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第七章领导者与组织行为§7.1 领导行为理论基础§7.2 领导者的权威观与人员能动性§7.3 领导者的人才观与队伍素质§7.4 领导班子的心理结构与领导集体的优化§7.5 领导者是组织文化的缔造者§7.1 领导行为理论基础领导者行为：品质、行为理论和情景理论品质理论：侧重领导者个人的品质、性格、特征与领导行为的有效性之间的关系。
行为理论：个人的品质难以说明领导有效性，进一步考察领导者的行为，哪些是优秀的领导行为，哪些是失败的领导行为。
情景理论：领导者如何在环境变化的情况下改变领导行为，从而提高领导行为的有效性。
典型领导行为理论一、领导方格理论Robert R. Blake和Jane Mouton 管理方格图：横坐标---领导对生产的关心程度；纵坐标---对人的关心程度。
各分9个刻度，81种组合，形成81个方格。
对生产的关心表现为领导者对各种事物所持的态度。
政策决定质量、程序与过程；研究的创造性；职能人员服务质量；工作效率及产品质量、产量等。
对人的关心：个人对目标实现承担的责任；保持职工自尊；建立在信任而非顺从基础上的职责；良好工作环境及具有满意感的人际关系。
5种典型的领导方式 1.1型方式―“贫乏型管理”；下属素质高，全部为自我实现型的高成熟度的成员时，此种方式可行，“无为而治” 9.1型方式―对工作极为关心，但忽略对人的关心；“独裁的、重任务型的管理”或“权威型管理” 1.9型方式，对人关心，重视关系、强调感情，建立舒适友好的组织氛围。
忽视工作的进行和效果。
“乡村俱乐部型管理”。
9.9型方式，“团队型管理” 5.5型方式，“中庸型的管理”二、三种极端领导方式理论怀特（Ralph K. White）和李皮特（Ronald Lippett）把领导方式分为三种：权威式、民主式和放任式。
权威式领导（Authoritarian）：所有政策均由领导者决定；所有工作的进行步骤和技术的采用，也均由领导者发号施令；工作分配及组合，也多由领导者单独决定；领导者较少接触下属，如有奖惩往往对人不对事。
OBSession 2: Ability and Personality实证研究moderatorempirical studymoderatorReview A new framework of OB Ability Personality Wrap upTransformational leadershipPsychological empowermentOrganizational behavior citizenshipAntecedentmediatoroutcomeIndependent variable Predictordependent variable criterion吴志明 All copyrights reserved吴志明 All copyrights reserved三个不同层次的结果变量IndividualProductivity Performance Absenteeism Turnover Attitude Stress Job satisfaction Organizational commitment Organizational citizenship behavior Well-beingOBSession 2: Ability and PersonalityGroup生产率 绩效 凝聚力 群体满意度Organizational生产率 财务绩效 离职率 组织生存 利益相关者满意度Review A new framework of OB Ability Personality Wrap up吴志明 All copyrights reserved吴志明 All copyrights reservedThree lenses on OrganizationAncona, D., et al, 2oo5Three lenses on OrganizationAncona, D., et al, 2oo5Organization as Strategic DesignStrategic DesignOrganizations are machines Mechanical system crafted to achieve defined goals Parts must fit well together and match environmental demands Action comes through planningPoliticalOrganizations are contests Social system encompassing contradictory interests Competition for resources is expected Action comes through powerCulturalOrganizations are institutions Symbolic system of meanings, artifacts, values, and routines Informal norms and traditions exert a strong influence on behavior Action comes through habitOrganization as Political SystemOrganization as Cultural System吴志明 All copyrights reserved吴志明 All copyrights reserved1OBSession 2: Ability and PersonalityP-O FitPerson-organization fit?– Person-Job Fit – 到底体现在哪些方面？Review A new framework of OB Ability Personality Wrap upChatman, J. A. Matching people and organizations: Selection and Socialization in public accounting firms. Administrative Science Quarterly, 1991, 36(3): 459-484.吴志明 All copyrights reserved吴志明 All copyrights reservedSpencer & Spencer: The Iceberg ModelBackgroundSkill Knowledge Personality Self-concept Attitude Motivation ValuesBiodata– Age/gender – Marital Status – FamilyEducation and training– Knowledge – SkillWork experience/tenure– Achievement吴志明 All copyrights reserved吴志明 All copyrights reservedAbilityAbility: An individual’s capacity to Perform the various tasks in a job。
