e modelleadership領(lǐng)導(dǎo)力的e模型

5E

Leadership

Model(excerpt

-

as

presented

at

GM

Co

llege

for

High

Performing

Organ

izJune

10-

15,20071WhyLeadership?“Thescarcestresourceintheworldtodayisleadership–leadershipcapableofcontinuouslytransformingorganizationstowinintomorrow’sfast–changingandincreasinglymorecompetitiveworld.”A.G.LafleyPresidentandCEOTheProcter&GambleCompanyJanuary23,20022A

P&G

leader

is

one

who

is

courageous,inspiring,andcollaborative,whohelpseveryonearound

them

take

risks,failsoccasionally,learnscontinuously,

andultimatelydeliverssustainablebreakthrou

resultsthathelpP&G

grow

NOS

and

TSRatorabove

the

levelsrequired

tomeetour

goalsP&G

DefinitionofLeadership35

ELeadershipModel4ENVISIONCreate

theFutureENGAGEBuildRelationships&CollaborationENERGIZEInspireOthersENABLEBuildCapabilityEXECUTEDeliverOutstandingResults5E

Roles

Of

Leadership5Envision:CreatetheFuture“Aclearconstancyofpurposetoguideanorganizationforthefutureisthefirstprinciple.Withoutthis,nothingelsematters.”Dr.Deming6Envision

:

CreatetheFutureMartin

Luther

KingOnAugust28,

1963,MartinLutherKing

stoodon

the

stepsattheLincolnMemorial

inWashington,

D.C.,and

said,“IhaveaDreamthatmyfourlittlchildrenwillonedayliveinanationwheretheywillnotbejudgedbythecoloroftheirskinbutbythecontentoftheircharacter.Ihaveadreamtoday.”無法

獲取該音

頻文

件。7What

is

it?In

touch

and

externally

focused

on

always

meeting

consumer

and

customer

needsSeesrealityclearly–fosters

genu

ine

inqu

iry–

gets

toroot

causesDevelopsand

leadsa

vision

and

strategiesthat

‘change

the

game

’Change

agent

that

champions

connect

anddevelop

,balanced

innovation

,creativity

,benchmarkingand

reapplicationIntegratesdiverseperspectives

in

developingthevision

and

strategiesEnvision

:

CreatetheFuture8How

do

you

do

it?Understand

andarticulatecurrentand

future

needs

of

consumers/customersLead

theprocess

to

develop

thevision

tocreate

internalpassion&external

inspirationFoster

innovation

through

connect&

developand

benchmark

internal/externaltoreapplyUtilizetotalsystem

thinkingand

strategy

deployment

to

crystallizebusiness&organ

izationfuture

needsUsereal

lifetough

calls

to

reinforce

thevision/strategies/pr

inciplestopreventdr

iftEnvision

:

CreatetheFuture9Envision

:

CreatetheFutureWhat

signals

a

need

for

more?

Influxof

new

peopleNodiscussion/debate/questionsoncurrentversusfuturevisionLackof

strongconsumer/customerunderstandingor

focusDeclineorabsence

inprinciple-based

decisionsorstrategicalignmentPeoplenot

in

touchwithrealityand

competition

.Emergingnewbusiness

needs(Discussion

:

SisterAct

II,

Gandhi)10Engage:BuildRelationships&Collaboration“In1985,Ivisitedall750storesthatWalMartowned.PeopleoftenaskmewhyIfeeltheCEOshoulddothis.Myanswerissimple.DoourAssociatesinourstoresknowIaminterestedinthemandtheircontribution?YOUBET!DotheybelieveIwouldwearahulaskirtonWallStreettocelebratewiththem?YOUBET!”Sam

Walton11Engage:BuildRelationships&Collaboration“Iemploy3differenttypesofcommunicationsasacoach.Offthecourt,Iamaconfidante&substitutemother.Inthatrole,Ilisten,advise,&comfort.Inpractice,Iamateacherwhosometimesemploysseveremethodstomaintaintheattentionofmystudents.Inagame,Iissuebluntcommands&motivateourplayersinpressuresituations.Itisacompetitivesituationwithnotimeformisunderstanding.IwouldnothavewonaGoldMedalor6NationalChampionshipsasacoachwithoutbeingagreatcommunicator.”PatSummitUniversityofTennesseeWomen’sBasketballCoach12Engage

:

Build

Relationships

&CollaborationWhat

is

it?Bu

ilds

strongworkingrelationshipsthat

createtrustand

intense

candorValuesandproactively

invo

lves

keystakeho

ldersto

deliver

common

objectivesActively

listensand

commun

icates

in

atransparentwayAcceptsandvalues

others

to

constructivelyreso

lveconflictLeveragescross-

organ

izationco

llaboration(internalandexternal)

to

achievebest

so

lutions13Engage:BuildRelationships&Collaboration“MyviewofAmerica’ssoldierswassolidifiedearlymysecondPentagontourwhen,asUnderSecretary,IsetouttovisiteverydivisionintheactiveArmyandanumberofunitsintheReservecomponents–whereverintheworldtheymightbe–allwithinmyfirst100daysinoffice.Attheendofthattour,IreturnedtothePentagonfilledwithevengreaterprideinAmerica’ssoldiers–fortheirprofessionalism,courage,sacrifice,selflessness,aboveall,theirdevotiontocountry.”NormAugustineExecutiveCommitteeChairmanLockheedMartinDirectorofP&G14Engage

:

BuildRelationships

&CollaborationHow

do

you

do

it?Deliberatelybu

ildyourpersonalrelationships

inyourorgan

ization

and

across

organ

izationsBe

known

asmeeting

commitments

to

othersLead

theprocess

to

identify

commonobjectivesforming

alliancesbu

ilt

on

win-winPut

inplace

cross

organ

izationworkprocesses

and

flowresources

to

theworkConstantlymon

itor

ifpeople

feel

yousincerelyvalue

themPersonallymon

itor/sensewhetherco

llaboration

is

strong

internalandexternal15Engage

:

BuildRelationships

&CollaborationWhat

signalsa

needs

formore?There

isconflict

that

doesnot

get

reso

lved

andnegatively

impacts

teamworkPeoplefocuson

their

function

goals

versus

thebigger

business

needsThere

isresistance

or

artificialbarr

ierstoflow

people

to

theworkPeople

qu

itbecause

ofnot

feeling

valued

by

their

immediateboss

and

teamCross

organ

izationworkprocesses

arebroken

,

ineffective

,orpoorly

definedYoumiss

commitments

to

others(Discussion

:Pay

ItForward

,

October

Sky)16“Wemust

be

the

changewe

wish

to

see

”.Energize

:InspireOthersGhandi17Energize:InspireOthersJohnF.KennedyJr.DuringhisInauguration,PresidentKennedychallengedtheAmericanpeopleto"asknotwhatyourcountrycandoforyou,butaskwhatcanyoudoforyourcountry."該音

頻文

件。無法

獲取18Energize:InspireOthersWhatisit?PersonallyrolemodelsthevisionPVP’s–whattheystandforDemonstratesgenuineenthusiasmforthebusinessandpeopleEnrollstheorganizationinpursuitofthevisionAcknowledgesmistakes.Learns,adapts,andmovesonPersonallyknowsandsupportspeople–enablingthemtobetreatedthewaytheywanttobetreated19Energize

:InspireOthersHow

do

you

do

it?Personallyembodyingthefuture

state

andprinciplesinyourdailyactionanddecisionsBeinginternallypassionateandexternally

inspirationalaboutthebusinessandpeopleConstantlylearninfront

of

the

organizationfrom

successand

failureKnockdownbarriers

to

effectivelyshowsupport

inawaythatenables

people

tobe

successfulCreativelyenrolltheentireorganizationinthe

vision

–recognizeandcelebrateprogress20Energize

:InspireOthersWhat

signalsa

need

formore?Principlesbeing

ignored,rulebaseddecisions,

lackofownership

inthevision

and

strategiesPeopleplaceblameversusworking

inapositivewayto

fixproblemsYoursensing

indicates

the

“pulse

”(energy)ofthe

organization

slows

or

weakensYourealizethereare

a

lot

of

people

you

do

notknowor

could

not

support

effectivelyYour

visibilityintheorganization

is

low(Discussion

:

Apollo

13)21Enable:BuildCapability“Oursuccesscanbemeasuredbyhowwellweshape,grow,andassurethesuccessofthenextgeneration.”MartinLutherKing22Enable

:

BuildCapabilityWhat

is

it?Developsorganizationcapabilitytodeliver

innovationtowinat

twomoments

of

truthCreatesan

inclusiveentrepreneurialculturewithstrongbusinessownershipEnablesothersand

oneself

to

dowhattheydobestthrough

effective

career

development&assignmentplanningDevelops

themselvesandothers

bypassionatelyseekingto

learn,

coach,

and

teachLeveragesdifferentapproachesof

alltypestoget

desiredbusinessresults23Enable

:

BuildCapabilityHow

do

you

do

it?Fostercreativityandnewapproaches

towinwiththe

consumerDeliberatelyencourageappropriaterisktakingHelppeopleidentifytheir

strengthsandgetthem

intorolesthatleveragethose

strengthsEstablishalearningandtrainingplantogive

theorganizationneededskillsBeingabsolutelytrustworthyandrolemodellearn-do-teachprovidingcoaching/wisdom.Personallybuildandvaluediversityallowing

peopletodothings

theirway

versus

yourway24What

signals

a

need

formore?You

donot

have

regular

contactwithconsumers

and

customersYouhave

notbeen

to

a

learn

ing

event

in

thelastyearand

your

coaching

time

for

people

isinadequateThereare

issues/barr

iers/capabilitygaps

thatare

apparentbut

not

removedLackofdiversity

,

lack

ofmastery

or

skills

only

in

a

few

peopleTeams

arenot

diverse

,

littler

isktakingordiffer

ingpo

intsof

views

are

not

surfaced(Discussion

:Anna

and

theKing

,Hoosiers)Enable

:

BuildCapability25Execute:DeliverOutstandingResults“Executionisthegreatunaddressedissueinthebusinessworldtoday.It’sabsenceisthesinglebiggestobstacletosuccess…Manybusinessleadersspendvastamountsoftimelearningthelatestmanagementtechniquesbuttheirfailuretounderstandandpracticeexecutionnegatesthevalueofalmostalltheylearn.Suchleadersarebuildinghouseswithoutfoundations.”LarryBossidyChairman

&

CEOHoneywell(Retired)26Execute:DeliverOutstandingResultsWhatisit?DevelopsexecutableplanstodeliverthestrategyInsuresindividualworkplansarealignedtotheplanandestablishesclearexpectationsHoldsthemselvesandothersaccountableandinspirestheorganizationbyconfrontingissuesandcelebratingsuccessRoutinelyreviewsprogress,surfacesissues,removesbarriers,andmakesclearandtoughcallsBiasforaction.Personallyleadsanddoescriticalworktorolemodelexecutionwithexcellence27Execute

:DeliverOutstandingResultsHow

do

you

do

it?Developclear

priorities,

measures

and

plans

to

implementstrategies.Staffforexcellenceandhave

clearaccountabilitybothexpectations,deliverables

andactionplansfor

eachpersonUtilizeformalbusinessreviews,

scorecards,and

informaltimetoprovide

coachingCreatesenseofurgencyondeliveringresultsand

implementeffectiveworkprocessestosustainHaveapersonalactionplan

for

critical

work

youownandbepersonally

accountableCelebrateandrecognizeprogress28Execute

:DeliverOutstanding

ResultsWhat

signals

a

need

formore?Resultsare

off

track

and

plans

are

insufficient

to

getback

on

trackBusiness

reviews

and

teammeetings

are

notproductiveThere

is

lackofaccountability

and

decisionmaking

is

slow

orunclearPeoplebecome

complacent

or

feel

like

theyarealready

best

in

classLack

of

applying

thebestwork

too

ls(IWS

,HPO)

in

the

actionplansWhen

you

letup

on

learn

ing

and

reapplying(Discussion:Remember

theTitans)29byEdRuggeroandDennisHaleybyMikeKrzyzewskibyJohnKotterbyFrancesHesselbeinandPaulCohenbyNoelTichybyMichaelUseembyStephenCoveybyJohnKotterbyJ.ThomasWrenbyDonaldKrausebyDonaldPhilipsbyMargretWheatleybyWarrenBennisandBurtNanusbyMaxDuPreebyLarryDonnithornebyJimCollinsbyKenBlanchardandMichaelO’ConnorbyPeterSergebyCliveGibson,MikePratt,KevinRoberts,EdWeynesbyRobertGreenleafbyJohnGardnerbyDavidNadlerandMichaelTushmanbyKennethBlanchardbyLanceSecretanbyLarryBossidyandRamCharanbyJohnMaxwellbyBillGeorgebyNoelTichybyChristopherBartlettandSumantraGhoshalThe

Leader

’

s

CompassLeadingWithThe

HeartMatsushitaLeadershipLeadertoLeader–Enduring

InsightsTheLeadership

EngineTheLeadership

MomentThe7Habitsof

Highly

EffectivePeopleLeading

ChangeThe

Leader

’

sCompanionTheWay

of

the

LeaderLincolnon

LeadershipLeadership

and

theNew

ScienceLeaders–StrategiesforTaking

ChargeLeadership

IsAnArtTheWestPointWay

of

LeadershipGood

to

GreatManagingBy

ValuesTheFifthDisciplinePeakPerformanceServantLeadershipOn

LeadershipBeyond

theCharismaticLeaderLeadership

and

theOneMinuteManagerInspire–WhatGreat

Leaders

DoExecution:TheDisciplineofGettingThingsDone

The21

IndispensableQualitiesof

a

LeaderAuthenticLeadershipTheCycle

of

Leadr

shipManagingAcrossBordersLeadershipBibliography30P&G

LeadersEmbody

the

Company

’s

Purpose,ValuesandPrinciples

:Theyhave

stronglyandclearly

defined

personalvaluesand

characterThey

choose

what

’

srightfor

thebusinessandtotalorganization

over

personal

gainTheyare

honest

,

of

high

integrity

,andhavedeeprespect

for

othersTheyare

committed

to

the

dream

ofgreatnessforthe

organization–and

unwavering

in

itspursuit31P&GLeadersEmbodytheCompany’sPurpose,ValuesandPrinciples:Theyareconstantlylearningandseekingtobethebest.TheyareconfidentyethumbleTheyarechangeagents–andincitepassionandinspirationinothersTheyarecaringanddemanding–creatingasenseoffamilyandownershipbyalwaysdoingtheright32ServantLeadershipatP&G1.Humilityisacriticalqualityintheconsumergoodsbusinessandinahighperformanceorganization2.LeadershipandownershiparevaluesatConsumersandP&G.WewanteveryemployeetoleadCustomers3.Weare“ademocracyofideas”whichleadstogreaterinnovation.Leadershipshiftsdependinguponthesituation4.Weserveconsumers.Weserveemployeesandcustomerswhoserveconsumers5.EveryP&Gerhasapassiontowin.OurCompanyisdedicatedtogrowth.Growthischange6.P&Ger’sareloyaltotheinstitutionofP&G,notonlyoneleader.ValueofintegrityiscontrollingTheLeaderishere33JimCollinsinGoodtoGreatHumility+Will=Level5OwnershipLevel5leaderschanneltheiregoneedsawayfromthemselvesandintothelargergoalofbuildingagreatcompanyIt’snotthatLevel5leadershavenoegoorself-interest.Indeed,theyareincrediblyambitious–buttheirambitionisfirstandforemostfortheinstitution,notthemselves34Dayslater,thatlessonwasdrivenhomeinanunexpectedwaywhenwereachedamonasterythatishometothespiritualleaderfortheregion"slargelyBuddhistpopulation.Byarrangement,wewereabletoreceiveaprivateaudiencewiththehighmonk,thereincarnatelama.Withtheaidofinterpreters,weengagedinafreewheelingdiscussionofBuddhistconceptsofleadership.Thehighmonkleftuswithtwoindelibleaffirmations.First,leadershipisbuiltbyserving.Second,whenleaderstrulyserveandsubordinatetheirprivatewelfaretothatofallothers,theirauthorityoftenbecomesunquestionable."“LeadershipLessonsofMountEverest

”Harvard

Business

Review-

October

200135WestPointWayofLeadershipbyLarryDonnithorneThey(WestPointcadets)spendeverywakingmomentlearningth