Leadership Continuum[领导连续体]

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总结

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： Leadership Continuum[领导连续体]

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]
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。
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。
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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论坛

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领导连续体论坛。

How to Combine Employee Empowerment with Operational Discipline? Gulati's 3P Framework
According to Professor Ranjay Gulati, executives and managers have trouble resolving the tension between employee empowe (...)

15个反应

Combination of Tannenbaum and Schmidt Continuum with Tuckman Stages
You can combine the Leadership Continuum with the Team Development Stages of Tuckman. Plotting Tuckman's Team Building (...)

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Leadership Succession. Ensuring Continuity of Leadership
The leader is one who ensures leadership continuity for a long haul. Therefore he must have an uncanny ability to indent (...)

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Substitutes for Leadership (Kerr and Jermier)
There are a wide range of leadership theories that explain particular traits, behaviors and activities needed for leader (...)

1个反应

Leadership Continuum or Management Continuum?
The Leadership Continuum Model shows management styles from "autocratic" to "full control". Most managers do not make go (...)

5个反应

Leadership is all about Decision making
As far as decision-making is the main subject of leadership, other issues such as delegation and relationships remain se (...)

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Laissez Faire versus Democratic Leaders
A Democratic leader Involves team in decision making, consults and then takes a call whereas A Laissez Faire leader has (...)

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Leaders are the Heads not the Tails of the Organization
There are many leadership styles and leaders give direction to their employees and make good decisions in many ways. The (...)

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Force Field = 5 Levels of Management
The summary of the five levels of management to arrive at level 5 managers(Collins) has some similarity to the forcefiel (...)

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最佳实践

关于领导连续体的最高评价的讨论主题。在这里你会找到最有价值的思路和切实可行的建议。

专家提示

关于Leadership Continuum（英语）的高级见解。在这里，您将找到专家的专业建议。

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	Loved and Feared Leaders Another Continuum Scott A. Snook, a retired U.S. Army colonel and now Harvard Professor, in his January 2008 HBR article, addresses a ques (...)