[清华大学MBA资料]Class9Leadership.pptVIP

Chapter 11 Leadership §11.1 Definition the ability process to influence a group toward the achievement of goals not all leaders are managers;nor,for that matter,are all managers leaders Difference between management leadership attitudes towards goals: Managers tend to adopt impersonal,leaders take a personal active. Work view:an enabling process involving --,temperamentally disposed to seek out risk danger. Prefer to work with people,concerned with ideas management coping with complexity,leader coping with change,developing a vision of the future; most firms are underled overmanaged Transition in leadership theories What makes an effective leader the 1st approach sought to find universal personality traits that leaders had to some great degree than nonleaders explain leadership in terms of the behavior a person engaged in “false starts” based on their erroneous conception Contingency models to explain the inadequacies of previous leadership attempting to identify the set of traits that people implicitly refer to as a leader §11. 2 Trait theories 1930s by psychologists Theories seeking personality,social,physical, or intellectual traits differentiating leaders from nonleaders Identify traits consistently associated with leader: ambition energy,the desire to lead,honesty integrity, self-confidence, intelligence,job-related knowledge isolating traits resulted in dead ends,4 reason: overlooks the needs of followers;fails to clarify the relative importance;doesn’t separate cause from effect;ignore situational factors Chapter 11 Leadership §11.3 Behavioral theories the late 1940s--mid-1960s Theories proposing that specific behaviors differentiate leaders from nonleaders trait research were successful,then leader is