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09

Leadership

Terry
Tannebaum etc

Hersey & Blachard

ConceptLeadership = f ( L, F, S )
NOTE Peter Drucker

French & Raven


Legitimate Power
Reward Power
Coercive Power
Referent Power
Expert Power

Kast & Rosenzweig


Emulation (Lead by Example )
Suggestion
Persuasion
Coercion
NOTE Kelman
1.
Compliance

2.
Identification

3.
Internalization

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09

Trait

( Great Man Theory)

Davis
1.
IQ
2.
EQ
3.
4.
Kirpatrick & Locke 1991
1.
2.
3.
4.
5.
6.
Bennis
1. Vision
2.
Passion
3.
Integrity
4.
Trust
5.
6.
Stogdil 1948

-
1.
Intelligence
2.
Physical Characteristics
3.
Social Characteristics
4.
Social Background
5. Task-relevant Characteristics
6.
Personality

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09

12
9 2 1

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09

Behavioral Theory

Leadership Effectiveness

White & Lippett

1.

2.

3.

Authoritarian

Democratic

Laisez-faire

Tannebaum & Schmidt

Rennis Likrert
1. Employee Centered
2. Job Centered

NOTE
1
2

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09

OSU Ohio State University Two Dimension Theory

Consideration

Initiating Structure

1.

2.
Blake & Mouton Managerial Grid Theory
1 (1,9)
2
3
4

5
6
7
8
9 (1,1)
1

(9,9)

9*9=81
5

(5,5)

4
5

(9,1)
9

1.11 Impoverished Management


2.91
3.19 Country Club Management
4.55 Middle of the Road Management
5.99 Team Management
99

Reddin Three Dimension Theory


1.
1 Task Oriented
2 Relativeness Oriented
3 Leadership Effectiveness

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2.

Related
Integrated

Separated
Dedicated

3.

Developer

Bureaucratic

Executive

Benevolent
Autocrat

4.

Missionary

Deserter

Compromiser

Autocrat

5.
1
2
3
4
Because it depends is one thing; it depends on what is another.

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Leadership = fLeaderFollowerSituation

Path goal Theory; House

1.OSU 1. 2.
2.Vroom

1.
2.

3.
1.

2.
1.
3.
2.
4.

1.
2.
3.

1. Directive
2.
3. Supportive
4. Storming
5.
6.
7.
8. Achievement Oriented
7

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09

; Fiedler

1. Task Oriented
2. Relationship Oriented
NOTE
LPC Least Preferred Co-worker

1.
2.

1.
2.

1.
2.
3.

-
-
-

TO
RO

II

III

VI

VI

VII

VIII

1./TO
RO
2.
3.
1
2
3
4
8

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09

Life Cycle Theory on Leadership; Hersey & Blanchard


Maturity / Readiness M1~M4
1. Ability
2. Willingness

M1

M3

M2

M4

1. Directing
2. Supporting
3.
1Telling
2Selling
3Participating
4Delegating

Style 1
Style 2
Style 3
Style 4

S3

S2

S4

S1

M4

M2 M3

M1

House & Marshall

Organizational Engineering
9

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09


Attribution Theory of Leadership

Intelligence Outgoing Personality Good


Verbal Skill Industrious Understanding
Aggressiveness
Charismatic Leadership

Charismatic Leadership
Heroic

1.Robert House
1 Self Confidence
2/ Dominance
3 Brief
2.Bennis 1984
1 Vision
2
3
4
3.Conger & Kaunango (McGill University)
1 Environment Sensitivity
2
3
4
5a Change Agent
6
7
NOTE1 Smith
A
B
C
D
E
F
10

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09

ConceptHowell
1 Job Satisfaction

2 Productivity

NOTE2

Burns 1978
Transactional Leadership

Concept
Needs

Role
Task
Transformational Leadership

Visionary Leadership

1. Charismatic Leadership
2. Intellectual Simulation
3. Inspiration Motivation
4. Individualized Consideration (Human Caring)
NOTE1
NOTE2
Concept

11

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09

Legitimate

a.

Coercive

a.

Emulation

n.

. ;;

Integrity

n.

;;

Laisez-faire

a.

=laisser-faire;

Impoverished

a.

Deserter

n.

,;

Autocrat

n.

1. , 2.

Charismatic

a.

12

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