1. 領導 Being an Effective Leader Ch. 17 領導 Being an Effective Leader Nothing gives one person so much advantage over another as to remain always cool and unruffled under all circumstances. — Thomas Jefferson Most firms are overmanaged and underled— John Kotter Most firms are overmanaged and underled. — John Kotter

2. 2 2 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。 盡己之能，盡人之力（智）。 Leader, subordinates, situation. 交通大學管理學院 任維廉教授

3. 3 3 18.1 leader and leadership 18.2 early theories of leadership 18.3 three major contingency theories of leadership 18.4 contemporary views of leadership 18.5 leadership issues in the 21 st Century 綱要 交通大學管理學院 任維廉教授

4. 18.1 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. 4

5. 55 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。 18.2 early theories of leadership 交通大學管理學院 任維廉教授

6. 6 6 1. Drive, 2. the desire to lead, 3. honesty and integrity, 4. self-confidence, 5. intelligence, 6. job-relevant knowledge, 7. extraversion. 8. Proneness to guilt *Trait Theories 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 交通大學管理學院 任維廉教授

7. *Behavioral Theories *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. 8 The Managerial Grid: either X or Y, vs. Both/And SocialiteTeam Leadership ImpoverishedAuthoritarian Middle of the Road (5,5) (1,9) High 9 8 7 6 5 4 3 2 1 Low Concern for People 1 2 3 4 5 6 7 8 9 High Concern for Task (1,1)(9,1) (9,9)

9. 18.3 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 / 目標模式 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. 11 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 FavorableUnfavorableModerate Good Poor Performance Relationship Oriented Task Oriented Fiedler Model: 警長 vs. 舞女

12. 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. 13 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 2. Situational Leadership Theory (SLT) Hersey and Blanchard’s

14. 14 Hersey and Blanchard’s Situational Leadership Model

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

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

17. 4.1 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. 對多數人一視同仁，對少數人推心置腹 對多數人一視同仁，對少數人推心置腹 17

18. 18 4. 2 Transactional vs. Transformational 18 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.

19. 19 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. *Simon Sinek, "the golden circle“, “start with why“ https://www.youtube.com/watch?v=sZw8a8y85BU 4.3 Charismatic Leadership

20. 20 4.4 Team leadership 4.4 Team leadership A dream makes a team, the team builds the dream. 沒有天才團隊，就沒有卓越的領導人； 但缺乏優秀領導人，也不可能有偉大團隊。 20

21. 5. Leadership issues in the 21st Century 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 * 領導者訓練 / 替代領導 21

22. 22 5.1 Five Sources of a Leader’s Power 22 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.

23. 5.2 Five Dimensions of the Concept of Trust Integrity: honesty and truthfulness Competence: technical and interpersonal knowledge and skills Consistency: reliability, predictability, and good judgment in handling situations Loyalty: willingness to protect a person, physically and emotionally Openness: willingness to share ideas and information freely 23

24. 24 Practice openness. Be fair. Speak your feelings. Tell the truth. Show consistency. Fulfill your promises. Maintain confidences. Demonstrate competence. Suggestions for Building Trust

25. 5.3 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 25

26. 5.4 Leading Across Cultures Effective leaders do not use a single style. They adjust their style to the situation. National culture is certainly an important situational variable in determining which leadership style will be most effective. 17 - 37 Copyright © 2016 Pearson Education, Ltd. 17-26

27. 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. 27

28. Universal Elements of Effective Leadership Vision Foresight Providing encouragement Trustworthiness Dynamism Positiveness Proactiveness 28

29. 29 1. Double standard? 不夠積極主動 or 有野心的女強人？ Hillary Clinton 2. 要懂得巧妙交叉應用 Smart power (Joseph Nye) 硬實力：理性說服，堅持，威脅利誘 軟實力：正直真誠，感性，低調 3. Angela Merkel, 行事果決自信，對人和藹可親。 兼顧、平衡男女性領導風格，不只是模仿男 性。 connect, then lead! 女性不擅長領導？

30. 30 Where Female Managers Do Better: A Scorecard 30 Source: R. Sharpe, “As Leaders, Women Rule,” BusinessWeek, November 20. 2000, p. 75.

31. 5.5 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. 31

32. 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. 32

33. 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 ！ 員工自律，領導者無為！ 33

34. 34 1. Define leader and leadership. 比較 authority, power, influence 考量 leader, subordinates, situation 2. Compare early theories of leadership. 3. Describe the three major contingency theories of leadership. Fiedler contingency model Hersey and Blanchard’s situational leadership theory Path-goal model （途徑 - 目標理論） 4. Describe contemporary views of leadership. 5. Discuss contemporary issues affecting leadership. 區分 power: legitmate, coercive, reward, expert, referent 重點回顧

35. 35 1. Thinking critically about ethics (p.543) (1) Identifies Dilemma. (2) Considers Stakeholders (3) Analyzes Alternatives and Consequences 2. Skill exercise (p.544) Internet-based exercise 3. bulleted list: suggestions of persuasion (influencing others) (p.545) 4. “charismatic leader“ (p.522) Team work: 51~ 62 組 35

36. 36 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. 暢銷書或文章之一 交通大學管理學院 任維廉教授

37. 37 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. 暢銷書或文章之二 交通大學管理學院 任維廉教授

38. 38 1. 個人：專業，同理心 認清自己，學習如何溝通，勤奮（親自督陣） 2. 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. 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。 暢銷書或文章之三 交通大學管理學院 任維廉教授

39. 39 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. 交通大學管理學院 任維廉教授

40. 40 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 交通大學管理學院 任維廉教授

41. The POLC Link 41