Buildingsuccessfulleaders如何成為優(yōu)秀的領導者課件

IstheabilityofanindividualinfluenceagrouporanotherindividualtowardtheachievementofgoalsandresultsManagementIsaboutcopingwithday-to-dayoperationsDefinitionofLeadershipIstheabilityofanindividuaBuildingSuccessfulLeadersIProactiveOrientationIITimeManagementIIIDealingwithpersonalchangeIVLeadershipModelsVInfluenceSkills—coreleadershipVICommunication&ResolveConflictVIISuccessfulFacilitatorVIIIPerformance&PeopledevelopmentBuildingSuccessfulLeadersIBSL(I)-ProactiveorientationWhenwe’reproactive,weacceptresponsibilityforwhoweare,whatwehave,andwhatwedo.Wegrowbybecomingmoreconsistentlyproactiveovertime.Noquantumleapbutacontinuumofprogression.Whenweareproactiveourlanguagechanges,noticehowoftenwesay“ifonly…”Ifwethinkthattheproblemis“outthere”,thatverythoughtisitselftheproblem.BSL(I)-ProactiveorientationThereare2toolsavailabletoustohelpbemoreproactive.TOOL1:TheHillTOOL2:ForceFieldAnalysisBSL(I)-ProactiveorientationThereare2toolsavailabletoTheHillConcernControlInfluenceEconomyMyvaluesMyattitudeMyperformanceMyactionsTechnologychangesResourceCompany’sdecisionsMymanagerTheHillConcernControlInfluencPowerofVisionGAINING CONTROLC.YourEnvironmentDelegatingRe-negotiatingSystemStaffingB.YouManagerSayingNOPrioritizing80/20AssessingNeedsA.YourselfValuesEnergyWhiteSpace

PowerofVisionGAINING GainingControlControllingYourselfFinishwhatyoustart.Ifyouareover-committedandexpecttobeGREATateverything,focusyourenergyonfewerareasandallowyourselftobeaverageinlessimportantmatters.SAYNO(PUSH-BACK)Developyoursenseofhumor.LearnNOTtotakeyourselftooseriously.DELEGATEBroadenyourfamilyactivities.PayattentiontoyourspiritualityandPersonalLeadershipEffectiveness.GainingControlControllingYouGainingControlB.GAININGCONTROLOFYOURMANAGERRELATIONSHIPMakeSureYouUnderstandYourManager.AssessYourselfandYourNeeds.DevelopandMaintainaRelationship.SayingNo.GainingControlB.GAININGCONTGainingcontrolC.GAININGCONTROLOFYOURENVIRONMENTListenEffectivelyAttackProblem,notpeopleLearntoRe-NegotiateSeekOutStrongDirectedWorkersBeCo-operativeFindKeyAssociatestoUseasResourcesLearnto“Let-Go”ofYourTechnicalProwessGainingcontrolC.GAININGCONTTool:Force–fieldanalysisForce-fieldanalysisHelpingHinderingDesiredTool:Force–fieldanalysisForBSL(II)---TimemanagementS1PressureDeadlineCrisesS2InterruptionsSomecallsSomemailSomereportsSomemeetingsPopularactivitiesS3PreventionRelationshipBuildingRecognizingnewPlanningS4Trivia,BusyworkTimeWastersSomemailSomephonecallsPleasantactivitiesTheWork-TimeMatrixlooksattheperennialproblemthatallbusypeopleface.Thedemandsoftheimmediateoverridingtheimportantareasofourlives.Wehavetalkedbefore.CriticalNotCriticalPressing(Urgent)

NotPressing(NotUrgent) BSL(II)---TimemanagementS1S2SDealingwithpersonalchangeResistancetochangeHomeostasis(動態(tài)平衡）–ChangeplanningandmanagingOptimalChangeBSL(III)---DealingwithpersonalchangeDealingwithpersonalchangeReChangispossible,noteasyPositivechangewillnotfinishedtoday,butitcanstarttodayHealthychangeisalong-termprocess,thedecisiontomakeachangeofferswonderfulfeelingsofcontrolandoptimism,butthoseareshort-livedifthechangeisnotaccomplished.---Anexpectationofanunrealisticallyhighpayoffinanunrealisticallyshorttime.Changispossible,noteasyPosThreeBasicKindsofChangShockChange-Unexpected,OftenUnwelcome-Catch'syouoff-guardEvolutionaryChange-Gradual-Incremental-YoucanprepareandplanStrategicChange-AsenseofControlThreeBasicKindsofChangShocDealingwithpersonalchangeNNowNormalNeutralOrg.JumptoN+1PeopleoftenjumptoN-1Buy-inTakestime+1-1DealingwithpersonalchangeN+ResistanceAnger—生氣Withdrawal—撤消FightingCan’tsleepatnightGavemyallandnowlookwhatIgetDon’tlikeExplorationToomanynewideasaregeneratedFrustration-挫敗HavealottodoTroublefocusingOpentonewthingsTheinternalprocessofchangeN-1N+1Denial—否定ConfusionLossofIdentity失去平衡Apathy—冷漠Numbness—麻木Thistooshallpass–也會過去Commitment—TeamworkSatisfactionClearfocusandplanSignmeupAcceptanceResistanceExplorationTheinterYouwillgiveupfasterifyouarenotincontrolTransitionsThingsdonotchange,wechangeBeginningsNewcommitmentTransitionsTimeofuncertaintybetweentheoldandnewrealityEndingsLettinggoYouwillgiveupfasterifyouLessoncan’tthreatenWhenyoutrytoteachanyonesomethingnew,youhavetomakeitclearfromtheoutsetthatthedestinationissomeplacewe’dallliketogo.Lessoncan’tthreatenWhenyouManagingResistanceIdentifysourcesandreasonsInvolveallinterestedpartiesincontributingtoplanningthechangeClearlyarticulatetheneedforchangeandgoalsandobjectivesofthechangeprocessWrittendocuments)Addresstheindividualneedsofthosewhowillimpactedbythechange,helppeopleretainwhattheytreasurewheneverpossible.ManagingResistanceIdentifysoManagingChangeModelsofchangeN-1N+1DenialsResistanceexplorationcommitmentManagingChange:BasicActionsStep1:LetgoStep2:IdentifyyourreactionStep3:TakeActionManagingChangeModelsofchangStep1Confusion---AcceptLossofidentity---BuildConnectionWithdrawn---FaceitAngry---ShareitThepastisnotthefutureifyouthinkaboutyouerror,youwillmakeanothererror,makingmistakeisjustalearningprocessThecurrentpatternofbehavioremployeesengageinissixtimesmorelikelytopredictjobperformancethanistheirbackgroundandjobhistory.Step1Confusion---AcceptTheStep2IdentifywhatyoureallywantValueandattitudeBeliefsBehaviorLimitingBeliefsEmpoweringBeliefsThere’snotimeforthought,notimeforprogress,justtimetodowhathastobedonetodayVerydangerousStep2IdentifywhatyoureallyStep3DoIhavetheskillsnecessarytogetwhatIwant?-Askprofessionals,insideandoutside-Askyourmanager-Listen,reallylisten,towhattheysayFindyourownpath64%failedtoachievesuccessintheirlivesduetospecificstandardsetbyothersthattheywereunabletoliveupto.Step3DoIhavetheskillsnecStep3WhatcanIcontrol?WhatcanIinfluence?Riskcontrol/ManagingRiskPromoteandrewardrisktaking(IBM)147/805ruleBeestory(15%search)Step3WhatcanIcontrol?BSL(IV)---LeadershipModelsManagerialGridSituationalleadership3-DTheoryBSL(IV)---LeadershipModelsManLeadershipstyles1.9仁慈寬恕9.9合作5.51.1自由放任9.1獨裁LowHighHighEmployeeOrientationTaskorientation3-參與2-說服4-授權1-命令和決定DegreeofemployeematurityLeadershipstyles1.99.95.51.Leadershipstyle3-DTheory3’2’4’1’3241EffectivenessTaskorientationEmployeeOrientation1=Doer1’=Dictator2=Moderator2’=Vacillator游移3=Carer3’=Softy4=Strategist4’=IvorytowerAppropriatetothesituationLeadershipstyle3-DTheory3’2’ThefourleadershipstylesDirectingDelegating

S2S1S4S3SupportingCoachingD4D3D2D1DevelopmentleveloffollowersDirectingHighdirective,lowsupportiveLeaderdefinesrolesoffollowersProblemsolvinganddecisionmakinginitiatedbyleaderOne-waycommunicationCoachingHighdirective,highsupportiveLeadersattemptstohearfollowerssuggestion,ideasTwo–wayControloverdecisionmakingSupportingHighsupportive,lowdirectiveFocusofcontrolshiftstofollowersLeaderactivelylistensFollowershasabilityandknowledgetodothetaskDelegatingHighsupportive,lowdirectiveLeadersdiscussproblemswithfollowersDecisionmakingishandledbythesubordinateSeeksjointagreementonproblemdefinitionsRuntheirownshowLowHighThefourleadershipstylesS2LevelsofdevelopmentD1Lowcompetence,HighcommitmentEnthusiasticBeginnerD2Somecompetence,LowcommitmentDisillusionedLearnerD3ModeratetoHighCompetencevariablecommitmentReluctantContributor-難處理的貢獻者D4Highcompetence,HighcommitmentPeakperformerLevelsofdevelopmentD1LowcIncreasingfollowerdevelopmentlevelTheLeader’sgoalSituationalLeadershipisnotsomethingyoudotopeoplebutsomethingyoudowith

peopleIncreasingfollowerdevelopmenTeamRelationshipsStagesofTeamdevelopmentFormingStormingNormingPerformingTransformingBlindoptimismInformedpessimismHopeCommitment

Commitment(Morale)Productivity(Competence)Commitment(Morale)Productivity(Competence)Commitment(Morale)Productivity(Competence)

Commitment(Morale)Productivity(Competence)TeamRelationshipsStagesofTeLeadershipbehaviorforteamdevelopment

Forming–tellinghightask/lowrelationshipSetrealisticandattainablegoalsClarifytasksandrelationshipsSetstandardandlimitsMakedecisionsandgivedirectionsTeachanddemonstrateskillsGivefeedbackonperformanceandgroupdynamicsProvidelowtomoderatesupportExplainingwhat/whySeekingquestionandanswersAcknowledgingroughspotsLeadershipbehaviorforteamdLeadershipbehaviorforteamdevelopment

Storming-sellingHightask/HighrelationshipTaskbehaviors

-Redefinethegoalsandexpectations-ProvideVision-Redefinerolesandrelationships-Continueskilldevelopment-FacilitateinterdependenceRelationshipbehaviors-Facilitategroupdecisionmaking-Activelylisten-Acceptandunderstanddifference-Acknowledgedifficulties-Confrontchallenge-Manageconflict-Praisehelpfulbehavior-Maintainenthusiasm

LeadershipbehaviorforteamdLeadershipbehaviorforteamdevelopment

Norming-ParticipativeLowtask/highrelationshipFacilitateteamfunctioningInvolveteaminsettinggoalsandstandardsInvolveteamindecisionmakingActivelylistenEncourageandacknowledgeperformanceLeadershipbehaviorforteamdLeadershipbehaviorforteamdevelopment

Performing-DelegatingLowtask/LowrelationshipShareinformationLinktothelargerorganizationManageteamgoal-settingandperformance-reviewprocessReinforcetheteam’ssuccessFollowthroughLeadershipbehaviorforteamdBSL(V)----InfluencingSkillsCoreconceptsofinfluence-Influenceisconsensual(雙方意愿)-Influenceissituational-Process,notanevent-ofteninvolvesamixtureofstrategiesandtactics-peoplerespondbesttothetacticstheyuse-peoplegivecuesthattellyouhowbesttoinfluencethemBSL(V)----InfluencingSkillsCoPowerandinfluenceTOPS=Result-Tactic

Negative/Positive-OrganizationalPower

Role,Resources,information,network,reputation-PersonalPower

Knowledge/Expressiveness/attraction/Character/Historywithinfluence-SkillPowerandinfluenceTOPS=ResulInfluenceTacticsHowpeopleareinfluenced

-Differentpeopleresponddifferentlytothevariousinfluencetactics-PeopletendtousethetacticstheyaremostresponsivetoHowtochooseatactic

-Usethetacticstheinfluenceeuses-Listenandlookforcues(暗示)fromtheinfluence-Usetacticsappropriatetotheinfluencee’spersonalitytypeInfluenceTacticsHowpeoplearApplyingpowerdirectionallyOrg.PowerRoleResourcesInformationNetworkReputationRoleResourcesInformationNetworkReputationRoleResourcesInformationNetworkReputationPersonalPowerKnowledgeExpressivenessCharacterAttractionHistoryKnowledgeExpressivenessCharacterAttractionHistory

KnowledgeExpressivenessCharacterAttractionHistoryUpwardLaterallyDownwardApplyingpowerdirectionallyOrApplyPower&InfluenceSituation-culture/environment/external/influencee'sstate/Recenthistory/PowerdifferentialOperatingStyleDifferencesInfluenceDirection

ApplyPower&InfluenceSituatiAssessingLateralInfluenceesAttachedchecklistAssessingLateralInfluenceesABSL(VI)-Communication&ResolveconflictWehavetalkedthistopiclastyear.BSL(VI)-Communication&ResolBSL(VII)---CreativeFacilitationUseeffectivelythecreativefacilitativeskillsDevelopworkableagendasformeetingsMasterandbeabletoapplyeffectivelyallthetoolstoanyproblemsolvingsessionHarnessthecreativityandexperienceofthepeopleyouworkwithDefinitionoffacilitationA---B-Conflict/Direction/decision/teamenergyBSL(VII)---CreativeFacilitRolesofafacilitatorHelpsthegrouptoassessitsneedsHelpsdefineshortandlong-termgoalHelpsdevelopaprocesstoattainobjectivesGuidesgroupdiscussionsHelpsthegrouptounderstanditsownprocessinordertoworkmoreeffectivelyManagesconflictandcommunicationsamongmembersHelpsthegroupaccessneededresourcesfrominsideandfromoutsidethegroupSupportstheteamasitsolvesproblemsandmakedecisionswhichtalkallmembers’opinionsintoaccountHelpsindividualsenjoyapositive,growingexperiencewhileatthesametimehelpingagroupattainitsgoal.Helpsmembersrecognizeandappreciatetheirdifference.EventuallyhelpsgroupmembersshareresponsibilityforleadingthegroupRolesofafacilitatorHelpsthCharacteristicsofanexcellentfacilitatorAssertiveGoodListenerIntuitive直覺GoodspeakerGoodtimemanagerOrganizedStaysneutralandobjectiveRisktakerCharacteristicsofanexcellenFacilitatingCollaboration:open,Narrow,CloseOpenNarrowCloseToolsforReachingAgreementGatherinformation---Analysis---ReachagreementBrainstormClarifyCombinesimilarideasPrioritizeNegativePollBuildup/EliminateBoth/AndFacilitatingCollaboration:opIdeaGenerationandCreativityLookinotherfields-themoredivergentyoursources,thegreaterthelikelihoodofgoodideasgeneratedLookformanyideas–thisincreasethechancesoffindingafewexceptionalones(Optimum)Bewillingtobeledastray-YoumayfindsomethinggoodalongthewayWriteitdownIdeaGenerationandCreativityFacilitationTrapsDominatinggroupdiscussionNotparticipatingindiscussions-SilentSideconversationsInaccuraterecordingofideasDiscussionofftrackJudgingtheworthofinputsfromteammembersHiddenAgendasInsensitivitytopersonalneedofteammembersUnclearpurpose,pooragendaUnclearcausingnegativeconsequencesIneffectivedecision–makingprocessPushingdecisionthroughFailingtocreateaccountabilityfordecisionsBeingNegativeorArgumentativeFacilitationTrapsDominatinggTechniquesforhandlingdysfunctionalbehaviorOverlytalkativeHighlyArgumentativeQuickandoverlyhelpfulRamblingPersonalityclashObstinateWrongsubjectSideconversationInarticulateDefinitelywrongcommentAskyouopinionRefusestoParticipateTellwarstoriesTechniquesforhandlingdysfunAnalysisandCreativityFocusinitiallyonthepositiveSometimesthepersonwhodoesn’tanythingdoesworsethanthepersonwhotriesafewthingsandmakessomemistakes.AssumptionssometimeschannelourthinkinginthewrongdirectionIdeasthatbroughtsuccessinthepastcancloudyoumindlikedogmaAnalysisandCreativityFocusiDecisionmakingandcreativityTwobasicrules-Changeinevitable-EverybodyresistschangeSuccesscomeswiththewillingnesstodowhatisnecessaryGetridofyourexcusesUnderstandthatpeoplewillwanttoshootyourideadown

DecisionmakingandcreativityMeetingskillWeplantotalkinthefuture.MeetingskillWeplantotalkiIdeagenerationtoolkitBrainstorming-Noevaluationofideas-Encouragewildideas-Hitchhike-buildonideasofothersMindmappingBrainwriting-BuildontheideasonothersStoryboardingIdeagenerationtoolkitBrainstAnalysistoolkitForce-FieldanalysisStructuretreeFishbone5why5timesPertchartAnalysistoolkitForce-FieldanDecisionmakingtoolkitRankingtechniques-Greendottechnique-7-5-3-2-1Ranking-Smallgroup-Pay-offMatrixWeightedvotingPairedComparisonsWho,What,WhenDecisionmakingtoolkitRankingBSL(VIII)--PerformanceandpeopledevelopmentWehavetalkedonPDPandOPRsessionlastyearBSL(VIII)--PerformanceandpeoThelevelsofleadershipPeoplefollowbecausetheyhavetoPeoplefollowbecausetheywanttoPeoplefollowbecauseofwhatyouhavedonefortheorganizationPeoplefollowbecauseofwhatyouhavedoneforthemPeoplefollowbecauseofwhoyouareandwhatyourepresentThelevelsofleadershipPeople演講完畢，謝謝觀看！演講完畢，謝謝觀看！IstheabilityofanindividualinfluenceagrouporanotherindividualtowardtheachievementofgoalsandresultsManagementIsaboutcopingwithday-to-dayoperationsDefinitionofLeadershipIstheabilityofanindividuaBuildingSuccessfulLeadersIProactiveOrientationIITimeManagementIIIDealingwithpersonalchangeIVLeadershipModelsVInfluenceSkills—coreleadershipVICommunication&ResolveConflictVIISuccessfulFacilitatorVIIIPerformance&PeopledevelopmentBuildingSuccessfulLeadersIBSL(I)-ProactiveorientationWhenwe’reproactive,weacceptresponsibilityforwhoweare,whatwehave,andwhatwedo.Wegrowbybecomingmoreconsistentlyproactiveovertime.Noquantumleapbutacontinuumofprogression.Whenweareproactiveourlanguagechanges,noticehowoftenwesay“ifonly…”Ifwethinkthattheproblemis“outthere”,thatverythoughtisitselftheproblem.BSL(I)-ProactiveorientationThereare2toolsavailabletoustohelpbemoreproactive.TOOL1:TheHillTOOL2:ForceFieldAnalysisBSL(I)-ProactiveorientationThereare2toolsavailabletoTheHillConcernControlInfluenceEconomyMyvaluesMyattitudeMyperformanceMyactionsTechnologychangesResourceCompany’sdecisionsMymanagerTheHillConcernControlInfluencPowerofVisionGAINING CONTROLC.YourEnvironmentDelegatingRe-negotiatingSystemStaffingB.YouManagerSayingNOPrioritizing80/20AssessingNeedsA.YourselfValuesEnergyWhiteSpace

PowerofVisionGAINING GainingControlControllingYourselfFinishwhatyoustart.Ifyouareover-committedandexpecttobeGREATateverything,focusyourenergyonfewerareasandallowyourselftobeaverageinlessimportantmatters.SAYNO(PUSH-BACK)Developyoursenseofhumor.LearnNOTtotakeyourselftooseriously.DELEGATEBroadenyourfamilyactivities.PayattentiontoyourspiritualityandPersonalLeadershipEffectiveness.GainingControlControllingYouGainingControlB.GAININGCONTROLOFYOURMANAGERRELATIONSHIPMakeSureYouUnderstandYourManager.AssessYourselfandYourNeeds.DevelopandMaintainaRelationship.SayingNo.GainingControlB.GAININGCONTGainingcontrolC.GAININGCONTROLOFYOURENVIRONMENTListenEffectivelyAttackProblem,notpeopleLearntoRe-NegotiateSeekOutStrongDirectedWorkersBeCo-operativeFindKeyAssociatestoUseasResourcesLearnto“Let-Go”ofYourTechnicalProwessGainingcontrolC.GAININGCONTTool:Force–fieldanalysisForce-fieldanalysisHelpingHinderingDesiredTool:Force–fieldanalysisForBSL(II)---TimemanagementS1PressureDeadlineCrisesS2InterruptionsSomecallsSomemailSomereportsSomemeetingsPopularactivitiesS3PreventionRelationshipBuildingRecognizingnewPlanningS4Trivia,BusyworkTimeWastersSomemailSomephonecallsPleasantactivitiesTheWork-TimeMatrixlooksattheperennialproblemthatallbusypeopleface.Thedemandsoftheimmediateoverridingtheimportantareasofourlives.Wehavetalkedbefore.CriticalNotCriticalPressing(Urgent)

NotPressing(NotUrgent) BSL(II)---TimemanagementS1S2SDealingwithpersonalchangeResistancetochangeHomeostasis(動態(tài)平衡）–ChangeplanningandmanagingOptimalChangeBSL(III)---DealingwithpersonalchangeDealingwithpersonalchangeReChangispossible,noteasyPositivechangewillnotfinishedtoday,butitcanstarttodayHealthychangeisalong-termprocess,thedecisiontomakeachangeofferswonderfulfeelingsofcontrolandoptimism,butthoseareshort-livedifthechangeisnotaccomplished.---Anexpectationofanunrealisticallyhighpayoffinanunrealisticallyshorttime.Changispossible,noteasyPosThreeBasicKindsofChangShockChange-Unexpected,OftenUnwelcome-Catch'syouoff-guardEvolutionaryChange-Gradual-Incremental-YoucanprepareandplanStrategicChange-AsenseofControlThreeBasicKindsofChangShocDealingwithpersonalchangeNNowNormalNeutralOrg.JumptoN+1PeopleoftenjumptoN-1Buy-inTakestime+1-1DealingwithpersonalchangeN+ResistanceAnger—生氣Withdrawal—撤消FightingCan’tsleepatnightGavemyallandnowlookwhatIgetDon’tlikeExplorationToomanynewideasaregeneratedFrustration-挫敗HavealottodoTroublefocusingOpentonewthingsTheinternalprocessofchangeN-1N+1Denial—否定ConfusionLossofIdentity失去平衡Apathy—冷漠Numbness—麻木Thistooshallpass–也會過去Commitment—TeamworkSatisfactionClearfocusandplanSignmeupAcceptanceResistanceExplorationTheinterYouwillgiveupfasterifyouarenotincontrolTransitionsThingsdonotchange,wechangeBeginningsNewcommitmentTransitionsTimeofuncertaintybetweentheoldandnewrealityEndingsLettinggoYouwillgiveupfasterifyouLessoncan’tthreatenWhenyoutrytoteachanyonesomethingnew,youhavetomakeitclearfromtheoutsetthatthedestinationissomeplacewe’dallliketogo.Lessoncan’tthreatenWhenyouManagingResistanceIdentifysourcesandreasonsInvolveallinterestedpartiesincontributingtoplanningthechangeClearlyarticulatetheneedforchangeandgoalsandobjectivesofthechangeprocessWrittendocuments)Addresstheindividualneedsofthosewhowillimpactedbythechange,helppeopleretainwhattheytreasurewheneverpossible.ManagingResistanceIdentifysoManagingChangeModelsofchangeN-1N+1DenialsResistanceexplorationcommitmentManagingChange:BasicActionsStep1:LetgoStep2:IdentifyyourreactionStep3:TakeActionManagingChangeModelsofchangStep1Confusion---AcceptLossofidentity---BuildConnectionWithdrawn---FaceitAngry---ShareitThepastisnotthefutureifyouthinkaboutyouerror,youwillmakeanothererror,makingmistakeisjustalearningprocessThecurrentpatternofbehavioremployeesengageinissixtimesmorelikelytopredictjobperformancethanistheirbackgroundandjobhistory.Step1Confusion---AcceptTheStep2IdentifywhatyoureallywantValueandattitudeBeliefsBehaviorLimitingBeliefsEmpoweringBeliefsThere’snotimeforthought,notimeforprogress,justtimetodowhathastobedonetodayVerydangerousStep2IdentifywhatyoureallyStep3DoIhavetheskillsnecessarytogetwhatIwant?-Askprofessionals,insideandoutside-Askyourmanager-Listen,reallylisten,towhattheysayFindyourownpath64%failedtoachievesuccessintheirlivesduetospecificstandardsetbyothersthattheywereunabletoliveupto.Step3DoIhavetheskillsnecStep3WhatcanIcontrol?WhatcanIinfluence?Riskcontrol/ManagingRiskPromoteandrewardrisktaking(IBM)147/805ruleBeestory(15%search)Step3WhatcanIcontrol?BSL(IV)---LeadershipModelsManagerialGridSituationalleadership3-DTheoryBSL(IV)---LeadershipModelsManLeadershipstyles1.9仁慈寬恕9.9合作5.51.1自由放任9.1獨裁LowHighHighEmployeeOrientationTaskorientation3-參與2-說服4-授權1-命令和決定DegreeofemployeematurityLeadershipstyles1.99.95.51.Leadershipstyle3-DTheory3’2’4’1’3241EffectivenessTaskorientationEmployeeOrientation1=Doer1’=Dictator2=Moderator2’=Vacillator游移3=Carer3’=Softy4=Strategist4’=IvorytowerAppropriatetothesituationLeadershipstyle3-DTheory3’2’ThefourleadershipstylesDirectingDelegating

S2S1S4S3SupportingCoachingD4D3D2D1DevelopmentleveloffollowersDirectingHighdirective,lowsupportiveLeaderdefinesrolesoffollowersProblemsolvinganddecisionmakinginitiatedbyleaderOne-waycommunicationCoachingHighdirective,highsupportiveLeadersattemptstohearfollowerssuggestion,ideasTwo–wayControloverdecisionmakingSupportingHighsupportive,lowdirectiveFocusofcontrolshiftstofollowersLeaderactivelylistensFollowershasabilityandknowledgetodothetaskDelegatingHighsupportive,lowdirectiveLeadersdiscussproblemswithfollowersDecisionmakingishandledbythesubordinateSeeksjointagreementonproblemdefinitionsRuntheirownshowLowHighThefourleadershipstylesS2LevelsofdevelopmentD1Lowcompetence,HighcommitmentEnthusiasticBeginnerD2Somecompetence,LowcommitmentDisillusionedLearnerD3ModeratetoHighCompetencevariablecommitmentReluctantContributor-難處理的貢獻者D4Highcompetence,HighcommitmentPeakperformerLevelsofdevelopmentD1LowcIncreasingfollowerdevelopmentlevelTheLeader’sgoalSituationalLeadershipisnotsomethingyoudotopeoplebutsomethingyoudowith

peopleIncreasingfollowerdevelopmenTeamRelationshipsStagesofTeamdevelopmentFormingStormingNormingPerformingTransformingBlindoptimismInformedpessimismHopeCommitment

Commitment(Morale)Productivity(Competence)Commitment(Morale)Productivity(Competence)Commitment(Morale)Productivity(Competence)

Commitment(Morale)Productivity(Competence)TeamRelationshipsStagesofTeLeadershipbehaviorforteamdevelopment

Forming–tellinghightask/lowrelationshipSetrealisticandattainablegoalsClarifytasksandrelationshipsSetstandardandlimitsMakedecisionsandgivedirectionsTeachanddemonstrateskillsGivefeedbackonperformanceandgroupdynamicsProvidelowtomoderatesupportExplainingwhat/whySeekingquestionandanswersAcknowledgin