下载文档原格式
赫塞布兰查德的情境领导理论赫窒——布兰査聽的怙境涣导超论I 、成功的釀导是通过选择恰为的领导方式而实现的.选择的过程根掘下属的成熟度水平而 定3导凤格蛹度：任务行为和关系行为 风格 >告知（岛任舊低关系h 蝕导者界定加色'明确告诉 下属具休该干什么、怎么T 以及何时何地去干. 捲销（岛任务爲黄離h 倾导者同吋提供指示性行为 耳支持性行为。
>穆打（低任务离关系h 皱导者与下属共同本笛，蝕导者涯要角色是矗便利条件打沟通渠1M.> 授伊“低枉务低黄最八老I 导者提供极少的折示性行为或支持性疔为.3、成熟度：个体能够井覇息完成某项具挣任务的程度*Rj Rj R J R«4、赫建孙布竺卒徳旳情境领导模型 低任药商关系||高任务高关系II- I 领导書的类坐I三、 领导者参与模型——雉克娄・弗罗姆抑罪利普•耶顿K 领导风格裁瞰 个别磋趾 群休傩商*推动和促进*授权2>权变因素决策的显着性、承诺的垂要性、领导育的&业化、承甫的可能性*群休的支持性、群协的Q 业化、团队的实力3. 时间驱动榄型和发展驱动模型四、 脐径一目标模型——罗伯特-洪斯K 该理论折出，领导再的匸件呈帮助下屈込到他们的目标』领导舌要捉供必要的扌&导和支 持，确保下晟齐旦的目标和群休或纽织的总体目标保持一致.2.四种领导行为> 折示型领甘者’让下属知道对他的期望是什么.以及完成丁作的时间安排，井对如何完% 、/« [\低* 任务厅为低任务低关系令下屈成熟擁成任务给与具休抬令。
>支持型领导者：十分友善，表现出对下属各种需要的关怀。
>参与型领导者：他们与下属共同磋商，并在决策之前充分考世他们的建议。
>成就取向型领导者:他们设轻富有挑战性的任务目标,并期望下届实现自己的垠佳水平。
"家斯认为领导者杲弹性杲活的，同一滋i导者可以根抑:不同的情境表现出不同的领导风格。
管理课-10 领导者和信任三、领导权变理论2. 赫塞和布兰查德的情境领导理论情境领导理论（situational leadership theory）是一个聚焦于下属成熟度的权变理论。
在领导效果方面强调下属，反映了这样一个事实：下属会接纳或抵制领导者。
无论领导者做什么，该群体的效果取决于下属的行动。
这个重要的维度被绝大多数领导理论忽视或低估。
而根据赫塞和布兰查德的定义，成熟度（readiness）指的是员工完成某项具体任务的能力和意愿程度。
该理论使用费德勒模型确定了这两项领导维度：任务导向和关系导向。
但这个理论向前更进了一步，认为每个维度都有高低两种水平，从而组合成以下四种特定的领导风格：⏹告知型（高任务导向——低关系导向）：领导者界定各种角色，向下属明确告知工作内容、方式、时间和地点。
⏹推销型（高任务导向——高关系导向）：领导者同时采取命令和支持行为。
⏹参与型（低任务导向——高关系导向）：领导者与下属共同决策；领导者的主要角色是促进和沟通。
⏹授权型（低任务导向——低关系导向）：领导者很少提供命令或支持。
情境领导理论的最后部分是下属成熟度的四个阶段：●R1阶段：下属没有能力和意愿去完成某项工作职责。
他们缺乏能力或者缺乏信心。
●R2阶段：下属没有能力但是有意愿去从事必要的工作任务。
他们具有积极性，但缺乏足够的技能。
●R3阶段：下属有能力但是不愿意去从事领导者希望他们去做的事情。
他们能够胜任工作，但却不想去做。
●R4 阶段：下属有能力而且愿意去做领导者要求他们去做的事情。
在情境领导理论看来，当下属实现高水平的成熟度时，领导者不仅要减少对他们工作活动的控制，还要减少关系导向的行为。
情境领导理论宣称，如果下属处于R1阶段，那么领导者需要采用告知型风格，提供明确、具体的指示；如果下属处于R2阶段，领导者需要采用推销型风格，表现出高水平的任务导向以弥补下属的能力欠缺，并且表现出高水平的关系导向以使下属接受领导者的意愿；如果下属处于R3阶段，领导者需要采取参与型风格来获得他们的支持；而如果下属处于R4阶段，领导者并不需要做太多的事情，应当采用授权型风格。
个人领导力情境理论从特质理论、风格理论到情境理论，是一个不断完善和拓展思维的过程（线形、平面到三维，不断拓展思维，增加分析影响事物变化的因素，考虑变量越多，越容易接近实际情况。
）理论认为：抽象概括的结论只能在哲学课堂和专家论文中存在。
世间一切事物都与外界互相联系，互相影响着，两种事物碰撞必然引起过程和结果的变化——能量转换或新事物诞生，完全排除外界因素影响的活动不存在（“鸡兔同笼”计算、“出租车票”分摊、“随弯就弯”的大梁）。
情境理论是得到广泛认可的领导力研究方法。
由赫西和布兰查德[Hersey and Blanchard]在雷丁[Reddin]三维管理理论基础上发展完善，广泛应用于各种组织的培训与发展中。
情境理论的基本假定：不同情境需要不同类型的领导；其着眼点是在具体情境中采取不同的领导方式和领导风格。
认为有效领导所采取的领导类型必须能够适应不同情境要求。
情境理论强调，领导活动由“指导”与“支持”两个维度构成，每个维度应该被恰当应用于一种特定情境中。
为了确定在某种特定情境中怎么做，领导者必须对员工的能力、愿望和态度进行评估，不断把调查和分析情境的因素导入领导过程。
由于员工积极性会随着时间变化，领导者应改变“指导”与“支持”的强度以满足下属需要。
“SL—2模型”[赫西、布兰查德]为了比较清晰地认识这个模型，我们把它分为两个部分：a、领导类型b、下属发展水平支高支持高支持持低指导高指导性 S3 S2行为S4 S1低支持高指导低指导低支持指导性行为下属发展水平D4 D3 D2 D1成熟发展中（一）领导类型领导类型：指领导者影响他人的行为模式。
包括“指导性”行为与“支持性”行为。
“指导性”行为通过给予指导、建立目标和评估方法、设置时间限制、定义角色职责以及明确如何实现目标等，帮助群体成员达到目的、完成任务。
是通过自上而下的单向沟通向下属或者追随者阐明应该干什么、怎么干以及由谁去干。
是领导者单向布置任务和命令方式的行为模式。
管理的定义管理是社会组织中，为了实现预期目标，以人为中心进行的协调活动。
二、管理职能管理究竟有几种职能？法约尔五种职能：计划、组织、指挥、协调和控制；孔茨：计划、组织、人事、领导和控制二、西方早期的管理思想家罗伯特·欧文（１７７１－１８５８）激励员工，强调人的重要性，人事管理之父查尔斯·巴贝奇（１７９２－１８７１）劳动分工，利润分配制度，作业操作、技术选择、工序成本上进行运筹学的分析与研究 亚当·斯密（１７２３－１７９０）经济人假设，分工，经济学鼻祖三、科学管理思想（古典管理理论）科学管理理论行政管理理论官僚组织理论◆科学管理的特征一般方法：为从事每项工作开发出标准的方法；从每项工作配备具有相应能力的员工；以标准的方法培训员工；通过为员工编制计划和清除不合理的动作为他们提供支持；向员工提供建立工资以鼓励更多的产出；使管理和劳动分离，把管理称为计划职能，工人的劳动称为执行职能。
古典管理理论有两大范式：科学主义范式和人本主义范式，其中“科学主义范式”的核心是效率所有的日常活动中不注意效率的行为都在使整个国家资源遭受巨大损失，而补救低效能的办法不在于寻求某些出众或是非凡的人，而在于科学的管理官僚组织理论组织理论之父，现代集权组织的奠基人---马克斯·韦伯（1864-1920）◆官僚式组织6大特征：劳动分工。
权利等级。
正式选拔。
规章制度。
职业导向。
非人格化。
梅奥及霍桑试验主要结论：企业的职工是社会人（对经济人的否定）；满足工人的社会欲望，提高工作积极性是提高生产率的关键；组织中存在非正式组织；组织应发展新的领导方式，应当以社会和人群技能为基础道格拉斯·麦克格雷的X理论和Y理论X理论假设：一般人对劳动有一种固有的厌恶感，只要一有可能，就会努力避免劳动；由于人不喜欢劳动这一特点，所以为了促使他们对组织目标的实现付出足够的努力，就必须强迫、控制、指导或用惩罚来威胁他们一般人都喜欢别人的指导，具有避免承担责任、获得安全感和展示较小野心的愿望。
情境领导模型:赫塞和布兰查德领导是一个古老的话题，但早期的研究集中在领导特质上，热衷于探讨具备什么素质才可以当领导。
世纪，随着管理学的诞生和发展，开始了对领导行为的研究。
但是，对领导环境与对象的研究依然薄弱。
在这一方面，赫塞和布兰查德的情境领导模型做出了新的贡献。
保罗·赫塞（）一生致力于领导力研究。
年，他同肯·布兰查德（ . ，也译为布兰佳）合著《组织行为学》（：）一书，提出了情境领导模式。
这本书在工商界与学术界反响巨大，已被译成十几种语言在世界广为传播。
借助这一东风，年保罗·赫塞创建了美国领导力研究中心，并正式注册了情境领导（）这一商标。
所以，人们也把情境领导模型称为“赫塞－布兰查德模型”。
赫塞曾经两次来华，年月，还在北京举办的全球领导力大师论坛上传经布道。
据说，在他的研究中心里，培训过一百多个国家的一千多个企业的上千万名职业经理。
布兰查德是他创办的布兰查德咨询培训公司的董事长兼“首席精神官”，他的公司不断推出一本本的快餐式管理读物。
畅销书《谁动了我的奶酪》的作者约翰逊，就是布兰查德的合作者之一。
作为管理咨询业的成功人士，赫塞和布兰查德二人搅动的不是理论深水区，而是实业领域的感官神经。
如果说，赫塞尚比较侧重于理论性探讨，那么，他的合作者布兰查德则是一位世界著名的管理畅销书作家，他善于用传神的故事介绍管理学知识，拥有将繁琐的文章变得通俗易懂的诀窍，其最有名的普及读物莫过于《一分钟经理》（）。
这本小册子影响了无数经理人的领导风格。
当然，赫塞也不是干巴巴的学究，否则，他的领导力研究中心就得关门。
赫塞的《情境领导者》一书，也是极优秀的通俗读物。
可以说，作为著名管理咨询师，他们二人的贡献，主要在管理实践方面。
从理论上看，情境领导模型来自于权变理论，并无太多学术上的创新，但在管理实践中影响巨大。
经过数十年的时间考验，情境领导不但被作为主要管理培训手段加以运用，而且在组织行为学中占据了一席之地，这或许和其通俗易懂并易于操作有关。
Principles of Situational Leadership TheoryBy Casey Reader, eHow Contributor , last updated August 30, 2014Situational leadership theory was created by the authors and management experts Paul Hersey and Ken Blanchard in the early 1980s. According to their theory, what is effective management will depend on both the task involved and the maturity level of the people that the individual is managing. Hersey and Blanchard define maturity in a variety of ways, such as the ability to take responsibility for a task. They emphasize there is no single best management style.Other People Are Reading∙Definition of Situational Leadership∙The Concept of Situational Leadership1.Leadership Styleo Blanchard and Hersey distinguish several styles of leadership that are effective depending on the context in which they are used. "Telling" involves one-waycommunication, in which a leader simply provides commands. "Selling" involves giving commands, but also engaging in conversation justifying decisions."Participating" involves actual conversation between managers and employees on what course to take. "Delegating" involves allowing certain people other than the manager to actually make their own decisions based on judgments.Maturity Levelso Hersey and Blanchard have four basic maturity levels in their model, going from M1 to M4. M1 describes employees without any of the basic skills to do a job and lacking the ability to take responsibility. M2 describes employees with some of the basic abilities but lacking the ability to take full responsibility. M3 describes employees with ability and experience, but lacking the self-confidence for full responsibility. M4 describes employees able to take full responsibility.o Sponsored LinksProperty Mgmt SoftwareSoftware requiring no installation. Save time and boost profitability!Motivation Cycleo Blanchard and Hersey describe a basic motivation cycle with four steps, which an effective leader is able to negotiate and take their employees through. D1 involves workers with low competence and low motivation. D2 involves workers with low competence but high motivation. D3 involves workers with high competence but low motivation. D4 involves workers with high competence and high motivation.Different groups of workers will be at different points in this basic cycle.Motivationo Blanchard and Hersey place a great importance on motivation as a part of the management process. The best managers are not those who repeat themselves according to a standard formula, but those who find ways to appeal to the unique psychology of the particular employees they're dealing with. Different employees will have different needs and will require different styles to motivate them.Situational leadership theory is meant to be a more organic approach tomanagement.Read more : /info_8392565_principles-situational-leadership-theory.htmlDefinition of Situational LeadershipBy Kenneth V. Oster, eHow Contributor5Found This HelpfulDefinition of Situational LeadershipThose who serve in leadership positions develop an individual philosophy on how to lead their organization. Personal approaches to leadership are constantly challenged by unforeseen situations and issues that arise each business day. Situational leadership isthe change in approach that a manager must take in response to the day-to-day challenges of business.Other People Are Reading∙Examples of Situational Leadership∙Situational Leadership Pro & Cons1.Adaptive Leadershipo Situational leadership is the art of adjusting your leadership style to effectively respond to any change in your work environment. Changes that you may need to respond to include technological advances, unforeseen business setbacks oremergency situations that develop on short notice. Since employees do not always respond positively to rapid, unforeseen change, situational leaders must develop good communication skills. The basis for leading an organization to accept rapid change is the ability to communicate and promote the value of the change that must be made.Considerationso Situational leadership involves examining a situation to determine the best course of action. Successful examination of an issue requires that leaders employ higher level critical thinking skills. Determining the best leadership style for a particular situation requires that you dig a little deeper into the problem to understand all sides of the issue. After a decision on how to approach a problem has been made, the next step is to evaluate the results and make any further adjustments asnecessary.o Sponsored LinksProperty Mgmt SoftwareSoftware requiring no installation. Save time and boost profitability!Coaching Skillso The art of situational leadership involves being able to coach and encourage subordinates to follow a specified course of action. The main job of a leader is to influence people to accomplish a task the way that it must be done, regardless of everybody's opinion. Since every person responds differently to authoritativeinstruction, situational leaders learn how to adjust their approach to the different personality traits of the people they are leading.Perspectiveo Every person views a situation from their own philosophical point of view. A situation that seems like a serious problem to one person may not even beconsidered a problem to another. Leaders must be careful that they do notoverreact to the everyday problems in their organization, but at the same time they must be ready to respond to emergency situations effectively and objectively.Each situation requires a different response from those in leadership positions.Significanceo Effective leadership is an important part of making an organization productive.Leadership that is unresponsive to the needs of employees and the needs ofcustomers will cause an organization to lose the confidence of the people they are supposed to be serving. Situational leadership programs are designed to help you learn how to be responsive to the needs of the people who work for you and how to be responsive to the people you are serving.Read more : /about_6721035_definition-situational-leadership.htmlThe Concept of Situational LeadershipBy Je' Czaja, eHow ContributorAdopting leadership styles to the situation.Situational Leadership Theory, as developed by author Paul Hershey in the book "The Situational Leader" and Ken Blanchard in his book, "The One-Minute Manager,"maintains that there is no single best style of leadership. The authors suggest that effective leadership depends on the task to be completed and the maturity level of the group they are trying to influence. Thus, the leader must match his style to the characteristics of the group.Other People Are Reading∙Principles of Situational Leadership Theory∙How to Introduce Situational Leadership1.Leadership Styleso Situational Leadership breaks management styles down into four types; telling subordinates what to do, selling subordinates on the task, participating with subordinates in task completion and delegating tasks. None of these styles fits all situations. Thus, an effective leader employs whichever style fits the maturity level of the followers.Maturity Levelso According to this theory, the maturity level of followers can also be broken down into four categories. An individual or group may be unable and unwilling tocomplete the task, unable but willing to complete the task, able but lackingconfidence or comfortable, able and willing to take responsibility for taskcompletion.oContingency Theoryo Situational Leadership Theory is a development of the Contingency Leadership Theory. Contingency Theory postulates that there is no single best leader orleadership style. Rather, a leader is effective in proportion to how well heresponds to the workplace contingencies he encountersRead more : /facts_6805417_concept-situational-leadership.html。
