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tags: 組織行為
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# Ch13 Leadership

## Summarize the conclusions of trait theories of leadership
* Leadership is the ability to influence a group toward the achievement of a vision or set of goals
* Not all leaders are managers, nor are all managers leaders
* nonsancioned leadership: 非組織給予權力的領導

* Trait theories of leadership focus on personal qualities and characteristics
* 認為特質是天生的
* 認為「領導者」有別於「非領導者」之處在於「人格品質」及「人格特質」。
* Extraversion 是最重要的領導者特質，它和「成為領導者」的關聯性大於「領導效能」的關聯性。
* Conscientiousness和openness to experience和領導也具有強相關，但強度低於 extraversion。
* Another trait that may indicate effective leadership is **emotional intelligence**。high EI people are more likely to be leaders.

* Two conclusions:
1. Traits can predict leadership.
2. Traits do a better job predicting the emergence of leaders than they do at distinguishing between effective and ineffective leaders

## Identify the central tenets and main limitations of behavioral theories
* Behavioral theories of leadership imply we can train people to be leaders
* 假設leadership是可以透過後天訓練而成的
* two behaviors that accounted for most leadership behavior:
* Initiating structure：
領導者是否會去「定義」及「架構」他／她的角色及部屬的角色以達成目標。
* Consideration：
領導者是否和部屬彼此信任、尊重部屬的意見、關心部屬的感受。succeed best in low power distance culture.

## Contrast contingency theories of leadership (情境取向理論)
* Fiedler 利用對LPC(least preferred coworker)的印象去分辨領導風格。
* Situational leadership theory (SLT)：focuses on the followers.
* Successful leadership is achieved by **selecting the right leadership style**, which is contingent on the level of the followers’ readiness(準備程度)

* 路徑-目標理論(path-goal theory)認為領導者主要的工作是幫部屬達成他們的目標，並提供必要的指導和支援，以確保他們的目標可以和團體或組織的目標配合。具有效能的領導者應該幫助部屬澄清可以達成目標的途徑，減少途中的障礙與危險，使其能順利完成
* leader-participation model 領導者-參與模型
* relates leadership behavior and participation in decision making
* Leader behavior must adjust to reflect the task structure

## Describe the contemporary theories of leadership and their relationship to foundational theories
* Leader–Member Exchange Theory 領導者—成員交換理論
* 魅力型領導 (Charismatic Leadership)
* Dark Side of Charismatic Leadership
* allowed their personal goals to override the goals of the organization

* 交易型領導 (Transactional Leadership) v.s. 變革型領導變革型領導 (Transformational Leadership)
* Evaluation of Transformational Leadership
* it isn’t effective in all situations
* It has a greater impact on the bottom line in smaller, privately-held firms than in more complex organizations
* 

## Discuss the roles of leaders in creating ethical organizations
* 真誠領導 (Authentic Leadership)
* 知道自己是誰，知道自己的信念及價值觀，開放地、率直地依據信念及價值觀行事。
* 分享資訊，鼓勵開放式溝通，堅持理念

* people come to have faith in them

* Ethical Leadership 道德領導
* 道德領導是指以尊重道德信仰和價值觀以及尊重他人尊嚴和權利為指導的領導
* Servant Leadership
* focus on opportunities to help followers grow and develop
* Characteristic behaviors include listening, empathizing, persuading, accepting stewardship, and actively developing followers’ potential

## Identify the challenges to our understanding of leadership

* abilities leaders should have:
* high self-monitors
* trust building
* transformational leadership

## Integrating theories of leadership
* Traits：
* the most powerful traits are intelligence, emotional intelligence, and conscientiousness.
* reflect the **perception** of leaders but not **effectiveness**

* Behaviors：
* relationship-oriented leadership appears to account for most of the differences in both employee commitment and job performance.

* contingency factors：
* the most relevant appear to be follower's experience and ability, organizational culture, and national culture.

## LEADERSHIP issues in the twenty-first century
* Managing power
* Legitimate power
* Coercive power
* Reward power
* Expert power
* referent power

* developing trust
* leading virtual teams
* becoming an effective leader through leadership training