Chapter 11 Leadership（英文版）(ppt 23页)

Chapter 11 Leadership（英文版）内容提要：
Difference between management & leadership
attitudes towards goals: Managers tend to adopt impersonal,leaders take a personal & active.      Work view:an enabling process involving --,temperamentally disposed to seek out risk & danger.   Prefer to work with people,concerned with ideas
management coping with complexity,leader coping with change,developing a vision of the future; most firms are underled & overmanaged
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Transition in leadership theories What makes an effective leader
the 1st approach sought to find universal personality traits that leaders had to some great degree than nonleaders
explain leadership in terms of the behavior a person engaged in
 “false starts” based on their  erroneous conception
Contingency models to explain the inadequacies of previous leadership
attempting to identify the set of traits that people implicitly refer to as a leader    
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Cognitive resource theory
A theory of leadership stating that a leader obtains effective group performance by,1st, making effective plans,decisions,& strategies;2nd, communicating them through directive behavior
how stress & Cognitive resource such as intelligence, experience play a role on leadership effectiveness;
3 prediction: directive behavior result in good performance only if it linked with high intelligence in a supportive, nonstressful environment;       in highly stressful situations, job experience is positive related with performance;        the intellectual ability correlate with performance in nonstressful situations.