组织行为学leadership(编辑修改稿)

组织行为学leadership(编辑修改稿)内容摘要：

ive)。 amp。 Group • QR Quality Requirement。 CR Commitment R。 LI Leader Information。 ST Problem Structure。 CP Commitment Probability。 GC Goal Congruence。 CO Subordinate Conflict。 SI Subordinate Information。 TC Time Constraint。 GD Geographical Dispersion。 MT MotivationTime。 MD MotivationDevelopment leadership • In many situations,whatever behaviors leaders exhibit are irrelevant • certain individual,job,amp。 anizational variables act as substitutes or neutralizers Chapter 11 Leadership 167。 Recent approaches theory attempting to make sense out of causeeffect relationship • Propose that leadership is merely an attribution that people make about other individuals • characterize leaders as having such traits as intelligence,outgoing personality,strong verbal skills,aggressiveness,understanding, amp。 industriousness • use leadership to explain anizational oute。 under the extreme conditions leadership extension of attribution theory • Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors • identify personal characteristics of the charismatic leader: extremely high confidence,a vision, ability to articulate the vision, strong convictions in the vision,behavior out of ordinary,being a change agent,environmental sensitivity. • When the follower’s task has an ideological ponent 3. Transactional , Transformational leader • Transactional leader:guide or motivate their followers in the direction of established goals by clarifying roles amp。 task requirement • Transformational leader:provide individualized consideration amp。 intellectual stimulation,amp。 who pocess charisma • Transformational leader get high appraisal，strongly related to lower rates of absenteeism, high productivity, high job satisfaction 167。 Contemporary issues • Gender:do male amp。 female lead differentsimilarity outweigh the difference • leading through empowermentcoaching • effective followership:selfmanage。 mit to a purpose outside。 building petence。 courageous, honesty,amp。 credible • national culture • Biological roots for leadership Chap. 17 Organization Culture 167。 What is Organization Culture 1. Instituationalization:A forerunner • When an anization takes on a life of its own,apart from any of its members,amp。 acquires immortalitythe notion nearly 50 years ago • existing beyond the life of any of one member, going beyond it’s original mission • Structure:20 years ago, anization was view as rational means by which to coordinate amp。 control a group of people • culture: anizations have personalities too,just like individuals。 each has a unique feeling amp。 character beyond it’s Structural characteristics. The role playing in the lives of it’s members. Definition • A mon perception held by the anization’s members。 a system of shared meaning. • primary characteristics: exists on a continuum from low to high,give a posite picture 1)innovation amp。 risk taking 2)attention to detail 3)oute orientation 4)people orientation 5)team orientation 6)aggressiveness 7)stability • distinction between culture amp。 job satisfaction: descriptive term perceived, evaluative 3. Cultural Typologies identified 4 cultural “types” • Academy:a place for steady climbers to master each job they hold. recruiting young graduates, special training,steering through a myriad with a particular function • club:place a high value on fitting in, mitment, loyalty. • baseball team:entrepreneurially oriented haven for risk taker amp。 innovators • fortress:preoccupied with survival. Fell on hard times amp。 seeking to reverse it’s sagging fortunes • can’t be neatly categorized into one because they have a blend of or are in transition. Personalityculture match 4. Subculture •。