E modelLeadership领导力的5E模型

,1,5ELeadershipModel(excerpt-aspresentedatGMCollegeforHighPerformingOrganizations,June10-15,2007,.,2,A.G.LafleyPresidentandCEOTheProcter&GambleCompanyJanuary23,2002,“Thescarcestresourceintheworldtodayisleadershipleadershipcapableofcontinuouslytransformingorganizationstowinintomorrowsfastchangingandincreasinglymorecompetitiveworld.”,WhyLeadership?,.,3,AP&Gleaderisonewhoiscourageous,inspiring,andcollaborative,whohelpseveryonearoundthemtakerisks,failsoccasionally,learnscontinuously,andultimatelydeliverssustainablebreakthroughresultsthathelpP&GgrowNOSandTSRatorabovethelevelsrequiredtomeetourgoals,P&GDefinitionofLeadership,.,4,5ELeadershipModel,.,5,ENVISIONCreatetheFutureENGAGEBuildRelationships&CollaborationENERGIZEInspireOthersENABLEBuildCapabilityEXECUTEDeliverOutstandingResults,5ERolesOfLeadership,.,6,“Aclearconstancyofpurposetoguideanorganizationforthefutureisthefirstprinciple.Withoutthis,nothingelsematters.”,Dr.Deming,Envision:CreatetheFuture,.,7,OnAugust28,1963,MartinLutherKingstoodonthestepsattheLincolnMemorialinWashington,D.C.,andsaid,Envision:CreatetheFutureMartinLutherKing,“IhaveaDreamthatmyfourlittlechildrenwillonedayliveinanationwheretheywillnotbejudgedbythecoloroftheirskinbutbythecontentoftheircharacter.Ihaveadreamtoday.”,.,8,Envision:CreatetheFuture,Whatisit?IntouchandexternallyfocusedonalwaysmeetingconsumerandcustomerneedsSeesrealityclearlyfostersgenuineinquirygetstorootcausesDevelopsandleadsavisionandstrategiesthatchangethegameChangeagentthatchampionsconnectanddevelop,balancedinnovation,creativity,benchmarkingandreapplicationIntegratesdiverseperspectivesindevelopingthevisionandstrategies,.,9,Envision:CreatetheFuture,Howdoyoudoit?Understandandarticulatecurrentandfutureneedsofconsumers/customersLeadtheprocesstodevelopthevisiontocreateinternalpassion&externalinspirationFosterinnovationthroughconnect&developandbenchmarkinternal/externaltoreapplyUtilizetotalsystemthinkingandstrategydeploymenttocrystallizebusiness&organizationfutureneedsUsereallifetoughcallstoreinforcethevision/strategies/principlestopreventdrift,.,10,Envision:CreatetheFuture,Whatsignalsaneedformore?InfluxofnewpeopleNodiscussion/debate/questionsoncurrentversusfuturevisionLackofstrongconsumer/customerunderstandingorfocusDeclineorabsenceinprinciple-baseddecisionsorstrategicalignmentPeoplenotintouchwithrealityandcompetition.Emergingnewbusinessneeds(Discussion:SisterActII,Gandhi),.,11,Engage:BuildRelationships&Collaboration,“In1985,Ivisitedall750storesthatWalMartowned.PeopleoftenaskmewhyIfeeltheCEOshoulddothis.Myanswerissimple.DoourAssociatesinourstoresknowIaminterestedinthemandtheircontribution?YOUBET!DotheybelieveIwouldwearahulaskirtonWallStreettocelebratewiththem?YOUBET!”,SamWalton,.,12,Engage:BuildRelationships&Collaboration,“Iemploy3differenttypesofcommunicationsasacoach.Offthecourt,Iamaconfidante&substitutemother.Inthatrole,Ilisten,advise,&comfort.Inpractice,Iamateacherwhosometimesemploysseveremethodstomaintaintheattentionofmystudents.Inagame,Iissuebluntcommands&motivateourplayersinpressuresituations.Itisacompetitivesituationwithnotimeformisunderstanding.IwouldnothavewonaGoldMedalor6NationalChampionshipsasacoachwithoutbeingagreatcommunicator.”,PatSummitUniversityofTennesseeWomensBasketballCoach,.,13,Engage:BuildRelationships&Collaboration,Whatisit?BuildsstrongworkingrelationshipsthatcreatetrustandintensecandorValuesandproactivelyinvolveskeystakeholderstodelivercommonobjectivesActivelylistensandcommunicatesinatransparentwayAcceptsandvaluesotherstoconstructivelyresolveconflictLeveragescross-organizationcollaboration(internalandexternal)toachievebestsolutions,.,14,Engage:BuildRelationships&Collaboration,“MyviewofAmericassoldierswassolidifiedearlyinmysecondPentagontourwhen,asUnderSecretary,IsetouttovisiteverydivisionintheactiveArmyandanumberofunitsintheReservecomponentswhereverintheworldtheymightbeallwithinmyfirst100daysinoffice.Attheendofthattour,IreturnedtothePentagonfilledwithevengreaterprideinAmericassoldiersfortheirprofessionalism,courage,sacrifice,selflessness,and,aboveall,theirdevotiontocountry.”,NormAugustineExecutiveCommitteeChairmanLockheedMartinDirectorofP&G,.,15,Howdoyoudoit?DeliberatelybuildyourpersonalrelationshipsinyourorganizationandacrossorganizationsBeknownasmeetingcommitmentstoothersLeadtheprocesstoidentifycommonobjectivesformingalliancesbuiltonwin-winPutinplacecrossorganizationworkprocessesandflowresourcestotheworkConstantlymonitorifpeoplefeelyousincerelyvaluethemPersonallymonitor/sensewhethercollaborationisstronginternalandexternal,Engage:BuildRelationships&Collaboration,.,16,Engage:BuildRelationships&Collaboration,Whatsignalsaneedsformore?ThereisconflictthatdoesnotgetresolvedandnegativelyimpactsteamworkPeoplefocusontheirfunctiongoalsversusthebiggerbusinessneedsThereisresistanceorartificialbarrierstoflowpeopletotheworkPeoplequitbecauseofnotfeelingvaluedbytheirimmediatebossandteamCrossorganizationworkprocessesarebroken,ineffective,orpoorlydefinedYoumisscommitmentstoothers(Discussion:PayItForward,OctoberSky),.,17,Energize:InspireOthers,“Wemustbethechangewewishtosee”.,Ghandi,.,18,DuringhisInauguration,PresidentKennedychallengedtheAmericanpeopletoasknotwhatyourcountrycandoforyou,butaskwhatcanyoudoforyourcountry.,Energize:InspireOthersJohnF.KennedyJr.,.,19,Energize:InspireOthers,Whatisit?PersonallyrolemodelsthevisionPVPswhattheystandforDemonstratesgenuineenthusiasmforthebusinessandpeopleEnrollstheorganizationinpursuitofthevisionAcknowledgesmistakes.Learns,adapts,andmovesonPersonallyknowsandsupportspeopleenablingthemtobetreatedthewaytheywanttobetreated,.,20,Energize:InspireOthers,Howdoyoudoit?PersonallyembodyingthefuturestateandprinciplesinyourdailyactionanddecisionsBeinginternallypassionateandexternallyinspirationalaboutthebusinessandpeopleConstantlylearninfrontoftheorganizationfromsuccessandfailureKnockdownbarrierstoeffectivelyshowsupportinawaythatenablespeopletobesuccessfulCreativelyenrolltheentireorganizationinthevisionrecognizeandcelebrateprogress,.,21,Energize:InspireOthers,Whatsignalsaneedformore?Principlesbeingignored,rulebaseddecisions,lackofownershipinthevisionandstrategiesPeopleplaceblameversusworkinginapositivewaytofixproblemsYoursensingindicatesthe“pulse”(energy)oftheorganizationslowsorweakensYourealizetherearealotofpeopleyoudonotknoworcouldnotsupporteffectivelyYourvisibilityintheorganizationislow(Discussion:Apollo13),.,22,Enable:BuildCapability,MartinLutherKing,“Oursuccesscanbemeasuredbyhowwellweshape,grow,andassurethesuccessofthenextgeneration.”,.,23,Enable:BuildCapability,Whatisit?DevelopsorganizationcapabilitytodeliverinnovationtowinattwomomentsoftruthCreatesaninclusiveentrepreneurialculturewithstrongbusinessownershipEnablesothersandoneselftodowhattheydobestthrougheffectivecareerdevelopment&assignmentplanningDevelopsthemselvesandothersbypassionatelyseekingtolearn,coach,andteachLeveragesdifferentapproachesofalltypestogetdesiredbusinessresults,.,24,Enable:BuildCapability,Howdoyoudoit?FostercreativityandnewapproachestowinwiththeconsumerDeliberatelyencourageappropriaterisktakingHelppeopleidentifytheirstrengthsandgetthemintorolesthatleveragethosestrengthsEstablishalearningandtrainingplantogivetheorganizationneededskillsBeingabsolutelytrustworthyandrolemodellearn-do-teachprovidingcoaching/wisdom.Personallybuildandvaluediversityallowingpeopletodothingstheirwayversusyourway,.,25,Enable:BuildCapability,Whatsignalsaneedformore?YoudonothaveregularcontactwithconsumersandcustomersYouhavenotbeentoalearningeventinthelastyearandyourcoachingtimeforpeopleisinadequateThereareissues/barriers/capabilitygapsthatareapparentbutnotremovedLackofdiversity,lackofmasteryorskillsonlyinafewpeopleTeamsarenotdiverse,littlerisktakingordifferingpointsofviewsarenotsurfaced(Discussion:AnnaandtheKing,Hoosiers),.,26,Execute:DeliverOutstandingResults,LarryBossidyChairman&CEOHoneywell(Retired),“Executionisthegreatunaddressedissueinthebusinessworldtoday.ItsabsenceisthesinglebiggestobstacletosuccessManybusinessleadersspendvastamountsoftimelearningthelatestmanagementtechniquesbuttheirfailuretounderstandandpracticeexecutionnegatesthevalueofalmostalltheylearn.Suchleadersarebuildinghouseswithoutfoundations.”,.,27,Execute:DeliverOutstandingResults,Whatisit?DevelopsexecutableplanstodeliverthestrategyInsuresindividualworkplansarealignedtotheplanandestablishesclearexpectationsHoldsthemselvesandothersaccountableandinspirestheorganizationbyconfrontingissuesandcelebratingsuccessRoutinelyreviewsprogress,surfacesissues,removesbarriers,andmakesclearandtoughcallsBiasforaction.Personallyleadsanddoescriticalworktorolemodelexecutionwithexcellence,.,28,Howdoyoudoit?Developclearpriorities,measuresandplanstoimplementstrategies.Staffforexcellenceandhaveclearaccountabilitybothexpectations,deliverablesandactionplansforeachpersonUtilizeformalbusinessreviews,scorecards,andinformaltimetoprovidecoachingCreatesenseofurgencyondeliveringresultsandimplementeffectiveworkprocessestosustainHaveapersonalactionplanforcriticalworkyouownandbepersonallyaccountableCelebrateandrecognizeprogress,Execute:DeliverOutstandingResults,.,29,Execute:DeliverOutstandingResults,Whatsignalsaneedformore?ResultsareofftrackandplansareinsufficienttogetbackontrackBusinessreviewsandteammeetingsarenotproductiveThereislackofaccountabilityanddecisionmakingissloworunclearPeoplebecomecomplacentorfeelliketheyarealreadybestinclassLackofapplyingthebestworktools(IWS,HPO)intheactionplansWhenyouletuponlearningandreapplying(Discussion:RemembertheTitans),.,30,TheLeadersCompassbyEdRuggeroandDennisHaleyLeadingWithTheHeartbyMikeKrzyzewskiMatsushitaLeadershipbyJohnKotterLeadertoLeaderEnduringInsightsbyFrancesHesselbeinandPaulCohenTheLeadershipEnginebyNoelTichyTheLeadershipMomentbyMichaelUseemThe7HabitsofHighlyEffectivePeoplebyStephenCoveyLeadingChangebyJohnKotterTheLeadersCompanionbyJ.ThomasWrenTheWayoftheLeaderbyDonaldKrauseLincolnonLeadershipbyDonaldPhilipsLeadershipandtheNewSciencebyMargretWheatleyLeadersStrategiesforTakingChargebyWarrenBennisandBurtNanusLeadershipIsAnArtbyMaxDuPreeTheWestPointWayofLeadershipbyLarryDonnithorneGoodtoGreatbyJimCollinsManagingByValuesbyKenBlanchardandMichaelOConnorTheFifthDisciplinebyPeterSergePeakPerformancebyCliveGibson,MikePratt,KevinRoberts,EdWeynesServantLeadershipbyRobertGreenleafOnLeadershipbyJohnGardnerBeyondtheCharismaticLeaderbyDavidNadlerandMichaelTushmanLeadershipandtheOneMinuteManagerbyKennethBlanchardInspireWhatGreatLeadersDobyLanceSecretanExecution:TheDisciplineofGettingThingsDonebyLarryBossidyandRamCharanThe21IndispensableQualitiesofaLeaderbyJohnMaxwellAuthenticLeadershipbyBillGeorgeTheCycleofLeadrshipbyNoelTichyManagingAcrossBordersbyChristopherBartlettandSumantraGhoshal,LeadershipBibliography,.,31,P&GLeadersEmbodytheCompanysPurpose,ValuesandPrinciples:,TheyhavestronglyandclearlydefinedpersonalvaluesandcharacterTheychoosewhatsrightforthebusinessandtotalorganizationoverpersonalgainTheyarehonest,ofhighintegrity,andhavedeeprespectforothersTheyarecommittedtothedreamofgreatnessfortheorganizationandunwaveringinitspursuit,.,32,P&GLeadersEmbodytheCompanysPurpose,ValuesandPrinciples:,Theyareconstantlylearningandseekingtobethebest.TheyareconfidentyethumbleTheyarechangeagentsandincitepassionandinspirationinothersTheyarecaringanddemandingcreatingasenseoffamilyandownershipbyalwaysdoingtheright,.,33,HumilityisacriticalqualityintheconsumergoodsbusinessandinahighperformanceorganizationLeadershipandownershiparevaluesatP&G.WewanteveryemployeetoleadWeare“ademocracyofideas”whichleadstogreaterinnovation.LeadershipshiftsdependinguponthesituationWeserveconsumers.WeserveemployeesandcustomerswhoserveconsumersEveryP&Gerhasapassiontowin.OurCompanyisdedicatedtogrowth.GrowthischangeP&GersareloyaltotheinstitutionofP&G,notonlyoneleader.Valueofintegrityiscontrolling,ConsumersandCustomers,TheLeaderishere,ServantLeadershipatP&G,.,34,Level5leaderschanneltheiregoneedsawayfromthemselvesandintothelargergoalofbuildingagreatcompanyItsnotthatLevel5leadershavenoegoorself-interest.Indeed,theyareincrediblyambitiousbuttheirambitionisfirstandforemostfortheinstitution,notthemselves,JimCollinsinGoodtoGreat,Humility+Will=Level5Ownership,.,35,Dayslater,thatlessonwasdrivenhomeinanunexpectedwaywhenwereachedamonasterythatishometothespiritualleaderfortheregionslargelyBuddhistpopulation.Byarrangement,wewereabletoreceiveaprivateaudiencewiththehighmonk,thereincarnatelama.Withtheaidofinterpreters,weengagedinafreewheelingdiscussionofBuddhistconceptsofleadership.Thehighmonkleftuswithtwoindelibleaffirmations.First,leadershipisbuiltbyserving.Second,whenleaderstrulyserveandsubordinatetheirprivatewelfaretothatofallothers,theirauthorityoftenbecomesunquestionable.,“LeadershipLessonsofMountEverest”,HarvardBusinessReview-October2001,.,36,They(WestPointcadets)spendeverywakingmomentlearningthetoughestlessonofall:character.Theyaretaughthowtolivebytheirwordandthe