robbins_fom7_ch11.pptVIP

Part　IV　　 Leading Chapter　8 　　　Leadership Introduction Discuss： Compare the management and leadership? What kind of factors make people to be a leader?( from internal and external) Leaders are born? or leader can be learned? Learning objectives Chapter Outline Chapter Outline I. The Nature of Leadership 领导的本质 Personal Leadership Style and 　Managerial Tasks Leadership Styles Across Cultures Power: The Key to Leadership Chapter Outline (cont’d) II. Models of Leadership 领导的模型 The Trait Model 特质模型 The Behavior Model 行为模型 Contingency Model 权变模型 Chapter Outline (cont’d) III. Transformational Leadership 变革型领导 Being a Charismatic Leader Stimulating Subordinates Intellectually Engaging in Developmental Considerations Distinction Between Transformational and Transactional Leadership I. The Nature of Leadership Leader Someone who can influence others and who has managerial authority Leadership The process of leading a group and influencing that group to achieve its goals Effective leadership increases the firm’s ability to meet new challenges. I. The Nature of Leadership Personal Leadership Style 个人领导风格 The specific ways in which a manager chooses to influence others shapes the way that manager approaches the other tasks of management. - Leaders may delegate and support subordinates, while others are very authoritarian. The challenge is for managers at all levels to develop an effective personal management style. I. The Nature of Leadership Leadership Across Cultures 跨文化领导 Japanese managers are group-oriented, while U.S managers focuses more on profitability. European managers tend to be more people-oriented than American or Japanese managers. - U.S. firms often focus on short-run efforts and results. - Japanese firms have a longer-run perspective. - European firms fall somewhere between the U.S. and Japanese orientations. Power: The Key to Leadership 权力来源 2. Power: The Key to Leadership 2-1 Legitimate Power 法定权力 T