Leadership Continuum[领导连续体]

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什么是领导连续体？ 释义

根据R. Tannenbaum和W.H. Schmidt（1973）的领导连续体理论，一位专制的领导者掌握完全的权威，自己决定一切。 他不会授权下属。 而一位民主的领导（自由放任型领导）在制定决策过程中，会给予下属很大的权力。

1938年， Lewin和Lippitt依据领导角色在工作任务的分量以及工作中的上下级关系， 对领导进行了分类。 1973年，Tannenbaum 和 Schmidt针对不同领导行为提出了领导连续体理论， 这一理论认为，领导行为从以上司为中心的任务导向性领导到以下属为中心的关系导向型领导，是一个连续的整体。

领导行为力量要素

为了选择一种合适的领导方式，正确运用领导权威，领导者需要考虑以下一些因素：

1. 管理者力量： 对团队成员参与性以及能力的信任和信心。 比较： Theory of Needs[需求理论]

2. 下属人员力量： 下属人员具有独立性、能够容忍适应含糊的工作命令，他们而且非常有能力，能够与组织目标保持一致。

3. 组织力量：

   • 团队要具备必需的知识。
   • 团队要有组织价值和传统。
   • 团队要要能有效运作。

4. 时间压力： 在时间压力之下，需要做出即时决策。 时间的压力往往也是团队成员参与度不高的一个原因。

领导连续体的优势 优点

• 给予管理人员以一系列不同的选择方式进行团队管理。

• 阐明了管理介入和团队代表的原则。

• 使得决策制定者将注意力集中在核心要素上，如如力量、时间。

• 强调组织成员发展与授权。

• 启发式管理。 鼓励对组织授权艺术进行研究。

 
领导连续体局限。 缺点

• 仅仅考虑到初期阶段的布置任务以及授权行为，对后续流程缺乏考虑，影响结果的有效性。

• 假定组织领导拥有足够的信息来定位自己。

• 假设了一个“中立”的组织环境，没有任何社会、政治牵连。

• 将复杂的组织决策简化为两极模式。 而现实中的组织决策环境要复杂得多。

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研究链接 自动跳入有关以下内容的其他有用资源领导连续体。 新闻 视频 简报 书比人好 学术的 更多

比较： Path-Goal Theory[路径-目标理论]  |  Managerial Grid[管理方格理论]  |  Leadership Styles[领导风格]  |  Level 5 Leadership[第五级领导]  |  Situational Leadership[情境领导]  |  Charismatic Leadership[魅力型领导]  |  Servant-Leadership[仆人式领导]  |  Theory X Theory Y[X理论-Y理论]  |  Contingency Theory[权变理论]  |  Competing Values Framework[竞值架构]  |  EPIC ADVISERS[史诗顾问]  | Levels of Culture[文化层次]  |  Culture Types[文化类型]  |  Expectancy Theory[期望理论]  |  Results-Based Leadership[业绩导向领导]  |  Result Oriented Management[业绩导向管理]  |  Hierarchy of Needs[需求层次理论] |  Two Factor Theory[二因素理论]  |  Theory of Needs[需求理论]  |  Bases of Social Power[社会权力基础]  |  Seven Surprises[七大惊奇]  |  Seven Habits[七个习惯]  |  SMART[SMART管理法]  |  PAEI[PAEI管理角色]  |  Changing Organization Cultures[组织文化变革法]  |  Framing[心理定格]  |  Beyond Budgeting[超越预算]  |  Stages of Team Development[团队发展阶段]

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