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Leading后两章 - Coggle Diagram

- - - - Leader:Concern for people—Relationship oriented
        Concern for production--Task oriented
        
        four leadership styles
        
        Participating (low task-high relationship): The leader and
        followers share in decision making: the main role of the leader is facilitating and communicating.参与式
        
        Telling (high task-low relationship): The leader defines roles
        and tells people what, how,when, and where to do various tasks.命令式
        
        Delegating(low task-low relationship): The leader provides little direction or support.授权式
        
        Selling (high task-high relationship):The leader provides both directive and supportive behavior.说服式
      - Followers
        
        four stages of follower readiness
        
        R2:People are unable but willing to do the necessary job tasks. Followers are motivated but lack the appropriate skills.
        
        R3: People are able but unwilling to do what the leader wants.Followers are competent能干的, but don't want to do something.
        
        R1:People are both unable and unwilling to take responsibility for doing something
        
        R4: People are both able and wiling to do what is asked ofthem.
      - Leadership theory moedel---situational leadership theory(SLT)情境领导理论Focus on followers' readiness（人们执行特定任务的能力和意愿）
        关注下属的成熟程度
      - Put the two together
        
        followers at R2,leader needs selling style and display high task orientation to compensate for the followers'lack of ability and high relationship orientation to get followers to "buy into"the leader's desiresR2环境下的追随者，领导者需要销售风格，表现出高任务导向来弥补追随者能力的不足，高关系导向让追随者“买合”领导者的欲望
        
        followers at R3,leader needs participating style to gain their support
        
        followers at R1,leader needs telling style and give clear and specific directions
        
        followers at R4,leader doesn't do much and should do the delegating style
    - - leader-participation model领导-参与模型: A leadership contingency theory that's based on asequential set of rules for determining how much participation a leader uses in decision making according to different types of situations一种领导权变理论，建立在一系列规则的基础上，用于根据不同情况确定领导在决策过程中的参与程度。
      - Contingency variables in the revised leader-participation model在领导参与模型中可能出现的变量P308
    - - three situational factors
        
        Leader-member relations: the degree of confidence,trust, and respect employees had for their leader;rated as either good or poor.领导-成员关系:员工对领导的信任、信任和尊重程度，分为好和差。
        
        Task structure: the degree to which job assignments were formalized and structured; rated as either high or low.任务结构:工作分配的形式化和结构化程度;被评为高或低的
        
        Position power: the degree of influence a leader had over activities such as hiring, firing , discipline,promotions, and salary increases; rated as eitherstrong or weak.职位权力:领导者对雇佣、解雇、纪律、晋升和加薪等活动的影响程度;被评为强或弱的
      - Fiedler contingency model proposed that effectve group performance depended on properly matching the leader's style and the amount of control and influence in the situation认为团组绩效取决于领导者的领导风格与其对环境的控制和影响能力之间的匹配
      - The keys are:1.Define those leadership style and the different types of situations;-----------------用least-preferred coworker qustionnaire(LPC)
        2.ldentify the appropriate combinations of style and situation
      - Conclusion:Task oriented performed better in very favorable situations and in very unfavorable situations
        Relationship oriented leaders performed better in moderately favorable situations
    - - Path-goal theory路径-目标理论:A leadership theory that says the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are
        compatible with the organization's or group's goals一种领导理论，认为领导者的工作是帮助追随者实现他们的目标，并提供所需的指导或支持，以确保他们的目标与组织或团队的目标相一致。
      - Four leadership behaviors
        
        Supportive leader: Show concern for the needs of followersand is friendly.支持型领导行为
        
        Participative leader: consults with group members and uses their suggestions before making a decision.参与型领导行为
        
        Directive leader:lets subordinate下属 know what's expected of them, Schedules work to be done, and gives specific guidance onhow to accomplish tasks.指导型领导行为
        
        Achievement-oriented leader: sets challenging goalsand expects followers to perform at their highest level.成就导向型领导行为
  - - - Theories that isolate behaviors that differentiate effective leaders from ineffective leaders寻找有效领导者区别于无效领导者的行为的领导理论。
      - Behavioral theories studies
        
        University of IOWA
        
        Autocratic style独裁型:- A leader who centralizes authority, dictates work methods, makes unilateral decisions,and limits employee participation集中权力、规定工作方法、做出单方面决定并限制员工参与的领导者。
        
        Laissez-faire style放任型:A leader who generally gives employees complete freedom to make decisions and to complete their work however they see fit通常给予员工完全的自由去做决定和完成他们认为合适的工作。
        
        Democratic style民主型:A leader who involves employees in decision making,delegates authority, encourages participation in decidingwork methods, and uses feedback to coach employees让员工参与决策、授权、鼓励参与决定工作方法、并利用反馈指导员工的领导者
        
        Conclusion:Democratic style of leadership was most effective
        
        OHIO state
        
        Initiating structure定规/体制:structuring work and work relationships to meet job goals构建工作和工作关系以实现工作目标
        
        Conclusion:High-high leader(high in consideration and high ininitiating structure) achieved high subordinate performance and satisfaction.
        
        Consideration关怀体谅:being considerate of followers'ideas and feelings
        
        University of Michigan
        
        Employee oriented:Emphasized interpersonal relationships and taking care of employees' needs强调人际关系和照顾员工的需求
        
        Production oriented:Emphasized technical or task aspects of job
        
        Conclusion:Employee-oriented leaders were associated with highgroup productivity and higher job satisfaction.
        
        Managerial grid评判领导风格的一种网格
        
        Concern for production
        
        Concern for people
        
        Impoverished management贫乏型管理
        Task management任务型管理
        Middle-of-the-road management中间型管理
        Country club俱乐部型管理
        Team management团队型管理
        
        Conclusion:Leaders performed best with high concern forproduction and high concern for people.
      - Which leadership styles might be suitable indifferent situations, and what were these different situations?
        
        Fiedler Contingency Model,Situational leadership theory,
        Leader-participation,Path-goal theory
    - - Traits associated with leadership:Drive,Desire to lead,Honesty and integrity,
        Self-confidence,Intelligence,Job-relevant knowledge,Extraversion,Proneness to guilt
      - Trait theory ignored the interactions of leaders and their group members as well as situational factors.特质理论忽略了领导者与团队成员之间的互动以及情境因素。
      - Theories that isolate characteristics (traits) that differentiate leaders from non-leaders.寻找领导者区别于非领导者的特质的领导力量
  - - - Competence:technical and interpersonal knowledge
      - Consistency:reliability,predictability,and good judgment in handling situations
      - Loyalty:willingness to protect a person,physically and emotionally
      - Openness:willing ness to share ideas and information freely
      - Integrity:honesty and truthfulness
    - - Pratice openness;Be fair;Speak your feelings;Tell the truth;Be consistent;
        Fulfill your promises;Maintain confidences;Demonstrate confidence
- - - - Information is spread by word of mouth, ironically具有讽刺意味的是, good information passes among us rapidly , but bad information travels even faster.
      - An unofficial channel of communication非官方的沟通渠道
    - - Body Language肢体语言:Nonverbal communication cues such as facia lexpressions, gestures, and other body movements
      - It's not what you say but how you say it
      - Verbal lntonation言语语调:An emphasis given to words or phrases that conveys meaning强调对表达意思的词或短语的强调
    - - Written communications:
        Memos备忘录, letters, e-mail, digital communication
        Advantages:tangible, verifiable, and more permanent , can be storedfor an indefinite period of time有形的、可验证的、更持久的、、可以保留
        Drawbacks:Writing may be more precise, consumes a great deal oftime, and also lack of feedback.
      - Oral Communications口语沟通：Speech ,discussion, telephone
        Advantages:allow receivers to respond允许接收者响应
        presents feedback evidence that the message has beenreceived and understood提供反馈证据证明已收到并理解消息
        Drawbacks:Easy to space limitations, lead to the loss of information and the content of the distortion容易受到空间的限制，导致信息的丢失和内容的失真
    - - Emotions:how the receiver feels when a message is received
      - Language:Words have different meanings to different people.Receivers will use their definition of words being communicated.
      - Information Overload信息过载:when the amount of information one has to work with exceeds one's processing capacity
      - Jargon:the language or one of the languages that is accepted by a special area.
      - Selective Perception选择性认知:Selectively perceiving or hearing a communication based on your own needs, motivations, experiences, or other personal characteristics根据你自己的需要、动机、经历或其他个人特征有选择地感知或听到交流。
      - Gender:How males and females react to communication may be different, and they each have a different communication style.
      - National culture:Communication differences arising from the different languages that individuals use to communicate and the national culture of which they are a part.
      - Filtering过滤:Deliberately manipulating information to make it appear more favorable to the receiver故意操纵信息使其对接收者更有利
    - - Communication沟通:A transfer of understanding and meaning from one person to another
      - Communication Process沟通过程:The seven-part process of transferring and understandingof meaning
        
        1 and 2:The sender initiates a message by encoding a thought
        
        1.The communication source or sender
        
        2.Encoding
        
        Factors affect the encoded message:
        skill,attitudes,knowledge,and the social cultural system
        
        A person's total communicative success includes
        speaking , reading, listening, and reasoning推理skills
        
        3.The message
        
        Message is affected by the code or group of symbols we use to transfer meaning , the content of the message itself, and the decisions that we make in selecting and arranging both codes and content
        
        is the actual physical product from the source that conveys some purpose.
        Spoken words,Pictures,Gestures
        
        4.The channel
        
        Channel is the medium through which the message travels
        
        Formal channels: are establish by the organization and transmit messages that pertain to the job-related activities of members.正式渠道:由组织建立，传递与成员工作相关的信息。
        
        Informal channels: Outside of the formal communication channels
        
        5 and 6
        
        The receiver:is the person to whom the message is directed
        
        Decoding:Factors affect decoding:skills,attitudes,knowledge and social cultural system
        
        Feedback:Feedback is the check on how successful we have been in transferring our message as originally intend
    - - Listen actively:Listening for full meaning without making premature judgments or interpretations倾听完整的意义而不作过早的判断或解释
      - Constrain emotions抑制情绪:Calm down and get emotions under control beforecommunicating.
      - Use simplified language:use words that the intended audience understands
      - Watch nonverbal cues:Be aware that your actions speak louder than your words.行动胜于雄辩
      - Use feedback:Many problems are attributable to misunderstanding.
        Check the accuracy of what has been communicated, orwhat you think you heard