OrganizationBehavior组织行为学

OrganizationBehavior组织行为学OrganizationBehavior组织行为学PAGE/NUMPAGESOrganizationBehavior组织行为学OrganizationBehaviorChapter11.Organizationalbehavior(OB)：Afieldofstudythatinvestigatestheimpactthatindividuals,groupsandstructurehaveonbehaviorwithinorganization,forthepurposeofapplyingsuchknowledgetowardimprovinganorganization’seffectiveness2.ManagersdoManagementfunctionPlanningAprocessthatincludesdefininggoals,establishingstrategy(策略),anddevelopingplanstocoordinate（调整）activitiesControllingMonitoringactivitiestoensuretheyarebeingaccomplishedasplannedandcorrectinganysignificantdeviations（背离）.OrganizingDeterminingwhattasksaretobedone,whoistodothem,howthetasksaretobegrouped,whoreportstowhom,andwheredecisionsaretobemade.LeadingAfunctionthatincludesmotivatingemployees,directingothers,selectingthemosteffectivecommunicationchannels,andresolvingconflictsManagementrole:1)interpersonal(人际角色)Figurehead(头面人物)Leader(领导者)Liaison(联络人)2)informational(信息传递者)Monitor(监控者)Disseminator(传递者)Spokesperson(发言人)3)Decisional(决策角色)Entrepreneur(创业者)Disturbancehandler(混乱处理者)Resourceallocator(资源分配者)Negotiator(谈判者)Managementskills:1)TechnicalskillsTheabilitytoapplyspecializedknowledgeorexpertise（专门技术）.2)HumanskillsTheabilitytoworkwith,understand,andmotivateotherpeople,bothindividuallyandingroups.3)ConceptualskillsThementalabilitytoanalyzeanddiagnose(诊断)complexsituations.3.EffectiveversusSuccessfulManagerialActivities1)TraditionalmanagementDecisionmaking,planning,andcontrolling2)CommunicationExchangingroutine(例行的)informationandprocessingpaperwork3)HumanresourcemanagementMotivating,disciplining,managingconflict,staffing(人员指挥),andtraining4)NetworkingSocializing,politicking(政治活动),andinteracting(相互影响)withothers4.ChallengesandOpportunitiesforOB1)RespondingtoGlobalizationIncreasedforeignassignmentsWorkingwithpeoplefromdifferentculturesOverseeingmovementofjobstocountrieswithlow-costlabor2)ManagingWorkforceDiversity(差异，多样性)EmbracingdiversityChangingdemographics（人口）ImplicationsformanagersRecognizingandrespondingtodifferences3)ImprovingQualityandProductivityQualitymanagement(QM)Processreengineering4)RespondingtotheLaborShortageChangingworkforcedemographicsFewerskilledlaborersEarlyretirementsandolderworkers5)ImprovingCustomerServiceIncreasedexpectationofservicequalityCustomer-responsivecultures6)ImprovingPeopleSkills7)Empowering(授权)People8)Stimulating(刺激)Innovation(改革)andChange9)Copingwith“Temporariness(临时性)”10)WorkinginNetworkedOrganizations11)HelpingEmployeesBalanceWork/LifeConflicts12)ImprovingEthical(伦理的)Behavior5.Independentanddependentvariables1)Dependentvariable:Aresponsethatisaffectedbyanindependentvariable.ProductivityAperformancemeasurethatincludeseffectivenessandefficiencyEffectivenessAchievementofgoalsEfficiencyTheratioofeffectiveoutputtotheinputrequiredtoachieveitAbsentThefailuretoreporttoworkTurnoverThevoluntaryandinvoluntarypermanentwithdrawalfromanorganizationOrganizationalcitizenshipbehaviorDiscretionarybehaviorthatisnotpartofanemployee’sformaljobrequirements,butthatneverthelesspromotestheeffectivefunctioningoftheorganizationJobsatisfactionAgeneralattitudetowardone’sjob,thedifferencebetweentheamountofrewardworkersreceiveandtheamounttheybelievetheyshouldreceive2)Independentvariable1)individual-levelvariables个体水平变量人们带着不同的特点进入组织，这些特点将影响到他们在工作中的行为。比较明显的特点包括：个体的或传记的特征（年龄、性别、婚姻状况等），人格特征，内在情绪框架，价值观与态度和基本的能力水平。自变量的每项因素——传记特点biographicalcharacteristics、能力ability、价值观values、态度attitudes、人格以及情绪personality。另外四个个体水平的变量也会影响到员工的行为：知觉perception、个体决策individualdecisionmaking、学习和动机learningandmotivation。2)Group-levelvariables群体水平变量人们在群体中的行为远比个人单独活动的总和要复杂。如果考虑到人体在群体中的行为与其独处时的行为不一样，我们的模型就更加复杂了。第8章为理解群体行为动力学打下了基础，第9章我们把对群体的理解应用于对有效工作团队的设计。3)Organizationsystemslevelvariables组织系统水平的变量当我们把正式结构加入到前面有关个体和群体的知识中时，组织行为就达到了复杂性和成熟性的最高水平。这一水平中的很多变量都对因变量如正式组织、工作流程、工作岗位的设计、组织中的人力资源政策和实践活动以及内部文化有影响。Chapter31.Attitudes1)Definition:Evaluativestatementsorjudgmentsconcerningobjects,people,orevents.价值观代 表 关于同志近三年现实表现材料材料类招标技术评分表图表与交易pdf视力表打印pdf用图表说话 pdf 了人们最基本的信念：从个体或社会的角度来着，某种具体的行为模式或存在的最终状态比与之相反的行为模式或存在状态更可取。这个定义包含着判断的成分，反映出个体关于正确和错误、好与坏、可取和不可取的看法与观念。2)ABCAffectiveComponent:Theemotionaloffeelingsegmentofanattitude.BehavioralComponent:Anintentiontobehaveinacertainwaytowardsomeoneorsomething.CognitiveComponent:Theopinionorbeliefsegmentofanattitude.2.ModeratingVariables●Importanceoftheattitude●Specificityoftheattitude●Accessibilityoftheattitude●Socialpressuresontheindividual●Directexperiencewiththeattitude3.TypesofAttitudes●JobSatisfaction:Acollectionofpositiveand/ornegativefeelingsthatanindividualholdstowardhisorherjob.●JobInvolvement:Identifyingwiththejob,activelyparticipatinginit,andconsideringperformanceimportanttoself-worth.●OrganizationalCommitment:Identifyingwithaparticularorganizationanditsgoals,andwishingtomaintainmembershipintheorganization.●PerceivedOrganizationalSupport(POS):Degreetowhichemployeesfeeltheorganizationcaresabouttheirwell-being.●EmployeeEngagement:Anindividual’sinvolvementwith,satisfactionwith,andenthusiasmfortheorganization.4.HowEmployeesCanExpressDissatisfaction●Exit:Behaviordirectedtowardleavingtheorganization.●voice:Activeandconstructiveattemptstoimproveconditions●Loyalty:Passivelywaitingforconditionstoimprove●Neglect:Allowingconditionstoworsen5.JobSatisfaction1)Theeffectonemployeeperformance◇SatisfactionandProductivity→satisfiedworkersarenotnecessarilymoreproductive→Workerproductivityishigherinorganizationswithmoresatisfiedworkers.◇SatisfactionandAbsenteeism→Satisfiedemployeeshavefeweravoidableabsences◇SatisfactionandTurnover→Satisfiedemployeesarelesslikelytoquit→Organizationtakeactiontoretainhighperformersandtoweedoutlowerperformers2)SatisfactionandOrganizationalCitizenshipBehavior(OCB)◇Satisfiedemployeeswhofeelfairlytreatedbyandaretrustingoftheorganizationaremorewillingtoengageinbehaviorsthatgobeyondthenormalexpectationsoftheirjob.3)JobsatisfactionandCustomersatisfaction◇Satisfiedemployeesincreasecustomersatisfactionbecause:→Theyaremorefriendly,upbeatandresponsive→Theyarelesslikelytoturnoverwhichhelpsbuildlong-termcustomerrelationships→Theyareexperienced◇Dissatisfactioncustomersincreaseemployeejobdissatisfaction.Chapter41.ABPersonality●TypeA’s1)arealwaysmoving,walking,andeatingrapidly2)feelimpatientwiththerateatwhichmosteventstakeplace3)strivetothinkordotwoormorethingsatonce4)cannotcopewithleisuretime5)areobsessedwithnumbers,measuringtheirsuccessintermsofhowmanyorhowmuchofeverythingtheyacquire●TypeB’s1)neversufferfromasenseoftimeurgencywithitsaccompanyingimpatience2)feelnoneedtodisplayordiscusseithertheirachievementsoraccomplishments3)playforfunandrelaxation,ratherthantoexhibittheirsuperiorityatanycost4)canrelaxwithoutguilt2.Personality1)Definition:Thesumtotalofwaysinwhichanindividualreactsandinteractswithothers2)PersonalityTraits:Enduringcharacteristicsthatdescribeanindividual’sbehavior3)PersonalityDeterminants:HeredityEnvironmentSituation3.MBTI(Myers-BriggsTypeIndicator)●能量获取：Extraversion(E)~Introversion(I)外倾/内倾●接收信息：Sensing(S)~Intuition(N)感觉/直觉●处理信息：Thinking(T)~Feeling(F)思考/情感●生活方式：Judging(J)~Perceiving(P)判断/知觉4.TheBigFiveModelofPersonalityDimensions1)Extroversion:Sociable,gregarious,andassertive2)Agreeableness:Good-natured,cooperative,andtrusting3)Conscientiousness:Responsible,dependable,persistent,andorganized4)EmotionalStability:Calm,self-confident,secure(positive)versusnervous,depressed,andinsecure(negative)5)Opennesstoexperience:Imaginativeness,artistic,sensitivity,andintellectualism5.MajorPersonalityAttributesInfluencingOB1)Locusofcontrol:Thedegreetowhichpeoplebelievetheyaremastersoftheirownfate●Internals:Individualswhobelievethattheycontrolwhathappenstothem●Externals:Individualswhobelievethatwhathappenstothemiscontrolledbyoutsideforcessuchasluckorchance2)Machiavellianism:Degreetowhichanindividualispragmatic,maintainemotionaldistance,andbelievesthatendscanjustifymeans.◇ConditionsFavoringhighMach→Directinteraction→minimalrulesandregulations→Emotionsdistractforothers3)Self-esteem:Individuals’degressoflikingordislikingthemselves4)Self-monitoring:Apersonalitytraitthatmeasuresanindividual’sabilitytoadjusthisorherbehaviortoexternal,situationalfactors5)Risktaking●HighRisk-takingManagers◇Makequickerdecisions◇Uselessinformationtomakedecisions◇Operateinsmallerandmoreentrepreneurialorganizations●LowRisk-takingManagers◇Areslowertomakedecisions◇Requiremoreinformationbeforemakingdecisions◇Existinlargerorganizationswithstableenvironments6)TypeApersonality6.Values1)Definition:Basicconvictionsthataspecificmodeofconductorend-stateofexistenceispersonallyorsociallypreferabletoanoppositeorconversemodeofconductorend-stateofexistence.2)ValueSystem:Ahierarchybasedonarankingofanindividual’svaluesintermsoftheirintensity.3)ImportanceofValues●Provideunderstandingoftheattitudes,motivation,andbehaviorsofindividualsandcultures●Influenceourperceptionoftheworldaroundus●Representinterpretationsof“right”and“wrong”●Implythatsomebehaviorsoroutcomesarepreferredoverothers4)TypesofValues●TerminalValues:Desirableend-statesofexistence;thegoalsthatapersonwouldliketoachieveduringhisorherlifetime●InstrumentalValues:Preferablemodesofbehaviorormeansofachievingone’sterminalvalues7.Hofstede’sFrameworkforAssessingCultures(霍夫斯泰德评估文化的架构)五个纬度●PowerDistance权力距离◇Theextenttowhichasocietyacceptsthatpowerininstitutionsandorganizationsisdistributedunequally.一个国家的人民对于机构和组织的内权力分配不平等这一事实接纳和认可程度→lowdistance:relativelyequaldistribution→highdistance:extremelyunequaldistribution●Individualismversuscollectivism个人主义与集体主义◇Individualism:Thedegreetowhichpeopleprefertoactasindividualsratherthanamemberofgroups.个人主义指的是一个国家的人民喜欢以个体为单元的活动而不是成为群体成员进行活动的程度◇Collectivism:Atightsocialframeworkinwhichpeopleexpectotheringroupsofwhichtheyareparttolookafterthemandprotectthem●Achievementversusnurturing生活数量和生活质量◇Achievement:Theextenttowhichsocietalvaluesarecharacterizedbyassertiveness,materialismandcompetition.生活数量指的是人们看重积极进取、金钱及物质的获取与拥有、竞争的程度◇Nurturing:Theextenttowhichsocietalvaluesemphasizerelationshipsandconcernforothers生活质量是指人们重视关系，并对他人幸福表示敏感和关心的程度●UncertaintyAvoidance不确定性规避Theextenttowhichasocietyfeelsthreatenedbyuncertainandambiguougsituationsandtriestoavoidthem.一个国家的人民喜欢结构化而不是非结构化情境的程度。在不确定性规避上得分高的国家，人们的焦虑水平更高、它表现为更明显的紧张、压力和攻击性。●Long-termversusshort-termorientation长期与短期取向◇Long-termOrientation:Anationalcultureattributethatemphasizesthefuture,thrift,andpersistence.生活在长期取向文化中的人们，总是想到未来，且看重节俭与持久。◇Short-termOrientation:Anationalcultureattributethatemphasizesthepastandpresent,respectfortradition,andfulfillingsocialobligations.短期取向的人们看重的是过去与现在，强调对传统的尊重以及社会义务履行。8.Theglobeframeworkforassessingcultures1)Assertiveness2)FutureOrientation3)Genderdifferentiation4)Uncertaintyavoidance5)Powerdistance6)Individual/collectivism7)In-groupcollectivism8)Performanceorientation9)HumaneorientationChapter51.Perception:Definitionandimportance1)Definition:Aprocessbywhichindividualsorganizeandinterprettheirsensoryimpressionsinordertogivemeaningtotheirenvironment2)Importance:Whatoneperceivescanbesubstantiallydifferentfromobjectivereality,people’sbehaviorisbasedontheirperceptionofwhatrealityis,notrealityitself.2.AttributionTheory归因理论1)Perceptionofaperson’sactioninfluencedbytheassumptionswemakeabouttheperson’sinternalstate.2)Whenindividualsobservebehavior,theyattempttodeterminewhetheritisinternallyorexternallycaused.3)Internallycausedbehaviors:underthepersonalcontroloftheindividual.4)Distinctiveness:whetheranindividualdisplaysdifferentbehaviorsindifferentsituation.5)Consensus:ifeveryonefacedwithasimilarsettingrespondsinthesameway.Consistency:doesthepersonrespondthesamewayovertime.6)Fundamentalattributionerror:thetendencytounderestimatetheinfluenceofexternalfactors-whenmakingjudgementaboutothers’3.Shortcutsinjudgingothers1)Makeaccurateperceptionrapidly2)Selectiveperception:peopleselectivelyinterpretwhattheyseebasedontheirinterests,background,experience,andattitudes.3)Haloaffect(晕轮效应):Drawingageneralimpressionaboutanindividualbasedonasinglecharacteristic.当我们以个体的某一种特征（如智力、社会活动力、外貌）为基础，从而形成对一个人的总体印象时，我们就受到晕轮效应的影响。4)Contrasteffects:Evaluationsofaperson’scharacteristicsthatareaffectedbycomparisonswithotherpeoplerecentlyencounteredwhorankhigherorloweronthesamecharacteristic.5)Projection:Attributingone’sowncharacteristicstootherpeople.(takehomogeneityforgranted)6)Stereotyping:Judgingsomeoneonthebasisofone’sperceptionofthegrouptowhichthatpersonbelongs7)1stimpression,recent4.TheOptimizingD-MModel1)Definition:Thedecribeshowindividualsshouldbehavetomaximizesomeoutcome2)Steps:●Ascertaintheneedfordecision-making●Identifythedecisioncriteria●Allocateweighttothecriteria●Develop,evaluatethealternatives●Selectthebest3)AssumptionoftheOptimizingModelSimple,well-structuredRationality:Choicesthatareconsistentandvalue-maximizing4)Fullyobjectiveandlogical5)Goaloriented(compatible),criteriaset,alloptionsareknown,Preferencesareclear,constant,solutioncanbefound(finalchoice)6)Predictionfromthemodel-stableovertime5.AlternativeD-Mmodel1)TheSatisfactionModel●Complexity,highuncertainty●AD-Mmodelwhereadecisionmakerchoosesthe1stsolutionthatis“goodenough”,thatissatisfactoryandsufficient●Boundedrationality:Individualsmakedecisionsbyconstructingsimplifiedmodelthatextracttheessentialfeaturesfromproblemswithoutcapturingalltheircomplexity.2)TheImplicitFavoriteModel●AD-Mmodelwherethedecisionmakerimplicitlyselectsapreferredalternativeearltinthedecisionprocessandbiasestheevaluationofallotherchoices.6.CurrentIssuesinD-M1)Ethicalcriteria2)Differentculture3)Escalationofcommitment7.CommonBiases1)OverconfidenceBias2)AnchoringBias:Atendencytofixateoninitialinformation,fromwhichwethenfailtoadequatelyadjustforsubsequentinformation.3)ConfirmationBias:Thetendencytoseekoutinformationthatreaffirmspastchoicesandtodiscountinformationthatcontradictspastjudgments.4)AvailabilityBias:Thetendencyforpeopletobasetheirjudgmentsoninformationthatisreadilyavailabletothem.5)RepresentativeBias:Assessingthelikelihoodofanoccurrencebyinappropriatelyconsideringthecurrentsituationasidenticaltoonesinthepast.6)Escalationofcommitment:Anincreasedcommitmenttoapreviousdecisioninspiteofnegativeinformation.7)Randomnesserror:Thetendencyofindividualstobelievethattheycanpredicttheoutcomeofrandomevents.8)Winner’scurse:Adecision-makingdictumthatarguesthatthewinningparticipantsinanauctiontypicallypaytoomuchforthewinningitem.9)Hindsightbias:Thetendencyforustobelievefalselythatwe’dhaveaccuratelypredictedtheoutcomeofanevent,afterthatoutcomeisactuallyknown.10)Intuitivedecisionmaking:Anunconsciousprocesscreatedoutofdistilledexperience.Chapter61.DefiningMotivation:Theprocessesthataccountforanindividual’sintensity,direction,andpersistenceofefforttowardattainingagoal.◇KeyElements→Intensity:howhardapersontries→Direction:towardbeneficialgoal→Persistence:howlongapersontries2.IndividualMotivationProcess1)Need:someinternalstatethatmakescertainoutcomesappearattractive.2)Process:unsatisfiedneed—tension—drives—search—behavior--satisfiedneed--reductionoftension-newunsatisfiedneed3.HierarchyofNeedsTheory(Maslow)1)Hierarchyofneedstheory:Thereisahierarchyoffiveneeds-physiological,safety,social,esteem,andself-actualization;aseachneedissubstantiallysatisfied,thenextneedbecomesdominant.2)Self-Actualization:Thedrivetobecomewhatoneiscapableofbecoming.4.Maslow’sHierarchyofNeeds1)Lower-OrderNeeds:Needsthataresatisfiedexternally;physiologicalandsafetyneeds.2)High-OrderNeeds:Needsthataresatisfiedinternally;social,esteem,andself-actalizationneeds.4.TheoryXandTheoryY(DouglasMcGregor)1)TheoryX:Assumesthatemployeesdislikework,lackambition,avoidresponsibility,andmustbedirectedandcoercedtoperform.2)TheoryY:Assumesthatemployeeslikework,seekresponsibility,arecapableofmakingdecisions,andexerciseself-directionandself-controlwhencommittedtoagoal.5.ERGTheory(ClaytonAlderfer)1)Existence:provisionofbasicmaterialrequirements.2)Relatedness:desireforrelationships.3)Growth:desireforpersonaldevelopment.◇Concepts:Morethanoneneedcanbeoperativeatthesametime.Ifahigher-levelneedcannotbefulfilled,thedesiretosatisfyalower-levelneedincreases.6.DavidMcClelland’sTheoryofNeeds1)NeedforAchievement:Thedrivetoexcel,toachieveinrelationtoasetofstandards,tostrivetosucceed.2)NeedforAffiliation:Thedesireforfriendlyandclosepersonalrelationships.3)NeedforPower:Theneedtomakeothersbehaveinawaythattheywouldnothavebehavedotherwise.7.ReinforcementTheory:Theassumptionthatbehaviorisafunctionofitsconsequences.◇Concepts:→Behaviorisenvironmentallycaused.→Behaviorcanbemodified(reinforced)byproviding(controlling)consequences.→Reinforcedbehaviortendstoberepeated.8.JobDesignTheory1)JobCharacteristicsModel:Identifiedfivejobcharacteristicsandtheirrelationshiptopersonalandworkoutcomes.◇Characteristics:→Skillvariety:Thedegreetowhichajobrequiresavarietyofdifferentactivities.→Taskidentity:Thedegreetowhichthejobrequirescompletionofawholeandidentifiablepeceofwork→Tasksignificance:Thedegreetowhichthejobhasasubstantialimpactonthelivesorworkofotherpeople.→Autonomy:Thedegreetowhichthejobprovidessubstantialfreedomanddiscretiontotheindividualinschedulingtheworkandindeterminingtheprocedurestobeusedincarryingitout.→Feedback:Thedegreetowhichcarryingouttheworkactivitiesrequiredbyajobresultsintheindividualobtainingdirectandclearinformationabouttheeffectivenessofhisorherperformance.2)JobCharacteristicsModel◇Jobswithskillvariety,taskidentity,tasksignificance,autonomy,andforwhichfeedbackofresultsisgiven,directlyaffectthreepsychologicalstatesofemployees:→Knowledgeofresults→Meaningfulnessofwork→Personalfeelingsofresponsibilityforresults◇Increasesinthesepsychologicalstatesresultinincreasedmotivation,performance,andjobsatisfaction.3)ComputingaMotivatingPotentialScore9.EquityTheory:1)Individualscomparetheirjobinputsandoutcomeswiththoseofthersandthenrespondtoeliminateanyinequities.◇ReferentComparisons:→Self-inside→Self-outside→Other-inside→Other-outside2)Choicesfordealingwithinequity:●Changeinputs(slackoff)●Changeoutcomes(increaseoutput)●Distort/changeperceptionsofself●Distort/changeperceptionsofothers●Chooseadifferentreferentperson●Leavethefield(quitthejob)3)DistributiveJustice:Perceivedfairnessoftheamountandallocationofrewardsamongindividuals.ProceduralJustice:Theperceivedfairnessoftheprocesstodeterminethedistributionofrewards.10.ExpectancyTheory1)Thestrengthofatendencytoactinacertainwaydependsonthestrengthofanexpectationthattheactwillbefollowedbyagivenoutcomeandontheattractivenessofthatoutcometotheindividual.2)Relationship◇Effort-PerformanceRelationship→Theprobabilitythatexertingagivenamountofeffortwillleadtoperformance.◇Performance-RewardRelationship→Thebeliefthatperformingataparticularlevelwillleadtotheattainmentofadesiredoutcome.◇Rewards-PersonalGoalsRelationship→Thedegreetowhichorganizationalrewardssatisfyanindividual’sgoalsorneedsandtheattractivenessofpotentialrewardsfortheindividual.11.Leadership1)Leadership:Theabilitytoinfluenceagrouptowardtheachievementofgoals.2)Management:Useofauthorityinherentindesignatedformalranktoobtaincompliancefromorganizationalmembers.12.TraitTheories1)TraitsTheoriesofLeadership:Theoriesthatconsiderpersonality,social,physical,orintellectualtraitstodifferentiateleadersfromnon-leaders.2)LeadershipTraits:●Ambitionandenergy●Thedesiretolead●Honestandintegrity●Self-confidence●Intelligence●Highself-monitoring●Job-relevantknowledge3)Limitations:●Nouniversaltraitsfoundthatpredictleadershipinallsituations.●Traitspredictbehaviorbetterin“weak”than“strong”situations.●Unclearevidenceofthecauseandeffectofrelationshipofleadershipandtraits.●Betterpredictoroftheappearanceofleadershipthandistinguishingeffectiveandineffectiveleaders.13.BehavioralTheories●BehavioralTheoriesofLeadership:Theoriesproposingthatspecificbehaviorsdifferentiateleadersfromnon-leaders.◇Traittheory:Leadersareborn,notmade◇Behavioraltheory:Leadershiptraitscanbetaught14.OhioStateStudies1)InitiatingStructure：Theextenttowhichaleaderislikelytodefineandstructurehisorherroleandthoseofsub-ordinatesinthesearchforgoalattainment.2)Consideration:Theextenttowhichaleaderislikelytohavejobrelationshipscharacterizedbymutualtrust,respectforsubordinate’sideas,andregardfortheirfeelings.15.UniversityofMichiganStudies1)Employee-OrientedLeader:Emphasizinginterpersonalrelations;takingapersonalinter