContinuum of Leader BehaviorManager

makes decision

Managersells decision

Managerpresents ideas

Manager presents tentative decision

Manager presents problem

Manager sets decision limits

Employees make decision

Autocratic

Laissez-faire

Consultative

Participative

Democratic

Bo

ss-C

ente

red

L

ead

ersh

ipE

mp

loyee-C

entered

Lead

ership


領導的行為理論 Behavioral Theories of Leadership

民主式

獨裁式

放任式 Laissez-Faire

創制型 Initiating Structure

關懷型

生產導向

員工導向

關心生產

關心人員

Managerial Grid

管理方格 University

Of Michigan Ohio State University

University of lowa


管理方格 (The Managerial Grid)

鄉村俱樂部型團隊型 9 1,9 9,9

8 7 6 5 5,5 4 3 2 1 1,1 9,1

1 2 3 4 5 6 7 8 9

關心人員

關心生產

任務型

無為型

中庸型


The Managerial Grid The Managerial Grid 說明：說明：(1,1)型→無為型：領導者以最少的心力完成工作。

(9,1)型→任務型：領導者專注於工作之效率，而甚少關心部屬之發展與士氣。(1,9)型→鄉村俱樂部型：領導者專注於支持與關心部屬甚於關心工作。(5,5)型→中庸型：領導者一方面維持適當的工作效率，另一方面也顧及部屬之士氣與滿意。(9,9)型→團隊型：領導者藉由協調與整合工作有關的活動，以推動工作效率及部屬的高度士氣。


Contingency Theories of Contingency Theories of LeadershipLeadership

1.Fiedler Model

2.Path-goal theory

3.Leader-participation model

4.Hersey and Blanchard’s situational leadership theory


Fiedler’s LPC ScaleFiedler’s LPC Scale

PleasantPleasantFriendlyFriendly

RejectingRejectingHelpfulHelpful

UnenthusiasticUnenthusiasticTenseTense

DistantDistantColdCold

CooperativeCooperativeSupportiveSupportive

BoringBoringQuarrelsomeQuarrelsomeSelf-assuredSelf-assured

EfficientEfficientGloomyGloomy

OpenOpen

UnpleasantUnpleasantUnfriendlyUnfriendlyAcceptingAcceptingFrustratingFrustratingEnthusiasticEnthusiasticRelaxedRelaxedCloseCloseWarmWarmUncooperativeUncooperativeHostileHostileInterestingInterestingHarmoniousHarmoniousHesitantHesitantInefficientInefficientCheerfulCheerfulGuardedGuarded

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8 7 6 5 4 3 2 1

Y.K.Feng, Management, Fall 2002

Findings of the Fiedler ModelFindings of the Fiedler Model

• Category• Leader-Member Relations• Task Structure• Position Power

• Category• Leader-Member Relations• Task Structure• Position Power

I

Good

HighStrong

II

Good

HighWeak

III

Good

LowStrong

IV

Good

LowWeak

V

Poor

HighStrong

VI

Poor

HighWeak

VII

Poor

LowStrong

VIII

Poor

LowWeak

High

Low

Per

form

ance

People-Oriented

Task-Oriented

Favorable Moderate Unfavorable


The Path-Goal Theory

Environmental Environmental Situational FactorsSituational Factors

OutcomesOutcomesLeaderLeaderBehaviorBehavior

Subordinate Subordinate Situational FactorsSituational Factors


1 2 3 4 5

Increased Employee InvolvementIncreased Employee Involvement

Increased Leader ControlIncreased Leader Control

Employee Involvement ContinuumEmployee Involvement Continuum

Leader Participation ModelLeader Participation Model


Contingency Variables in the Revised Contingency Variables in the Revised Leader-Participation ModelLeader-Participation Model

QualityRequirement

ProblemStructure

EmployeeConflict

GeographicDispersion

CommitmentRequirement

CommitmentProbability

EmployeeInformation

MotivationTime

LeaderInformation

Goal Congruence

TimeConstraint

MotivationDevelopment


The Situational Leadership ModelThe Situational Leadership Model

Style of Leader

High task andhigh relationship

High relationshipand low task

Low relationshipand low task

High task andlow relationship

Task Behavior

Rel

atio

nsh

ipB

ehav

ior

Able andwilling

Unable andunwilling

R4

Able andunwilling

R3

Unable andWilling

R2 R1

High Moderate Low

S3 S2

S4 S1

Part

icip

atin

g Selling

Delega

ting Telling


Charismatic LeadershipCharismatic Leadership

• Self-confidence

• Vision and articulation

• Strong convictions

• Extraordinary behavior

• Image as a change agent

• Environmental sensitivity


ExtendExtendthe Visionthe Vision

ExplainExplainthe Visionthe Vision

ExpressExpressthe Visionthe Vision

Visionary Visionary LeadershipLeadership


What Is Trust?What Is Trust?

• Integrity

• Competence

• Consistency

• Loyalty

• Openness


Deterrence-Deterrence-BasedBased

Knowledge-Knowledge-BasedBased

Identification-Identification-BasedBased

Three Types of TrustThree Types of Trust

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Y.K.Feng, Management, Fall 2002Chapter 111 Chapter 11 Leadership and Trust 領導與信任