领导力与沟通课件

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1、珠海博星达投资管理有限公司珠海博星达投资管理有限公司LEADERSHIP and COMMUNICATION领导力与沟通领导力与沟通PRESENTER 主讲人Professor J. N. Matteis 朱利斯.尼克.马特斯(Ma Li Ke 马力克)WHAT IS LEADERSHIP?什么是领导力什么是领导力NARROW VIEW NARROW VIEW 狭义：狭义：n nA POSITION OF POWER AND AUTHORITY A POSITION OF POWER AND AUTHORITY n n一个具有权力与权威的职衔一个具有权力与权威的职衔n nTHE ACTIONS

2、 OF A PERSON IN CHARGE OF A COMPANYTHE ACTIONS OF A PERSON IN CHARGE OF A COMPANYn n一个人管理公司的行动一个人管理公司的行动BROADER VIEW BROADER VIEW 广义广义LEADERSHIP IS A PROCESS OF LEADERSHIP IS A PROCESS OF INFLUENCINGINFLUENCING OTHERSOTHERS领导的过程，就是一个影响他人的过程领导的过程，就是一个影响他人的过程GETTING RESULTS THROUGH PEOPLEGETTING RESUL

3、TS THROUGH PEOPLE取得结果取得结果POSITIVE INFLUENCE POSITIVE INFLUENCE 积极的影响积极的影响AN INVITATION TO GREATNESSAN INVITATION TO GREATNESS THAT WE EXTEND TO OTHERS THAT WE EXTEND TO OTHERS 走向伟大走向伟大NOT A TITLE OR POSITION, BUT A ROLE WE PLAYNOT A TITLE OR POSITION, BUT A ROLE WE PLAY 不是一个头衔或位置不是一个头衔或位置, , 而是扮演一个角

4、色而是扮演一个角色 INFLUENCING OTHERS影响他人n nHow you choose to influence others will shape how you How you choose to influence others will shape how you approach Planning, Organizing, Leading and Controlling.approach Planning, Organizing, Leading and Controlling. 你影响他人的方式会影响你如何计划、组织、领导和控制你影响他人的方式会影响你如何计划、组织、领

5、导和控制n nDo you want to create fear or trust?Do you want to create fear or trust? 你希望创造恐惧还是信任？你希望创造恐惧还是信任？n nLeadership Styles: Leadership Styles: 领导风格领导风格 Autocratic, Consultative, Participative, Democratic, Autocratic, Consultative, Participative, Democratic, Free-Reign, Transformational, Situationa

6、l Free-Reign, Transformational, Situational 独裁式、咨询式、参与式、民主式、放任自由式、变革独裁式、咨询式、参与式、民主式、放任自由式、变革式、情境式式、情境式WHO ARE LEADERS 谁是领导者n nPeople call individuals “leaders” when they People call individuals “leaders” when they exhibit such traits as exhibit such traits as 展现以下特质的人被称为展现以下特质的人被称为“ “领导者领导者” ”l lOut

7、going Personality Outgoing Personality 外向的个性外向的个性l lStrong Verbal Skills Strong Verbal Skills 很强的表达能力很强的表达能力l lIntelligence Intelligence 有智慧有智慧l lAggressiveness Aggressiveness 上进上进l lUnderstanding Understanding 体谅他人体谅他人l lIndustriousness Industriousness 勤奋勤奋l lHigh People Behavior High People Behavi

8、or 高度的人际技能高度的人际技能l lHigh Task Behavior High Task Behavior 高度的处事能力高度的处事能力FUNDAMENTALS OF LEADERSHIPFUNDAMENTALS OF LEADERSHIP领导力的本质领导力的本质n n1. POWER 1. POWER 权权 利利n n2 2. UNDERSTANDING PEOPLE . UNDERSTANDING PEOPLE 了解他人了解他人n n3. INSPIRING FOLLOWERS 3. INSPIRING FOLLOWERS 鼓舞追随者鼓舞追随者n n4. 4. ADOPTING A

9、 FLEXIBLE STYLE ADOPTING A FLEXIBLE STYLE 采取灵活的风格采取灵活的风格EFFECTIVE LEADERSHIPEFFECTIVE LEADERSHIP 1 1高效领导高效领导 1 1DEVELOPING YOURSELF DEVELOPING YOURSELF 开发自己开发自己l lBECOME MORE SENSITIVE BECOME MORE SENSITIVE 更加敏感更加敏感l lBECOME MORE CREATIVE BECOME MORE CREATIVE 更有创造性更有创造性l lREDUCE TIME WASTERS THROUGH

10、 DELEGATIONREDUCE TIME WASTERS THROUGH DELEGATION 通过授权，通过授权，减少浪费时间减少浪费时间l lDEVELOP ORGANIZATIONAL SKILLS DEVELOP ORGANIZATIONAL SKILLS 开发组织技能开发组织技能l lDEVELOP COMMUNICATION SKILLSDEVELOP COMMUNICATION SKILLS 发发 展沟通技能展沟通技能l l LEARN MORE, READ MORE, LISTEN MORE LEARN MORE, READ MORE, LISTEN MORE 更多地学习、

11、阅读与聆听更多地学习、阅读与聆听EFFECTIVE LEADERSHIP 2EFFECTIVE LEADERSHIP 2高效领导高效领导 2 2DEVELOP YOUR SUBORDINATES DEVELOP YOUR SUBORDINATES 开发你的下属开发你的下属n nAT WORK AT WORK 工作中工作中n nTHROUGH COURSES, WORKSHOPS THROUGH COURSES, WORKSHOPS 通过课程，研讨会通过课程，研讨会n n AT HOME AT HOME 家家 里里 ELEMENTS OF LEADERSHIPELEMENTS OF LEADER

12、SHIP领导元素领导元素n n1. TAKING CHARGE 1. TAKING CHARGE 担负责任担负责任n n2. STRATEGIC VISIONING 2. STRATEGIC VISIONING 战略远见战略远见n n3. COMMUNICATION AND TEAMWORK3. COMMUNICATION AND TEAMWORK 沟通和团队协作沟通和团队协作n n4. WORKING WITH INTEGRITY 4. WORKING WITH INTEGRITY 诚信工作诚信工作TO LEAD IS TO SERVE领导就是服务SERVANT LEADER 仆人式的领导者

13、n nChange in attitude and behaviorChange in attitude and behavior 态度与行为的改变态度与行为的改变n nA form of service to other peopleA form of service to other people 服务他人的一种方式服务他人的一种方式n nCare for others, help, protect, guide them to successCare for others, help, protect, guide them to success 关心他人，关心他人， 帮助、保护和指引他

14、人成功帮助、保护和指引他人成功n nTreats others with respect, dignity, honesty and trustTreats others with respect, dignity, honesty and trust 以尊重、敬重、诚实和信任的方式对待他人以尊重、敬重、诚实和信任的方式对待他人n nBecomes a humble role model, behaving honorablyBecomes a humble role model, behaving honorably 成为谦卑的典范，行为光明正大成为谦卑的典范，行为光明正大n nRecogn

15、izes needs/talents and is generous in praiseRecognizes needs/talents and is generous in praise 辨识需要辨识需要/ /才华，慷慨地表扬才华，慷慨地表扬COMMON ELEMENTS OF LEADERSCOMMON ELEMENTS OF LEADERS领导人的共同要素领导人的共同要素n nTHEY CARE. THEYRE INTERESTED.THEY CARE. THEYRE INTERESTED. 他们关心人，他们关心人， 对他人感兴趣对他人感兴趣n nTHEY WANT TO HELP. T

16、HEY WANT TO HELP. 他们愿意帮助他人他们愿意帮助他人n nTHEY FEEL RESPONSIBLE. THEY FEEL RESPONSIBLE. 他们有责任感他们有责任感n nTHEY COLLABORATE WITH OTHERS.THEY COLLABORATE WITH OTHERS.他们与他人共同工作他们与他人共同工作n nTHEY INFLUENCE AND GUIDE OTHERS. THEY INFLUENCE AND GUIDE OTHERS. 他们影响和指导别人他们影响和指导别人n nTHEY LEAD THROUGH RELATIONSHIPS. THE

17、Y LEAD THROUGH RELATIONSHIPS. 他们善用人际关系进行领导他们善用人际关系进行领导n nTHEY GET OTHERS TO COOPERATETHEY GET OTHERS TO COOPERATE他们赢得别人的合作他们赢得别人的合作n nTHEY WANT TO MAKE A DIFFERENCE.THEY WANT TO MAKE A DIFFERENCE.他们寻求改变他们寻求改变YOU DONT NEED A TITLE TO BE A LEADERYOU DONT NEED A TITLE TO BE A LEADER (M. Sanborn) (M. Sa

18、nborn)作为领导你不需要头衔作为领导你不需要头衔n nTHE UNTITLED LEADERS THE UNTITLED LEADERS 无职衔领袖无职衔领袖n nLEADERSHIP WITH A SMALL “l” LEADERSHIP WITH A SMALL “l” 非正式领袖非正式领袖n nCLERKS, ACCOUNTANTS, MANAGERS, CLERKS, ACCOUNTANTS, MANAGERS, SALESPEOPLE,SALESPEOPLE, ASSISTANTS, ETC.ASSISTANTS, ETC. 文员、会计、经理、营销员、助理等文员、会计、经理、营销

19、员、助理等n nSMALL THINGS WE CAN DO TO POSITIVELY SMALL THINGS WE CAN DO TO POSITIVELY 以积极的态度做好小事情以积极的态度做好小事情n nANYONE, ANYWHERE, EVERY DAY, CAN MAKE A ANYONE, ANYWHERE, EVERY DAY, CAN MAKE A DIFFERENCEDIFFERENCE 任何人、任何地点、每一天都可以创造不同任何人、任何地点、每一天都可以创造不同LEADERSHIP FOR EVERYONE (Peter J. Dean)LEADERSHIP FOR

20、EVERYONE (Peter J. Dean)做每个人的领导（彼得做每个人的领导（彼得j.j.院长）院长）n nMany organizational structures are lean.Many organizational structures are lean. 许多组织结构是有精简的。许多组织结构是有精简的。 n nBusinesses need self-directed, responsible workers who are willing to take Businesses need self-directed, responsible workers who are

21、willing to take charge, express insights, come up with creative ideas, share positive intentionscharge, express insights, come up with creative ideas, share positive intentions 企业需要自我导向、有责任的工人，他们愿意负责，表达见解，产生有创意企业需要自我导向、有责任的工人，他们愿意负责，表达见解，产生有创意的想法，分享积极意向的想法，分享积极意向 n nAnyone can be an influencer, a ro

22、le model, a mentor regardless of title or Anyone can be an influencer, a role model, a mentor regardless of title or position.position. 不论头衔或位置，任何人都可以成为有影响力的人，一个好榜样，一个导师不论头衔或位置，任何人都可以成为有影响力的人，一个好榜样，一个导师n nEvery interaction with others is an opportunityEvery interaction with others is an opportunity

23、与他人的每一次互动都是一个机会与他人的每一次互动都是一个机会HOW CAN YOU PLAY LEADERSHIP ROLES IN YOUR COMPANY?在你的公司里如何承担领导的角色？1.2.3.WHAT MANAGERS DOWHAT MANAGERS DO经理人做经理人做什么什么n nTRADITIONAL VIEW (P. O. L. C.)TRADITIONAL VIEW (P. O. L. C.) 传统观点传统观点n nCOMMUNICATE COMMUNICATE 沟通沟通n nPUT OUT FIRESPUT OUT FIRES 救火灾救火灾n nGET THE JOB

24、DONE GET THE JOB DONE 完成工作完成工作n nMANAGE HUMAN RESOURCES MANAGE HUMAN RESOURCES 人力资源管理人力资源管理n nMANAGE THE DETAILSMANAGE THE DETAILS 管理细节管理细节n nNETWORKNETWORK 交往，交往， 人际互动人际互动n nACT AS MANAGER-COACHESACT AS MANAGER-COACHES 做经理做经理- -教练教练WHAT LEADERS DOWHAT LEADERS DO领导做什么领导做什么n nKNOW TRENDS (VISIONARY)

25、KNOW TRENDS (VISIONARY) 知道趋势（有远见）知道趋势（有远见） n nMAKE STRATEGIC DECISIONS MAKE STRATEGIC DECISIONS 做做战略决策战略决策n nBEHAVE ETHICALLY BEHAVE ETHICALLY 举止合乎道德举止合乎道德n nDEMONSTRATE DIPLOMACY / TACT DEMONSTRATE DIPLOMACY / TACT 展现外交展现外交/ /机智机智n nGET 360 DEGREE FEEDBACKGET 360 DEGREE FEEDBACK获得获得360360度反馈度反馈n nA

26、SSUME RESPONSIBILITY (Task, People, Co.)ASSUME RESPONSIBILITY (Task, People, Co.)承担责任（任务、员工、公司）承担责任（任务、员工、公司） n nLEAD THROUGH RELATIONSHIPS LEAD THROUGH RELATIONSHIPS 通过关系领导通过关系领导n nPAY CLOSE ATTENTION TO THEIR PEOPLEPAY CLOSE ATTENTION TO THEIR PEOPLE密切关注他们的员工密切关注他们的员工n nINFLUENCE OTHERS TO FOLLOW

27、INFLUENCE OTHERS TO FOLLOW 影响他人，使他人追随影响他人，使他人追随n nGUIDE OTHERS TO SUCCESS GUIDE OTHERS TO SUCCESS 引导别人成功引导别人成功LEADERSHIP ROLESLEADERSHIP ROLES 领导者的角色领导者的角色n nThe Leader as VisionaryThe Leader as Visionary 领导者有远见领导者有远见n nThe Leader as Problem SolverThe Leader as Problem Solver 领导人是问题解决者领导人是问题解决者n nTh

28、e Leader as Team BuilderThe Leader as Team Builder 领导是团队建设者领导是团队建设者n nThe Leader as ManagerThe Leader as Manager 领导者是经理人领导者是经理人n nThe Leader as Communicator The Leader as Communicator 领导人是沟通者领导人是沟通者n nThe Leaders as Power Distributor The Leaders as Power Distributor 领导人是有力的分销商领导人是有力的分销商n nThe Leader

29、 as LiaisonThe Leader as Liaison 领导者是联络人领导者是联络人n nThe Leader as PlannerThe Leader as Planner 领导者是规划师领导者是规划师n nThe Leader as Teacher or CoachThe Leader as Teacher or Coach 领导者是教师或教练领导者是教师或教练 TRUE COLORS 真实色彩n nFOUR COLORS: GOLD, BLUE, GREEN, ORANGEFOUR COLORS: GOLD, BLUE, GREEN, ORANGE 四种颜色：金色、蓝色、绿色、

30、橙色四种颜色：金色、蓝色、绿色、橙色n nEACH COLOR REPRESENTS A DIFFERENT PERSONALITY TYPEEACH COLOR REPRESENTS A DIFFERENT PERSONALITY TYPE 每一种颜色代表不同的个性类型每一种颜色代表不同的个性类型n nEVERYONE HAS A BLEND OF THE 4 COLORSEVERYONE HAS A BLEND OF THE 4 COLORS 每个人的个性是四种个性色彩的不同组合每个人的个性是四种个性色彩的不同组合n nONE COLOR IS USUALLY STRONGERONE CO

31、LOR IS USUALLY STRONGER 通常一种色彩的个性会更强烈通常一种色彩的个性会更强烈n nWE CAN CHOOSE WHICH COLOR TO PLAY TO FIT THE WE CAN CHOOSE WHICH COLOR TO PLAY TO FIT THE SITUATIONSITUATION 我们可以使用不同的个性色彩应对不同的情景我们可以使用不同的个性色彩应对不同的情景n nEVERY COLOR IS UNIQUE AND DESERVES OUR RESPECTEVERY COLOR IS UNIQUE AND DESERVES OUR RESPECT 每一

32、种个性色彩都是独特的，并值得被尊重每一种个性色彩都是独特的，并值得被尊重COMMUNICATION AT WORKCOMMUNICATION AT WORK工作中的沟通工作中的沟通n n1. TO CONTROL BEHAVIOR (Rules, Procedures, Structures)1. TO CONTROL BEHAVIOR (Rules, Procedures, Structures) 控制行为（制度、程序、架构）控制行为（制度、程序、架构）n n2. TO MOTIVATE (Objectives, Feedback, Gap)2. TO MOTIVATE (Objective

33、s, Feedback, Gap) 激励（目标、反馈、差距）激励（目标、反馈、差距）n n3. TO EXPRESS FEELINGS (Socializing, showing frustrations 3. TO EXPRESS FEELINGS (Socializing, showing frustrations and work satisfaction) and work satisfaction) 表达情感（社交、表达沮丧和对工作的满意程度）表达情感（社交、表达沮丧和对工作的满意程度）n n4. TO SHARE INFORMATION (Share data to make de

34、cisions)4. TO SHARE INFORMATION (Share data to make decisions) 分享信息（分享数据以便做决策）分享信息（分享数据以便做决策）COMMUNICATION MODELCOMMUNICATION MODEL通讯模型通讯模型n nMESSAGE, ENCODEDMESSAGE, ENCODED 信息编码信息编码n nSENDER - RECEIVERSENDER - RECEIVER 发送者发送者-接受者接受者n nFILTERS, DECODEDFILTERS, DECODED 过滤器，解码过滤器，解码n nNOISE BARRIERS-

35、 INTERFERENCE NOISE BARRIERS- INTERFERENCE 噪音噪音- -障碍障碍- -干扰干扰n nFEEDBACKFEEDBACK (FEED-FORWARD) (FEED-FORWARD) 反馈反馈- -（前馈）（前馈） n nEFFECTIVE COMMUNICATIONEFFECTIVE COMMUNICATION 有效沟通有效沟通DISTORTIONS 失真n nLanguage barriers Language barriers 语言障碍语言障碍n nListening is difficult Listening is difficult 聆听是有难

36、度的聆听是有难度的n nOur minds race ahead Our minds race ahead 思想快于语言思想快于语言n nWe get distracted easily We get distracted easily 容易分心容易分心n nWords have different meanings to peopleWords have different meanings to people 不同的人对词义的理解不一样不同的人对词义的理解不一样n nPerceptions differ Perceptions differ 见解不同见解不同n nCultural diff

37、erences Cultural differences 文化差异文化差异n nAge, Status, Personality, Time of Day, etc. Age, Status, Personality, Time of Day, etc. 年龄、地位、年龄、地位、个性、每天不同的时间段，等个性、每天不同的时间段，等CULTURAL DIFFERENCESCULTURAL DIFFERENCES文化差异文化差异n nSharing Good News and Bad News Sharing Good News and Bad News 分享好消息和坏消息分享好消息和坏消息n n

38、Making Eye Contact Making Eye Contact 眼神接触眼神接触n nHeavy Accent when speaking Heavy Accent when speaking 说话时的口音说话时的口音n nDirect or Indirect speech Direct or Indirect speech 直接或间接的表达方式直接或间接的表达方式n nPolite “Yes” Polite “Yes” 礼貌式的礼貌式的“ “是是” ”n nPower Distance Power Distance 权力距离权力距离n nShow of Emotions (Smi

39、le, Poker Face) Show of Emotions (Smile, Poker Face) 情绪的表露（微笑、伪装）情绪的表露（微笑、伪装）n nGender Difference in talking Gender Difference in talking （谈话时的性别差异）（谈话时的性别差异）CHANNELS 渠道n nORAL COMMUNICATION ORAL COMMUNICATION 口头沟通口头沟通n nWRITTEN MESSAGES WRITTEN MESSAGES 书面信息书面信息n nVIDEO VIDEO 视频视频n nINTERNET INTRAN

40、ET INTERNET INTRANET 互联网互联网内部网内部网n nOFFICIAL CHANNELS OFFICIAL CHANNELS 官方渠道官方渠道n nTHE GRAPE VINE THE GRAPE VINE 小道消息小道消息NON-VERBAL COMMUNICATIONNON-VERBAL COMMUNICATION 非语言沟通非语言沟通n nFacial Expressions Facial Expressions 面部表情面部表情n nGestures with hands and armsGestures with hands and arms 手势手势n nDist

41、ance from speaker Distance from speaker 与说话者的距离与说话者的距离n nEye Contact Eye Contact 眼神的交流眼神的交流n nSitting or standing position (Posture)Sitting or standing position (Posture) 坐姿或站姿坐姿或站姿n nFinger Pointing Finger Pointing 用手指点的方式用手指点的方式REDUCING MISCOMMUNICATIONREDUCING MISCOMMUNICATION减少误会减少误会n n1. Use th

42、e K.I.S.S. method 1. Use the K.I.S.S. method 使用使用KISSKISS方法方法n n2. Ask what the worker will do. 2. Ask what the worker will do. 问下属要做什么问下属要做什么n n3. Get more Feedback 3. Get more Feedback 获得更多的反馈获得更多的反馈n n4. Put it in writing. 4. Put it in writing. 写下来写下来n n5. Be There 100% (Pay Attention) 5. Be Ther

43、e 100% (Pay Attention) 全心全意全心全意n n6. Bring wandering mind back (Focus) 6. Bring wandering mind back (Focus) 集中注意力集中注意力n n7. Avoid distracting behavior 7. Avoid distracting behavior 避免分神的行为避免分神的行为n n8. Listen between the lines 8. Listen between the lines 理解字里行间的含义理解字里行间的含义TAKING CHARGE OF YOUR COMMUN

44、ICATIONTAKING CHARGE OF YOUR COMMUNICATION为沟通负责为沟通负责 n nThink about what to say. Think about what to say. 考虑要说的话考虑要说的话n nThink about the impact you will have. Think about the impact you will have. 考虑你会带来的影响考虑你会带来的影响n nSpeak clearly and in simple terms. Speak clearly and in simple terms. 清晰、简洁地说话清晰、简

45、洁地说话n nBe willing to listen to opinions of others. Be willing to listen to opinions of others. 愿意聆听他人的意见愿意聆听他人的意见n nChoose the right time and right place. Choose the right time and right place. 选择合适的时间与地点选择合适的时间与地点n nCollect all facts before drawing a conclusion. Collect all facts before drawing a c

46、onclusion. 下定论前收集足够的事实下定论前收集足够的事实n nAssume responsibility for understanding Assume responsibility for understanding 为理解承担责任为理解承担责任MOST DESIRABLEMOST DESIRABLE CHARACTERISTICS OF LEADERS CHARACTERISTICS OF LEADERS 最可取的领袖特性最可取的领袖特性n nHonestHonest 诚实诚实n nCompetent Competent 有能力有能力n nForward-looking For

47、ward-looking 前瞻性前瞻性n nInspiringInspiring 鼓舞人心鼓舞人心n nIntelligentIntelligent 智慧智慧n nFair-mindedFair-minded 公正公正n nBroad-mindedBroad-minded 宽阔的胸襟宽阔的胸襟n nSupportiveSupportive 支持支持n nStraightforwardStraightforward 直截了当直截了当n nDependableDependable 可靠可靠 n nCooperative Cooperative 合作合作n nDetermined Determine

48、d 坚决坚决n nImaginative Imaginative 想象力想象力n nAmbitious Ambitious 雄心勃勃雄心勃勃n nCourageous Courageous 勇敢勇敢n nCaring Caring 爱心爱心n nMature Mature 成熟成熟n nLoyal Loyal 忠诚忠诚n nSelf-controlled Self-controlled 自我控制自我控制n nIndependentIndependentn n独立独立EARLY FINDINGSEARLY FINDINGS 早期研究发现早期研究发现n nAUTOCRATIC STYLE IMPA

49、CTAUTOCRATIC STYLE IMPACT 专制作风的影响专制作风的影响l lGREATER ABSENTEEISMGREATER ABSENTEEISM 旷工较多旷工较多l lGREATER TURNOVERGREATER TURNOVER 更高的离职率更高的离职率l lMORE GRIEVENCES MORE GRIEVENCES 更多痛苦更多痛苦l lNOT HIGHLY PRODUCTIVENOT HIGHLY PRODUCTIVE 生产力不高生产力不高l lUNHAPPY WORKERS UNHAPPY WORKERS 工人不开心工人不开心n nSUPPORTIVE STYL

50、E IMPACTSUPPORTIVE STYLE IMPACT 支持型领导风格的影响支持型领导风格的影响MANAGERIAL/LEADERSHIP GRIDMANAGERIAL/LEADERSHIP GRID管理管理/ /领导坐标领导坐标THE GRIDTHE GRID 坐标图坐标图n nSTYLES风格风格l l1.1 IMPOVERISHED MANAGEMENT 1.1 IMPOVERISHED MANAGEMENT 糟糕的管理糟糕的管理l l1.9 COUNTRY CLUB MANAGEMENT1.9 COUNTRY CLUB MANAGEMENT 乡村俱乐部管理乡村俱乐部管理l l5

51、.5 MIDDLE OF THE ROAD MANAGEMENT 5.5 MIDDLE OF THE ROAD MANAGEMENT 中间路线管理中间路线管理l l9.1 TASK-ORIENTED (Authority Obedience) 9.1 TASK-ORIENTED (Authority Obedience) 以任务为导向（服从权威）以任务为导向（服从权威）l l9.9 TEAM MANAGEMENT (Balanced Approach) 9.9 TEAM MANAGEMENT (Balanced Approach) 团队管理（平衡方式）团队管理（平衡方式） CONTINGENC

52、IESSITUATIONAL LEADERSHIPSITUATIONAL LEADERSHIPWORKER MATURITYWORKER MATURITY工人成熟工人成熟度度n nPSYCHOLOGICAL MATURITYPSYCHOLOGICAL MATURITY 心理成熟度心理成熟度 - - persistent, independent, achievement oriented, positive attitude, persistent, independent, achievement oriented, positive attitude, willing to take on

53、 extra responsibilitieswilling to take on extra responsibilities - -持续的，独立的，成就导向的，态度积极主动，愿意承担额外的责任持续的，独立的，成就导向的，态度积极主动，愿意承担额外的责任 n nWORK RELATED MATURITYWORK RELATED MATURITY 与与工作相关的成熟度工作相关的成熟度 - - previous experience, current knowledge, able to meet deadlines, able previous experience, current know

54、ledge, able to meet deadlines, able to solve problems, politically sensitive, care about the organizational to solve problems, politically sensitive, care about the organizational goalsgoals - - 以往的经验，目前的知识，如期完成工作，解决问题，以往的经验，目前的知识，如期完成工作，解决问题， 具备政治敏感度，具备政治敏感度，关心组织的目标关心组织的目标- -CONTINUUM THEORYCONTINU

55、UM THEORY 连续理论连续理论n nABOUT MAKING DECISIONS ABOUT MAKING DECISIONS 关于决策关于决策n nHOW MUCH TO SHARE WITH OTHERS HOW MUCH TO SHARE WITH OTHERS 同他人分享多少同他人分享多少n nHOW CONFIDENT IS THE LEADER HOW CONFIDENT IS THE LEADER 领导者的信心怎样领导者的信心怎样n nHOW MUCH CONTROL CAN YOU LET GO HOW MUCH CONTROL CAN YOU LET GO 你能做到多大

56、程度地放权你能做到多大程度地放权n nWHAT IMPACT WITH EACH STYLE WHAT IMPACT WITH EACH STYLE 每一种领导风格有什么样的影响每一种领导风格有什么样的影响CONTINUUM THEORYCONTINUUM THEORY连续理论连续理论n nFACTORS WITHIN THE LEADERFACTORS WITHIN THE LEADER 领导自身的因素领导自身的因素 past experience, education, personality, feeling of security, past experience, education

57、, personality, feeling of security, perceived value of workersperceived value of workers 过去的经验、过去的经验、 教育、个性、安全感、对员工价值的看法教育、个性、安全感、对员工价值的看法n nFACTORS WITHIN THE WORKERSFACTORS WITHIN THE WORKERS 员工自身的因素员工自身的因素 attitude, interest, informed, risk takers, comfort level with attitude, interest, informed,

58、 risk takers, comfort level with uncertaintyuncertainty 态度、兴趣、知情度、风险爱好度、对不确定性的舒服度态度、兴趣、知情度、风险爱好度、对不确定性的舒服度n nFACTORS WITHIN THE SITUATIONFACTORS WITHIN THE SITUATION 情境本身的因素情境本身的因素 emergency, confidential, enough timeemergency, confidential, enough time 紧急情况，机密度，足够的时间紧急情况，机密度，足够的时间OTHER STYLESOTHER

59、STYLES其他风格其他风格n nDEMOCRATIC STYLEDEMOCRATIC STYLE 民主风格民主风格n nPACE SETTINGPACE SETTING STYLE STYLE 定调风格定调风格n nCOERSIVE STYLECOERSIVE STYLE 高压风格高压风格n nAFFILIATIVE STYLE AFFILIATIVE STYLE 附庸附庸风格风格n nDIRECTIVE STYLE DIRECTIVE STYLE 指令式风格指令式风格n nAUTHORITATIVE AUTHORITATIVE 权威风格权威风格n nCOACHING COACHING 教教

60、 练练n nSUPPORTIVE SUPPORTIVE 支支 持持TRANSACTIONAL THEORYTRANSACTIONAL THEORY交易理论交易理论n nBased on the idea of an EXCHANGE: You do work and the leader pays you, Based on the idea of an EXCHANGE: You do work and the leader pays you, gives recognition and statusgives recognition and status 基于交换的理念：你干活，领导者付你

61、工资，给予认同和地位基于交换的理念：你干活，领导者付你工资，给予认同和地位基于交换的理念：你干活，领导者付你工资，给予认同和地位基于交换的理念：你干活，领导者付你工资，给予认同和地位 Good work is rewarded and undesirable behavior is punishedGood work is rewarded and undesirable behavior is punished 嘉奖好行为，惩罚不理想的行为嘉奖好行为，惩罚不理想的行为嘉奖好行为，惩罚不理想的行为嘉奖好行为，惩罚不理想的行为 Motivation is low Only do enough t

62、o avoid getting punished Motivation is low Only do enough to avoid getting punished 激励效果低激励效果低激励效果低激励效果低-只要不受惩罚就好了只要不受惩罚就好了只要不受惩罚就好了只要不受惩罚就好了 Leaders are usually kind and meet the basic needs of workers and get Leaders are usually kind and meet the basic needs of workers and get adequate performance

63、 adequate performance 领导者通常很和蔼，并且满足工人的基本需要，确保领导者通常很和蔼，并且满足工人的基本需要，确保领导者通常很和蔼，并且满足工人的基本需要，确保领导者通常很和蔼，并且满足工人的基本需要，确保获得适当的绩效获得适当的绩效获得适当的绩效获得适当的绩效 No encouragement for innovation and initiative No encouragement for innovation and initiative 不鼓励创新与积极主动不鼓励创新与积极主动不鼓励创新与积极主动不鼓励创新与积极主动 Best results rarely ex

64、ceed expectations Best results rarely exceed expectations 最佳的结果很少超越期望最佳的结果很少超越期望最佳的结果很少超越期望最佳的结果很少超越期望 Usually low job satisfaction and low performance Usually low job satisfaction and low performance 低工作满意度和工作绩效低工作满意度和工作绩效低工作满意度和工作绩效低工作满意度和工作绩效 TRANSFORMATIONAL THEORYTRANSFORMATIONAL THEORY 变革变革理论理

65、论 Leaders use Charisma, Inspiration, Individual Consideration and Intellectual Leaders use Charisma, Inspiration, Individual Consideration and Intellectual Stimulation to maximize satisfaction and performance (Almost heroic and Stimulation to maximize satisfaction and performance (Almost heroic and

66、collective feats) collective feats) 领导者通过魅力、鼓舞、个别式的关怀和聪明地启发使满意度和绩效最领导者通过魅力、鼓舞、个别式的关怀和聪明地启发使满意度和绩效最大化（英雄的集合特质）大化（英雄的集合特质）Charisma creates an emotional connection and excitement about the mission Charisma creates an emotional connection and excitement about the mission 利用利用 魅力创造对于任务的情感联系和兴奋感魅力创造对于任务的情

67、感联系和兴奋感Leaders are enthusiastic and optimistic about a more desirable future and this Leaders are enthusiastic and optimistic about a more desirable future and this inspires workers to work even harder to reach that vision. (Vision/Inspiration)inspires workers to work even harder to reach that visio

68、n. (Vision/Inspiration)领导者对于创造一个更美好的未来充满热情与乐观，领导者对于创造一个更美好的未来充满热情与乐观， 激励下属更努力工激励下属更努力工作达成远景。作达成远景。 （远见（远见/ /鼓舞）鼓舞）TRANSFORMATIONAL THEORYTRANSFORMATIONAL THEORY 变革变革理论理论 Workers get personal attention and guidance Workers get personal attention and guidance 下属得到独特的关注与指导下属得到独特的关注与指导Leaders encourage

69、creativity, innovation and independent thinking Leaders encourage creativity, innovation and independent thinking 领导者鼓励创新、创造和独立思考领导者鼓励创新、创造和独立思考Spectacular results can happenSpectacular results can happen投机性的结果有可能出现投机性的结果有可能出现Leaders can excite and inspire workers to put out more effort to reach Lea

70、ders can excite and inspire workers to put out more effort to reach organizational goals organizational goals 领导者能启发和鼓励下属更努力地达成组织的目标领导者能启发和鼓励下属更努力地达成组织的目标LEADERS AND FOLLOWERS RAISE EACH OTHER TO HIGHER LEADERS AND FOLLOWERS RAISE EACH OTHER TO HIGHER LEVELS OF MORALITY AND MOTIVATION LEVELS OF MORA

71、LITY AND MOTIVATION 领袖和追随者互相提高，以达到更高道德和动机水准领袖和追随者互相提高，以达到更高道德和动机水准领袖和追随者互相提高，以达到更高道德和动机水准领袖和追随者互相提高，以达到更高道德和动机水准CHARISMATIC LEADERSHIPCHARISMATIC LEADERSHIP 魅力领导魅力领导 n nA magnetic personality A magnetic personality 吸引人的人格吸引人的人格n nAn enthusiastic, excited leader who can communicate his vision of a be

72、tter futureAn enthusiastic, excited leader who can communicate his vision of a better future 充满热情与活力的领导者，善于宣传更美好未来的远景充满热情与活力的领导者，善于宣传更美好未来的远景n nAn inspired speaker who can articulate the hopes and values of the followersAn inspired speaker who can articulate the hopes and values of the followers A v

73、isionary who captures the mood of the moment A visionary who captures the mood of the moment 一位鼓舞人心的演讲者一位鼓舞人心的演讲者, , 能够向追随者宣扬希望和价值观，一位善于把握此情此能够向追随者宣扬希望和价值观，一位善于把握此情此景的理想家景的理想家n nSelf-confident, Appeal to higher values, Can speak very wellSelf-confident, Appeal to higher values, Can speak very well 自

74、信，追求更高价值观，能言善辩自信，追求更高价值观，能言善辩 n nSet high standards and willing to model the desired behavior Set high standards and willing to model the desired behavior 设立高标准，成为理想行为的楷模设立高标准，成为理想行为的楷模 IMPACT OF CHARISMATIC LEADERSIMPACT OF CHARISMATIC LEADERS有魅力领导人的影响有魅力领导人的影响n nUsually positive impact, but can be

75、come a liabilityUsually positive impact, but can become a liability 通常是正面的影响，但可能成为妨碍通常是正面的影响，但可能成为妨碍n nCharismatic leadership qualities of the CEO result in 15 25% higher Charismatic leadership qualities of the CEO result in 15 25% higher profitabilityprofitability 具有领导魅力的具有领导魅力的CEOCEO们，带来们，带来15 25%

76、 15 25% 的更高盈利能力的更高盈利能力n nPeople working for such leaders exert more effort, have higher loyalty, People working for such leaders exert more effort, have higher loyalty, generate more ideas, and feel greater job satisfactiongenerate more ideas, and feel greater job satisfaction 人们为这些领导人工作会作出更大的努力、有更高

77、的忠诚度，产生更多的创意，人们为这些领导人工作会作出更大的努力、有更高的忠诚度，产生更多的创意，并感受到更大的工作满足感并感受到更大的工作满足感n nCharismatic leaders can become very proudCharismatic leaders can become very proud 有魅力的领导人可能会变得自傲有魅力的领导人可能会变得自傲 DISPERSED LEADERSHIP 分散式领导分散式领导n nNEED TO DEVELOP LEADERSHIP SKILLS AT ALL LEVELSNEED TO DEVELOP LEADERSHIP SKILL

78、S AT ALL LEVELS需要在各层级开发领导技能需要在各层级开发领导技能n nTEAM LEADERSHIP WORKS WELLTEAM LEADERSHIP WORKS WELL团队领导合作良好团队领导合作良好n nENCOURAGE SELF-MANAGEMENT ENCOURAGE SELF-MANAGEMENT 鼓励自我管理鼓励自我管理n nNEED TO LEAD OTHERS TO LEAD THEMSELVESNEED TO LEAD OTHERS TO LEAD THEMSELVES要引导别人领导自己要引导别人领导自己n nTEACHING AND COACHING A

79、RE PART OF EVERY LEADERS JOBTEACHING AND COACHING ARE PART OF EVERY LEADERS JOB教授与辅导是每一个领导者的工作部份教授与辅导是每一个领导者的工作部份EMPOWERMENTEMPOWERMENT 授授 权权 A Philosophy of Management A Philosophy of Management 一个管理哲学一个管理哲学Theory “Y” perspective Theory “Y” perspective “ Y ”“ Y ”型理论的观点型理论的观点Giving more responsibili

80、ty and Giving more responsibility and decision-making authority to decision-making authority to workersworkers赋予员工更大的责任和决策权赋予员工更大的责任和决策权Can also mean removing obstacles Can also mean removing obstacles so workers can be successful so workers can be successful 消除障碍，以变员工能取得成功消除障碍，以变员工能取得成功Organization

81、al Support and structure are vital Organizational Support and structure are vital 组织上的支持和结构是至关重要组织上的支持和结构是至关重要Can lighten the workload of leaders/managersCan lighten the workload of leaders/managers能减轻领导者、管理者的工作量能减轻领导者、管理者的工作量Can benefit workersCan benefit workers使员工受益使员工受益Sometimes seen as a threat

82、 by insecure leaders Sometimes seen as a threat by insecure leaders and managersand managers对没有安全感的领导者和管理者来说，有时被对没有安全感的领导者和管理者来说，有时被看做威胁看做威胁EMOTIONAL INTELLIGENCEEMOTIONAL INTELLIGENCE情商情商n nA process of learning to be aware of our emotions and the impact A process of learning to be aware of our emo

83、tions and the impact they have on othersthey have on others 学习觉察自身情绪以及情绪对他人的影响的过程学习觉察自身情绪以及情绪对他人的影响的过程n nProcess of regulating our emotions Process of regulating our emotions 调节自身情绪的过程调节自身情绪的过程n nTechniques can be learnedTechniques can be learned 可以学习的技能可以学习的技能n nUsing our logic and emotions when so

84、lving problemsUsing our logic and emotions when solving problems 解决问题时使用逻辑及情绪解决问题时使用逻辑及情绪n nCEOs credit EI for 70% of their success, and intelligence and CEOs credit EI for 70% of their success, and intelligence and technical skills for 30%technical skills for 30% CEO CEO们认为他们的成功们认为他们的成功70%70%归功于情商，

85、智力和专业技能只占归功于情商，智力和专业技能只占30%30%MANAGING UPWARDSMANAGING UPWARDS向上管理向上管理n nRESPECT YOUR BOSS RESPECT YOUR BOSS 尊重你的老板尊重你的老板n nBE GRATEFUL FOR YOUR BE GRATEFUL FOR YOUR POSITION POSITION 为拥有岗位而感恩为拥有岗位而感恩n nSTAY ON GOOD TERMS STAY ON GOOD TERMS WITH THE BOSS WITH THE BOSS 与老板保持良好的关系与老板保持良好的关系n nMAKE YOU

86、R BOSS LOOK MAKE YOUR BOSS LOOK GOOD GOOD 使老板有面子使老板有面子n nDO GOOD WORK DO GOOD WORK 做出绩效做出绩效n nOFFER SUGGESTIONS FOR OFFER SUGGESTIONS FOR IMPROVEMENT IMPROVEMENT 提出改善的建议提出改善的建议 n nBRING PROBLEMS AND BRING PROBLEMS AND SOLUTIONS SOLUTIONS 带来问题的同时提出解决方案带来问题的同时提出解决方案n nKEEP BOSS INFORMED KEEP BOSS INFO

87、RMED 使老板知情使老板知情n nPRACTICE YOUR EMOTIONAL PRACTICE YOUR EMOTIONAL INTELLIGENCE INTELLIGENCE 实践情商实践情商MY LEARNING 我的心得体会1.1.Three things I have learned today.Three things I have learned today.2.2. 我今天学到的三件事我今天学到的三件事2. As a result of this workshop, this is what I am 2. As a result of this workshop, this is what I am going to do differently: going to do differently: 作为本研讨会的结果，我将采取以下不同的做法：作为本研讨会的结果，我将采取以下不同的做法：演讲完毕，谢谢观看！