This document provides an overview of leadership concepts and theories. It defines leadership as influencing others towards achieving common goals. Several theories of leadership are discussed, including trait theory, behavior theory, contingency theory, and integrated/cross-cultural approaches. Key leadership styles and their relationships with situational factors are also examined. The document covers various dimensions of power and skills related to effective leadership.
3. Ch11 領導的基本概念
Power: The Key to Leadership
合法權力
Legitimate Power
The authority that a manager has by virtue of
his or her position in the firm.
• Example: the power to hire or fire employees.
Reward Power 獎賞、資源掌控權力
The ability of a manager to give or withhold
tangible and intangible rewards.
• Example: awarding pay raises or providing verbal
praise for good performance.
Effective managers use reward power to signal
to employees that they are doing a good job.
管理學:整合觀點與創新思維 中山大學企管系 著 11-3
4. Ch11 領導的基本概念
Power: The Key to Leadership
(cont’d)
懲罰、強制權力
Coercive Power
The ability of a manager to punish others.
• Examples: verbal reprimand, pay cut, and dismissal.
• Is limited in effectiveness and application; can have
serious negative side effects.
專家權威
Expert Power
Power that is based on special knowledge, skills,
and expertise that the leader possesses.
• First-line and middle managers have the most expert
power; usually is technical ability.
管理學:整合觀點與創新思維 中山大學企管系 著 11-4
5. Ch11 領導的基本概念
Power: The Key to Leadership
(cont’d)
Referent Power 德高望重之威嚴
Power that comes from subordinates’ and
coworkers’ respect for the personal characteristics
of a leader who has earned their loyalty and
admiration.
Usually held by and available for use by likable
managers who are concerned about their workers.
•論語學而篇,子曰:「君子不重,則不威,學則不固。
主忠信,無友不如己者,過則勿憚改。」
•論語子張篇,子夏曰:「君子有三變:望之儼然,即
之溫也,聽其言也厲。」
管理學:整合觀點與創新思維 中山大學企管系 著 11-5
16. Ch11 領導的基本概念
情境領導理論(situational
leadership theory by Hersey & Blanchard )
該理論反映了「生命週期模式」觀點,他們認為領導
者與部屬的關係猶如親子關係
把「部屬的成熟度」當作情境變項,而成熟度是由兩
個因素所決定,即部屬的能力(ability)與意願
(willingness)
四種領導風格的說明與其適用情境詳述如下:
告知型(telling): high task-oriented but low relationship-oriented
推銷型(selling): high task-oriented and high relationship-oriented
參與型(participating): low task-oriented but high relationship-
oriented
授權型(delegating): low task-oriented and low relationship-
oriented
管理學:整合觀點與創新思維 中山大學企管系 著 11-16
19. Ch11 領導的基本概念
領導替代理論
有一些研究者並不滿意領導理論發展的現況,它們質
疑領導的必要性。Kerr和 Jermier 認為領導行為在某
些情境下是多餘或不必要的,甚至在某些情境下,領
導反而會有反效果
Worker empowerment or self-managed work teams reduce
leadership needs.
Managers should be aware that they do not always need to
directly exert influence over workers.
• Characteristics of the subordinates—their skills, experience, motivation.
(by selective recruiting and training)
• Characteristics of context—the extent to which work is interesting and
fun. (by purposeful work design)
管理學:整合觀點與創新思維 中山大學企管系 著 11-19
20. Ch11 領導的基本概念
Transformational Leadership
Leadership that:
Makes subordinates aware of the importance of
their jobs and performance to the organization
by providing feedback to the worker.
Makes subordinates aware of their own needs
for personal growth and development.
Motivates workers to work for the good of the
organization, not just themselves.
管理學:整合觀點與創新思維 中山大學企管系 著 11-20
21. Ch11 領導的基本概念
Being a Charismatic Leader for
corporate transformation
Charismatic Leader Subordinated with honor
An enthusiastic, self-confident transformational
leader able to clearly communicate his or her vision
of how good things could be by:
• Being excited and clearly communicating excitement to
subordinates.
• Openly sharing information with employees so that
everyone is aware of problems and the need for change.
• Empowering workers to help with solutions.
• Engaging in the development of employees by working
hard to help them build skills.
管理學:整合觀點與創新思維 中山大學企管系 著 11-21