leadership essay:管理者的指揮力與影響力


管理者的影響力，是決定管理者擁有多大的指揮能力的最重要的一個因素。尤克爾和菲爾貝（1990）改進了由基普尼斯和施密特（1885）所研發出的關于管理者影響員工的八個策略。這八個策略其中的四條，闡述了管理者的權力對其影響力發揮的消極方面，而另外四條策略則指出了一種更加具有說服力和溫和的方式。尤克爾和菲爾貝（1992）研究報告表明，運用更加溫和的方式來影響員工的管理者們，通常都能夠在基于員工們表現的情況下，在培訓員工方面取得更多的成功。

企業文化，信任和管理

據研究表明（雷納 2000，弗洛西斯和所羅門 1998），在一個企業中，文化和信任但對于提高生產力以及員工的表現都有著積極的影響。同時，信任也是有賴于更好的工作環境，深入的團隊合作，員工的士氣和更好的工作態度（德克斯，菲林 2001，麥丘恩 1998）.因此，在企業中發展一個值得員工信賴的企業文化是企業成功的一大重要因素。

Influences from manager are one of the most important factors in determining the control the manager has. Yukl and Falbe's (1990) have modified eight tactics that Kipnis and Schmidt's (1985) developed to relate the manager’s tactics employed to influence employees. Four of which exploits the manager’s power and authority in a negative way to exert influences along with the other four which utilises a more persuasive and subtle way to exact influences. (Falbe and Yukl 1992) Researches have shown that by using a softer approach to influence employee, managers have increased success in applying positive work based behaviours in employees.

企業文化，信任和管理 Organisational Culture, Trust and Managers

According to the researches (Reina 2000, Flores and Solomon 1998), that within an organisation, culture and trust has a good positive impact on increasing productivity and performance. Trust is also perceived as a contributing factor to having better workplace behaviour akin to higher levels of teamwork, employee morale and better working attitudes within the organisation (Dirks and Ferrin 2001, McCune 1998). Therefore developing a trusting culture within an organisation is part of an essential factor to the success of an organisation.

In order to develop a good trusting relationship between organisation and employees, the role that a manager plays a part in is to understand the relationship between the culture within the organisation and the trust that the employees place upon the organisation. Kouzes and Posner (1987) also suggested that to begin building a trusting relationship, paying attention to one’s needs and interest are important factors. They also mentioned that managers who attempt to understand and appreciate opinions of others will garner more respect and trust. In addition, Frances and Donald (2009) mentioned that communications between managers and employees can improve the trust relationship which will successively improve the productivity and efficiency within the organisation.#p#分頁標題#e#

Frances and Donald (2009) has identified that the organisational culture has an association to the trust level in an organisation and to increase trust by manipulating management cultures, managers first have to acquire a clear comprehension between the relationship of the culture and trust between the organisation and the employees. Openness and honesty is also classified as potentially the best factor to cultivate a better trust relationship within the organisation. A manager simply has to be open and honest about their actions and words.

企業員工的幸福度 Well-being of employees within the organisation

Modern managers in today’s workplace not only have to concern themselves with just the performance of an organisation, in conjunction, have to involve themselves about the organisation employee well-being and health. With regards to the study by Brown et al. (2000) have theoretically established that by improving an employee’s well-being will in turn lead to improved performance, therefore he has shown an indirect connection between employee’s health and performance.

Depression is a mental health problem and it is one of the most widespread forms of mental disorder in the workplace environment (Sanderson and Andrew 2006). There are several documentations (Langlieb and Khan 2005, Goetzel et al 2002, Simon et al 2001) that supported how depression can have significant impact on the performance and financial cost on the workplace and the organisation. In a study by Goetzel et al (1998) of the top ten health risk factors that will impact an organisation’s medical cost, depression came in top with 70% of the depressed workforce costs more than the non-depressed workforce. While highly stressed employee costs 46% more than non-stressed employee, additionally employees suffering from both depression and high stress costs a whopping 147% more than their non-depressed and non-stress counterpart.

Research by Pagell and Gobeli (2009) has expressed that managers are willing to improve employee’s well-being if they find that having poor health at work negatively affects the performance of the organisation. Huack and Chard (2009) suggested that for mental health programs to be introduced into the workplace, the managers need to have certain understanding, knowledge and training regarding depression. A manager can detect early signs of mental health problems by monitoring work performance and addressing issues of employees. If any abnormality is detected, the manager can act as a first line of contact with the employee, giving advice and guidance towards the appropriate channels for pursuing help.

Managers hold a promising role to enhance the health and well-being of employees in the workplace. Health promotion, health screening sessions, better medical benefits are some of the examples of early detection program that manager can introduce into the workplace to minimise health problems that can contribute to a healthier organisation culture.#p#分頁標題#e#

工作中的異常表現 Deviant Behaviours in workplace

Negative behaviours from employees may stem from the organisational culture and ethics and from the manager’s influence or actions (Barrie et al 2007). Various examples from Fiona (2004) of the types of misdemeanours that occur in workplaces are dishonesty, theft, sabotage and aggressive behaviours. Deviant behaviours may jeopardize the well-being of employees in the organisation.

Social influence in an organisation can be a source of negative behaviour from the employee, whereby one will inherently get influenced by the job performance, decision making of a larger group (Litzky et al 2007). New employees might felt compelled to follow the trend to achieve social cohesion and acceptance. An example cited by Greenberg (1997), if people in the office take home small quantity of office stationaries home, a new employee may get influenced and takes home some stationaries too.

The culture of the organisation is important to the development of an employee’s perception to work. In an organisation culture where there are no trust relationships between employees and managers, may lead to deviant behaviours from employees. For example if an employee gets no bonus at year end, however, finds out about the company’s secret profit sharing scheme shared by the managers(Robinson 1996), it may lead to defiant behaviour like theft, sabotaging or violence against the organisation which is very damaging to the performance and financial cost of the organisation (Robinson 1996, Baron and Neuman 1996).

管理者在降低工作環境中的異常行為中所扮演的角色 Manager’s roles to reduce workplace deviance

By creating an ethical culture in the working environment of an organisation, the manager can minimise some of the deviant behaviour such as dishonesty in the workplace. Research by Kitson (1996) suggests that managers play an important role in the organisation’s behaviour towards the ethics culture, effectiveness of implanting ethics in a organisation culture is considered one of the skills that a manager need to possess and practice, however research by Velthouse and Kandogan (2007) showed that ethics are often not highly regarded nor practiced often enough in the workplace environment. It has shown that how an employee behaves is influenced by the ethical environment in the organisation. Managers can set a role model for the employees by behaving in an honest and ethical way to minimise deviant behaviour such as theft.

One of the factors in building an ethical culture is through constructing a positive mutual trust between managers and employees. A good example is theory Y where the management committee places certain trusts in the employees to work and behave responsibly. Placing trust in employees to have certain decision making power will help to reduce deviant behaviours (Morrison et al. 1997). Trust gained early in the relationship will last longer, and by giving explanations to decisions that affect employees will also increase the trust factor. All in all, by having communicating, honesty, fair and caring attitude, the manager can help to minimise deviant behaviours.#p#分頁標題#e#

Managers will implement rules and regulations to create law and order, efficiency in work, however by implementing rules and regulations, the manager have to be wary of the fact that if the employees judge the rules as unwarranted, they are more likely to disregard the rule (Litzky et al 2007). In addition the manager might implement an incentive and penalty system, the manager have to approach this in a fair and impartial way, as employees will act in defiant ways if they feel they are treated unfairly (Litzky et al 2007). Punishment in an unprejudiced way can also act as a deterrent to workplace deviant behaviours.

Social influence can be a source of deviant behaviour, however, managers can capitalise social influences to create good ethical culture. For example, placing an individual in conjunction with high ethical and motivated teammates, that particular individual will likely assimilate to an ethical environment (Litzky et al 2007).

管理者的局限性 Limitations of Managers

Limitations of manager on dealing with depression in workplace, to recognise and determine a person in depression would require professional training, and the manager do not have the correct expertise to diagnose health problems. The job role of manager is not to be a doctor, thus employees should be responsible for their own health and well-being.

The organisation culture may also limit the manager in controlling deviant behaviour in employees, For example, unethical behaviour displayed by the employees are to meet organisation performance criteria instead of individual benefits (Velthouse and Kandogan 2007). Employees may also be pressurised to perform unethical action due to unrealistic performance goals set by the manager (Gellerman 1986).

The higher the trust that an employee places on the manager, the more adverse the employee’s reaction will be when the manager breach that trust, and it may lead to extreme deviant behaviours. For example when an employee is publically reprimanded or embarrassed the trust is broken, or when CCTV is placed to monitor work, it will lead to employees believing that trust in them are lowered (Morrison et al. 1997).

結語 Conclusion

In a nutshell, roles managers in modern organisations have evolved considerably. Not only are managers expected to demonstrate leadership skills, motivate workers or manage performance of employees, they have to perform auxiliary job roles relating to taking care of the well-being of employees to tackling defiant problems that may arise in the workplace. Employing certain tactics like using their influence as a superior or developing a trusting relationship can be used to perform their roles.

Moreover, in a fast growing modern world, managers have to take into account the ethical roles of organisations. Although managers are expected to perform a lot more, however they cannot simply be a master of all trades, there are certain limitations to a managerial role and certain aspects of control will be out of the manager’s hand.#p#分頁標題#e#