Ch. 17 領導 Leadership Most firms are overmanaged and underled. —John Kotter.

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1 Ch. 17 領導 Leadership Most firms are overmanaged and underled —John Kotter

2 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。
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. 2 交通大學管理學院 任維廉教授

3 綱要 17.1 leader and leadership 17.2 early theories of leadership 17.3 three major contingency theories of leadership 17.4 contemporary views of leadership 17.5 contemporary issues affecting leadership 3 交通大學管理學院 任維廉教授

4 17.1 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.

5 17.2 early theories of leadership
1. Trait theories: selecting 2. 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。 5 交通大學管理學院 任維廉教授

6 *Trait Theories 1. Drive, 2. the desire to lead, 3. honesty and integrity, 4. self-confidence, 5. intelligence, 6. job-relevant knowledge, 7. extraversion. 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 6 交通大學管理學院 任維廉教授

7 *Behavioral Theories The Managerial Grid
Appraises leadership styles using two dimensions: Concern for people Concern for production Places managerial styles in five categories 7

8 The Managerial Grid: either X or Y, vs. Both
High 9 8 7 6 5 4 3 2 1 Low Socialite Team Leadership Impoverished Authoritarian (9,9) (1,9) Middle of the Road (5,5) Concern for People (1,1) (9,1) High Concern for Task

9 17.3 three major contingency theories of leadership
1. Fiedler 權變模式 2. Hersey and Blanchard 情境領導理論 3. House 途徑 / 目標理論 9

10 1. 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. 10

11 Fiedler Model: 警長 vs. 舞女 Category I II III IV V VI VII VIII Good Poor
Performance Task Oriented Relationship Oriented Category Leader-Member Relations 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 Unfavorable Moderate 11 交通大學管理學院 任維廉教授

12 Findings of the Fiedler Model
Least-preferred co-worker (LPC) questionnaire Assumptions: 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.

13 2. Situational Leadership Theory (SLT) Hersey and Blanchard’s
Follower readiness: R1: followers are unable and unwilling R2: followers are unable but willing R3: followers are able but unwilling R4: followers are able and willing Specific leadership styles: Telling: high task- low relationship leadership Selling: high task- high relationship leadership Participating: low task- high relationship leadership Delegating: low task- low relationship leadership 13 交通大學管理學院 任維廉教授

14 Hersey and Blanchard’s Situational Leadership Model
14 交通大學管理學院 任維廉教授

15 3. Path-Goal Theory: 李遠哲，Drucker
Environmental Contingency Factors Task Structure Formal Authority System Work Group Leader Behavior Outcomes Directive Supportive Participative Achievement oriented Performance Satisfaction Subordinate Contingency Factors Locus of Control Experience Perceived Ability 15

16 17.4 Contemporary Views of Leadership
1. 領導者 / 成員交換理論 2. 轉換型 / 交易型領導 3. 魅力 / 願景領導 4. 團隊領導 *Stogdill’s handbook of leadership 16

17 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. 17

18 2. Transactional vs. Transformational
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. 18 交通大學管理學院 任維廉教授

19 3. Charismatic Leadership
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. 19 交通大學管理學院 任維廉教授

20 4. Team leadership A dream makes a team, the team builds the dream
20 交通大學管理學院 任維廉教授

21 17.5 contemporary issues affecting leadership
1. 管理權力 2. 發展信任 3. 賦權給員工 4. 跨文化領導 5. 成為有效的領導者 領導者訓練 / 替代領導 21

22 1. Five Sources of a Leader’s Power
Legitimate power a 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 power as a result of his or her expertise, skills, or knowledge. Referent power arise because of a person’s desirable resources or admired personal traits. 22 交通大學管理學院 任維廉教授

23 Demonstrate competence.
2. Suggestions for Building Trust Practice openness. Be fair. Speak your feelings. Tell the truth. Show consistency. Fulfill your promises. Maintain confidences. Demonstrate competence. 23 交通大學管理學院 任維廉教授

24 3. Empowering Employees Empowerment
Involves 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 decisions Addresses the problem of increased spans of control in relieving managers to work on other problems 24

25 4. Cross-Cultural Leadership
Universal Elements of Effective Leadership Vision Foresight Providing encouragement Trustworthiness Dynamism Positiveness Proactiveness 25

26 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. 26

27 女性不擅長領導？ 以金庸小說女主角為例 1. What women want? 有野心的女人，沒鬥志的男人
女性不擅長領導？ 以金庸小說女主角為例 1. What women want? 有野心的女人，沒鬥志的男人 2. “I need a wife.” 3. 要懂得和別人分享權力 27 交通大學管理學院 任維廉教授

28 Where Female Managers Do Better: A Scorecard
Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November , p. 75. 28 交通大學管理學院 任維廉教授

29 5. Basics of Leadership Give people a reason to come to work.
Be loyal to the organization’s people Spend 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. 29

30 Leader Training Training 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. 30

31 Substitutes for Leadership
Follower characteristics Experience, training, professional orientation, or the need for independence Job characteristics Routine, unambiguous, and satisfying jobs Organization characteristics Explicit formalized goals, rigid rules and procedures, or cohesive work groups Sometimes leadership is irrelevant！ 31

32 Team work 1. Case study: a manager’s dilemma (p.488)
(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.507) (1) Identifies Dilemma. (2) Considers Stakeholders (3) Analyzes Alternatives and Consequences 3. Skill exercise (p.508) 4. Team exercise (p.509) 5. Internet-based exercise (p.509) bulleted list: suggestions of persuasion (influencing others). . 32 32

33 重點回顧 1. 比較 authority, power, influence 2. 考量 leader, subordinates, situation 3. 區分 power: legitmate, coercive, reward, expert, referent 33

34 Terms to Know Hersey and Blanchard’s situational leadership Model
Fiedler contingency model, 費德勒權變模式 path-goal theory, 途徑 - 目標理論 charismatic leader, 魅力型領導者 visionary leadership, 願景領導 Trust, 信任 Empowerment, 賦權 34

35 暢銷書或文章之一 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. 35 交通大學管理學院 任維廉教授

36 暢銷書或文章之二 1. Proactive 2. Begin with the End in Mind
3. Put First Things First 4. Think Win Win 5. Seek First to Understand then be Understood 6. Synergise 7. Sharpening the Saw 8. Finding Your Voice and Inspiring Others to Find Theirs Principle - Centered Leadership, by S. R. Covey, 1991. 36 交通大學管理學院 任維廉教授

37 暢銷書或文章之三 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。 個人：專業，同理心
認清自己，學習如何溝通，勤奮（親自督陣） 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. 37 交通大學管理學院 任維廉教授

38 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. 38 交通大學管理學院 任維廉教授

39 追隨者最想聽到的話 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 39
交通大學管理學院 任維廉教授

40 The Planning-Controlling Link