翻译Topic7领导和信任.ppt

FundamentalsofManagement:11-1,GaoJunshan,USTBeijing,领导与信任,FundamentalsofManagement:11-2,GaoJunshan,USTBeijing,章节位置,第十一章领导和信任,FundamentalsofManagement:11-3,GaoJunshan,USTBeijing,ChapterGuide,领导概述领导理论特质理论行为理论权变理论团队和团队领导人团队的概念团队的发展有效的团队领导领导的其他问题领导的最新观点文化与领导信任与领导,FundamentalsofManagement:11-4,GaoJunshan,USTBeijing,领导者是那些能够影响他人并拥有职权的人.领导是领导者所做的事情.,领导者与领导,Overview,FundamentalsofManagement:11-5,GaoJunshan,USTBeijing,管理者vs.领导者,管理者是被委任的,他们有合法的权力来进行奖惩,他们的影响能力是基于其职位所固有的正式权力之上。,领导者可能被委任或从团队中显露出现，他们可以影响其他人去履行超越正式权力授予的行动。,Overview,FundamentalsofManagement:11-6,GaoJunshan,USTBeijing,领导的特质理论,Traittheories,FundamentalsofManagement:11-7,GaoJunshan,USTBeijing,Behaviortheories:KurtLewin,FundamentalsofManagement:11-8,GaoJunshan,USTBeijing,TannenbaumandShmidts连续的领导者的行为,Behaviortheories:TannenbaumandSchmidt,FundamentalsofManagement:11-9,GaoJunshan,USTBeijing,行为风格的正式研究,俄亥俄州立大学,定规维度,关怀维度,员工导向,生产导向,密歇根大学,Behaviortheories:OhioandMichigan,FundamentalsofManagement:11-10,GaoJunshan,USTBeijing,管理方格,关心生产,Behaviortheories:RobertBlake,FundamentalsofManagement:11-11,GaoJunshan,USTBeijing,费德勒的最难共事者问卷,愉快有好拒绝帮助冷淡紧张遥远冷合作支持无聊吵闹自信高效阴沉开放,不愉快不友好接受令人沮丧热心轻松关闭温暖不合作敌对的有趣的和谐犹豫低效快乐保守,Contingencytheories:Fieldler,FundamentalsofManagement:11-12,费德勒模型的发现,Contingencytheories:Fiedler,FundamentalsofManagement:11-13,GaoJunshan,USTBeijing,路径目标理论,环境的权变因素,结果,领导者行为,下属的权变因素,Contingencytheories:RobertHouse,FundamentalsofManagement:11-14,GaoJunshan,USTBeijing,增强员工参与,增强领导者控制,连续员工参与,领导者参与模型,Contingencytheories:VroomandYetton,FundamentalsofManagement:11-15,GaoJunshan,USTBeijing,领导者参与模型应急变量的重新修订,Contingencytheories:VroomandJago,FundamentalsofManagement:11-16,GaoJunshan,USTBeijing,领导风格的决策树,Contingencytheories:VroomandJago,FundamentalsofManagement:11-17,GaoJunshan,USTBeijing,赫塞和布兰查德的情境领导理论,Contingencytheories:PaulHersey,FundamentalsofManagement:11-18,GaoJunshan,USTBeijing,工作团队是这样的群体，其成员通过他们正面的协同效应、个体和相互的责任以及互补的技能为实现一个具体的、共同的目标而认真工作。,定义工作团队,Teamandteemleaders:Teamconcept(seeChap9p290),FundamentalsofManagement:11-19,GaoJunshan,USTBeijing,工作群体vs.工作团队,Teamandteemleaders:Teamconcept(seeChap9p290),FundamentalsofManagement:11-20,GaoJunshan,USTBeijing,工作团队的类型,Teamandteemleaders:Teamconcept(seeChap9p291),FundamentalsofManagement:11-21,GaoJunshan,USTBeijing,质量研讨小组,由8-10人组成定期召开会议，讨论质量问题承担解决质量问题的责任通常没有权利,Teamandteemleaders:Teamconcept(seeChap9p292),FundamentalsofManagement:11-22,GaoJunshan,USTBeijing,团队的声望,Teamandteemleaders:Teampopularity(seeChap9p288),FundamentalsofManagement:11-23,GaoJunshan,USTBeijing,团队发展的阶段,Teamandteemleaders:Teamdevelopment(seeChap9p288),FundamentalsofManagement:11-24,GaoJunshan,USTBeijing,良好的沟通,统一的承诺,清晰的目标,高效的团队,内部的支持,相关的技能,相互的信任,谈判的技能,有效的领导,外部的支持,Teamandteemleaders:Effectiveteams(seeChap9p295),FundamentalsofManagement:11-25,GaoJunshan,USTBeijing,Teamandteemleaders:Roleofteamleaders,FundamentalsofManagement:11-26,GaoJunshan,USTBeijing,领袖魅力型领导,自信,非凡的行为,视线和发音,变革促进者,坚定的信念,环境敏感性,Emergingapproaches:Charismatic,FundamentalsofManagement:11-27,GaoJunshan,USTBeijing,运用愿景,解释愿景,表达愿景,愿景规划型领导,Emergingapproaches:Visionary,FundamentalsofManagement:11-28,GaoJunshan,USTBeijing,Emergingapproaches:Transformational,FundamentalsofManagement:11-29,GaoJunshan,USTBeijing,领导的其他问题,领导替代,国家文化与领导,Issuesandconcerns:Culture,FundamentalsofManagement:11-30,GaoJunshan,USTBeijing,信任是一种积极的期望：别人不会-通过语言，行动或决定-来投机取巧,什么是信任？,Issuesandconcerns:Trustandleadership,FundamentalsofManagement:11-31,GaoJunshan,USTBeijing,信任的五个维度,诚信胜任力始终如一忠诚公开,Issuesandconcerns:Trustandleadership,FundamentalsofManagement:11-32,GaoJunshan,USTBeijing,基于威慑,基于知识,基于辨别,信任的三种类型,Issuesandconcerns:Trustandleadership,FundamentalsofManagement:11-33,GaoJunshan,USTBeijing,建立信任,工作透明化公正分享情感说真话始终如一兑现承诺保持自信展现实力,Managementskills:Buildingtrust,FundamentalsofManagement:11-34,GaoJunshan,USTBeijing,章节小结,领导者的含义领导者vs.管理者领导特质理论费德勒的权变模型路径-目标领导理论,FundamentalsofManagement:11-35,GaoJunshan,USTBeijing,章