工程技术人员的领导能力.ppt

1,工程技术人员的领导能力,2,目标,理解作为一个领导的意义培养对组织和领导能力的平衡认识了解我们的能力,建立我们的个人目标,并设定计划实现它们分享我们对我们的组织的共同看法，并讨论来实现组织的所需改变。,3,定义领导能力,写下你对领导者的定义。你认为领导者和管理者之间的差异是什么？,4,领导者干什么？,5,四项管理功能,计划(预测;设定目标;计划行动;制定政策和程序)组织(选择组织结构;明确分工和责任;建立工作关系)引导(?)控制(设立作业标准;评估;记录;更正作业),工程师,经理,组织,计划,6,领导能力定义,皮特德克尔:“领导者的唯一定义就是有追随者的人.班布卡可:“领导能力就是让人们干他们不想干的事情，并且喜欢上工作”“在为群体目标努力时候能影响别人行为并充分尊重他们自由的过程.在一群人中能够设定方向，结成战线并维持责任的能力,7,工作四维图,所有四维都是关于“人”,8,人,带走我的人，留下我的工厂，不久我的工厂就会长满杂草。但如果你带走我的工厂，留下我的人，不久我们就能拥有一个新的更好的工厂”,9,领导功能,10,内容,领导决策理性的决策制定,Kepnor-Tregoe方法,本能,集体决策沟通交流倾诉,倾听,询问和理解激励理解需求(马斯洛模式),激发,鼓励,推动,选择和培养了解你的员工,表现更正和个人发展领导风格特别话题工程人员作为经理,引导变动,11,决策,得出结论和判断要确保做出的决策的高质量我们的成功是通过决策的质量衡量,12,管理决策很困难,管理问题经常不清楚，经常改变，并包括人们无可预料的行为。数据/事实可能不足，质量不高（猜测，传闻），过度，以致用有限的时间和预算无法管理。决策的复杂性可能设计多个决策和许多“假使？”。解决空间总是非常大。决策的影响-分歧知道事后才会被全部知晓。决策执行受大多数人意见和相关人的参与影响。,13,如何作出决策?,自发决策基于直觉、预感或本能理性决策基于系统的研究和逻辑分析(可能的范围):(1)采集数据(2)评估事实,(3)列出侧重于创造性问题解决的方(4)按照清晰的标准评估,(5)评估风险,14,决策指南,按照决策需要对问题排序，用很少精力处理这些问题使用理性的程序引导决策程序分析决策将影响的问题-一致的意见培育执行若问题和解决方法一直在变化，推迟决策，直至最后允许的时候，但要设定清晰的期限,15,基本上我们的同坐就是关于日常决策制定备忘录、措施项目清单、日志本用来记录需做出的决策，期限和决策者（个人，集体？）即将做出的和已做出的决策的传播/交流,16,Kepnor-Tregoe决策工具,定义必要和充分决策标准等级排序通过指定每个重量因素的充分标准(1到10)按照每个充分标准评估所有选项。消除不满足必要标准的选项。按照每个充分标准对每个留下的选项进行打分(也是从1到10)计算加权分数选择最高加权分数的选项作为解决手边问题的最好方法。,17,Kepnor-TregoeDecisionTool,Criteriashouldbe“MutuallyExclusiveandCollectivelyExhaustive”Decision-equitable,rational,comprehensive,18,Example,Amongyourmanyfemalefriends,thefollowingthreestandout:1.Lizamajorsinliterature,isverysociableandcommunicative,andhasanaverageappearance.Shedoesnothatehomemaking.2.Julie,majorsincomputerengineering,hasaverysharpintellect,andisratherstrongwilled.Sheisreasonablysociableandhasagoodappearance.Homemakingisnothercupoftea.3.Debbieisthehighschoolsweetheart,veryadaptableandlovely,easygoing,comfortabletobewith,andhasasuperbappearance.Hersocialskillsaresoso.Shelikeshomemakingwhichisatraditionofherfamilyandshedoesitwell.Yourmotherhasbeenbuggingyoutomakeupyourmindtogetmarried.Timeisrunningoutandyouneedtomakeachoice.Howwouldyougoaboutdecidingforoneofthesethreecandidatesasaprospectivemate.,19,20,21,22,23,DecisionbyGutInstinct,SpontaneousDecisions-Intuitivesolutionforcomplexandambiguousproblemsdefyingsystematicanalyses(Nodata)Thetheoryofintuitivethinkingclaimsthatjudgmentscanbereducedtoaccumulated“patternsandrules”derivedfrompastexperience.PeoplewithdiversebackgroundsaremorecapableofintuitivethinkingandlearningIntuitivedecisionscanbewrongfromtimetotime,feedbackfromtrustedsourcesisneededto“recalibrate”patternsandrulesfrequentlytoimprovequalityoffutureintuitivedecisions,24,DecisionMakinginTeams,Manydecisionsmustbemadebyteam.Why?Groupdynamicsaffectsgroupdecisions:(1)Coalitions/alliancesamongteammembers-position-basedadvocacy(2)Conflictsofinterests(3)Personalityclash(fightingwords,selectiveseeing,interruptions,personalfriction)LeadershipRole:(1)Managingconflict(2)Consideration(3)Closure,25,DecisionMakinginTeams,Study:BayofPigInvasionandTheCubanMissileCrisis,26,InquiryversusAdvocacy,MinimizeConflict:(A)Shareinformation(B)Thinkcritically(C)Debateideasrigorously(D)Checkassumptionrelentlessly(E)Applyruleofreasoning(F)Testingstrengthsamongcompetingideas(notcompetingpositions),FollowanInquiry-focusedsolution-discoveryprocess,nottoconductaposition-fightingexercise,27,ShowConsideration-Makesurethatthe“losers”perceivefairnessofhavingtheirideasheardandconsidered:(A)Nopredeterminedsolutions,(B)Nopersonalpreferenceofleaders,(C)Listenactivelytoallideas-takingnotes,askingquestions,(D)Explainlogicoffinaldecisionandwhytheviewsoftheloserswerenotaccepted,Letstrytheultimatumgame,28,ManageClosure:(A)EarlyClose(groupthinkphenomena)asunstatedobjectionswillshowupatimplementationphase:leadertoinjectquestionsandpromoteadditionaldebate(B)LateClosure(endlessdebatebetweenwarringfactions,draggeddownbytrivialities)-Leadertocutoffdebateandannouncedecision,29,Question,TheEngineeringDirectorofthecompanyisaskedtosendoneengineerabroadtoassistintheinstallationofequipment.Therearethreequalifiedcandidates,eachworkingforadifferentmanagerundertheDirector.TheDirectorknowsthatallthreeengineerswillwanttogo,buttheirbosseswillnot,forfearoflosingtimeindoingtheirownverycriticalprojects.HowshouldtheDirectormakethechoice?,30,Communicating,Ourdailyworkisaboutdecisionmaking.Theinformationeconomyisaboutgatheringandprocessingofinformation-ourdailyworkisalsoaboutcommunications.Thepurposeofcommunicationistocreateunderstandingtheresponsibilityisonthecommunicator!,31,GuidelinesforCommunication,Communicatewithaclearpurpose.Knowyourmessage!Selectproperformtocommunicate-face-to-facetalk,phoneconversation,emails,video-conference,staffmeeting,writtenmemos,web-posting,net-meetingBehonestandopen,welcomesuggestions,offerpertinentinformationtodispelfearsEnsurecommonunderstanding!,32,Communications,33,Asking,Askingopen-endedinsightfulquestionstogainknowledgeandtoimproveunderstandingofthesituationathandQualityofquestionsisanclearindicationofthequestionersgraspofthesituationathand,34,Telling,Offerinformationtokeeppeople(peers,employees,bosses,supplychainpartners,customers)informedaboutmattersofconcerntothemJudgementisneededastowhattotellandwhatnot(“NeedtoKnow”paradigm),seekbalancebetween(1)trust-creationandnosurpriseversus(2)controloverinformation,35,Listening,RemainfocusedinlisteningtothesubtextandtruemeaningoftheexchangeMaintaineyecontactExerciseself-disciplinetocontrolownurgetotalkandavoidinterruptingothers,36,Understanding,Getunderstanding-Leadingtheexchangefrompresenttofuture,familiartounfamiliar,andagreeabletodisagreeableTellwhatyouaregoingtotell,tell,asktheotherpartywhathasbeentold.Ensurecommonunderstandingbyactionsuchas“doingtogether”MakesurethereisunderstandingbylookingatsamplesofactionThespeakershouldknowtheaudienceandthelistenershouldknowthespeaker,37,Question,Theprojectwasrunninglateandthesectionmanagerthoughtheshouldgiveapreptalk.Herealizedthathewasconsideredanautocratbyhisstaff,butthistimehewouldliketoimpressthemthathewaspartoftheteamandthattheymustworktogethertosucceed.Hethoughthegaveafairlygoodspeech.Hepointedoutthattheprojectwasrunninglateandthat,iftheyfailed,thecustomercouldcancelthecontract.Hefurtherexplainthatasmanager,hewasresponsibleforthesuccessoftheproject,soeveryonewasequallytobeblamedforthefailure.Unexpectedly,agroupofstaffcametoseehimafewdayslatertoclarifywhethertheywereallunderthreatofunemploymentifthecontractwastobecancelledbythecustomer.Whatwentwrong?,38,HowtoMotivate,Inspire-Infuseaspiritofwillingness(Byworkdone,leadershiptraits,examplesset)Encourage-Stimulatethroughpraise,approvalandhelpImpel-Force(Coercion,compulsion,punishments),Tomotivateistoapplyaforcethatexcitesanddrivesanindividualtoact,inwayspreferredbythemanager/leader,39,TechniquestoEnhanceMotivation,Participation-Promotingownershipofidea,project,taskandprogramCommunicationClearobjectivespeopleneedcareers;organizationsneedtheenergyofpeople.Whenthefitbetweentheindividualandtheorganizationispoor;theyexploitorwillbeexploitedandbothbecomevictims.Whentheyfit,theybothwin.,56,HumanResourcesStrategies,Investinpeople.Train,educate.Developmeasuresofhumanresourcesmanagement.Sharethewealth.Provideautonomyandparticipation.Focusonjobenrichment.,57,PoliticalFrame:FivePropositions,Organizationsarearenaaswellasagentofpoliticalplay.Lifeisarace.Organizationsarecoalitionsofvariousindividualsandinterestgroups.Thereareenduringdifferencesamongtheinterestgroups.Mostimportantdecisionsinvolvetheallocationsofscarceresources.Goalsanddecisionsemergefromnegotiating,bargaining,andjockeyingforposition.,58,Well-springsofPowerinthePoliticalFrame,PositionpowerauthorityInformationandexpertiseControlofrewardsCoercivepowerabilitytoblock,punish,interfere,AlliancesandnetworksAccessandcontrolofagendasFramingthecontrolofmeaningandsymbols-unobtrusivePersonalpowercharisma,59,StepsinDevelopingaPoliticalMap,DeterminethechannelsofinformalcommunicationsIdentifyprincipalagentsofpoliticalinfluenceAnalyzepossibilitiesofinternalandexternalmobilizationAnticipatethestrategiesthatotherswillemploy,60,NetworkingandBuildingCoalitions,IdentifyrelevantrelationshipsAssesswhomightresist,why,andhowstronglyDevelop,whereverpossible,relationshipswithopponentstofacilitatecommunication,education,andnegotiationWhenStep3fails,selectandimplementmoresubtleormoreforcefulmethods,61,TheSymbolicFrame:,Mostoflifeisambiguous.Highlevelsofambiguityundercutrationality,decisionmaking,problemsolving.Themostimportantaboutaneventiswhatitmeans.Activityandmeaningarecoupled.Whenfacinguncertainty,peoplecreatesymbolstoincreasepredictability.Manyeventsandprocessesareimportantforwhattheyexpress.,62,Whatareorganizationalsymbols?,HumorMyths,fairytalesLogos-GoldenarchesRitualsHistoryCeremonyAwards,EmployeeofthemonthparkingplacesGoldenwatchesOfficeswithwindowsPinsmembership,63,ConflictsUnderDifferentFrames,StructurewhenpurposeisinterferedwithHumanresourceswhenrelationshipsisunderminedPoliticalthatarealwaysconflicts;emphasisisontacticsandstrategiesnotconflictresolutionSymbolicwhenculture/normsareviolated,64,Discussion,Howdoesthedifferentframesoforganizationaffecthowwe:MakeDecisionsOrganizeEvaluateCommunicateMotivate,65,YourIndividualDevelopmentPlan,66,ExampleLeadershipProfile,AbilitytoProvideDirection:(1)Vision-Abletocreateandprojectbeneficialimages(2)Concept-Abletoexplainmosteventswell,(3)Focus-Isgoaloriented,Leadershiptalentsaredefinedasnaturalpredispositionorrecurringpatternsofthoughts,feelingsandbehaviorsthatcanbeappliedproductivelyGallupOrganizationidentifiedleadershiptraitsthroughinterviewingof40,000top-tiermangersover30-yearperiod,67,ExampleLeadershipProfile,CapacitytoDevelopRelationshipwithOthers:(1)Relater-Canbuildtrustandbecaring(2)Developer-desirestohelppeoplegrow(3)Multi-relater-Hasawidecircleofrelationship(4)Simulator-Cancreategoodfeelingsinothers(5)Team-Cangetpeopletohelpeachother,DrivetoExecute-RelatedtoMotivation:(1)Egodrive-Defineoneselfassignificant(2)Competition-Hasthedesiretowin,(3)Achiever-Isenergetic(4)Courage-Welcomeschallenges(5)Activator-IsProactive,68,ExampleLeadershipProfile,Managementabilities:(1)PerformanceOrientation-Resultsoriented(2)Discipline-Needstostructuretimeandworkenvironment(3)ResponsibilityandEthics-Cantakepsychologicalownershipofownbehavior(4)Arranger-Cancoordinatepeoplethetheiractivities,(5)Operational-Canadministersystemsthathelppeoplebemoreeffective(6)StrategicThinking-Abletodowhat-ifthinkingandcreatepathstofuturegoals,69,EmotionalIntelligence,Allleadershaveahighdegreeofemotionalintelligence(1)Self-awareness(2)Self-regulation(3)MotivationEmpathySocialSkills,70,EmotionalIntelligence,71,EmotionalIntelligence,72,SevenTransformationsofLeadership,Howwemanageandleadsdependsonhowweseetheworld.Ourlogicandleadershipstylemustchangeaswegrowinourcareer,73,Research&ActionLogic,Resultofsurveybased-researchinvolvingthousandsofmanagers&professionalsintheUSandEuropeover25years.Claimsthatwhatdifferentiatesleadersisnotsomuchtheirphilosophy,personality,orstylebuttheirinternal“ActionLogic”Actionlogic:Howleadersinterprettheirsurroundings&howtheyreactwhentheirpowerorsafetyischallenged.,74,Opportunists,Focusedonpersonalwins&controllingexternalenvironmentPeopleareanopportunityforexploitationLegitimizeunethicalbehaviorRejectfeedbackExternalizeblame,75,Diplomats,ViewtheworldasmorebenignBelieveingaininglastingacceptanceandinfluencebyconforminganddoingjobwellFocusedongainingcontrolofownbehaviorratherthanexternaleventsorotherpeopleAvoid/IgnoreconflictSupportive+helpbringpeopletogetherMostlyfoundatthejuniorrungsofmanagement,76,Experts,BelieveincontrolofexternalenvironmentthroughperfectingknowledgeandexpertiseFocusoncontinuousimprovementandperfectionThe“right-way-or-the-highway”orworse,“my-way-or-the-highway”Tendtoignorefeelings.“Idontdofeelings,IllleavethattoBarryManilow”ScottMcNealy(CEOofSUN),77,Achievers,Focusedondeliverables.Teamorientated,createapositiveenvironment,andopentofeedbackHaveamorecomplexandintegratedunderstandingoftheworld.RealizethatambiguitiesandconflictsareoftenduetodifferencesininterpretationandrelatingandonemustinfluencepeoplepositivelytoreachgoalsCanreliablyimplementstrategiesandbalanceshort-andlong-termgoals.Inhibitthinkingoutsideofthebox,78,Individualists,Takenothingasgiven.Seeallasconstructionsofoneselfandtheworld.Awareofpossibleconflictsbetweenprinciplesandactions,valuesandimplementationsQuestionthegoalsCancommunicatewellwithpeoplewithotheractionlogics.MayalsobeseenaswildcardastheyareunconventionalandoftenignorerulestheyregardasirrelevantCreateuniquestructurestoresolvegapsbetweenstrategyandperformance,79,Strategists,VieworganizationconstraintsandperceptionsasdiscussableandtransformableComfortableindealingwithconflictsandmasterstheorganizationalimpactofactions&agreementsAdeptatcreatingsharedvisionsacrossdifferentactionlogicsFrequentlyworktocreateethicalprinciplesandpracticesbeyondtheconcernoftheirownorganizations,andweaveidealistsocialvisionswithpragmaticandprincipledactions,80,Alchemists,AbilitytorenewandreinventthemselvesandtheirorganizationsinhistoricallysignificantwaysHasanextraordinarycapacitytodealsimultaneouslywithmanysituationsatmultiplelevels,talkwithbothkingsandcommoners,dealwithimmediateprioritiesandlong-termgoalsTypicallycharismaticandlivebyhighmoralstandard.CancreatesymbolsandmetaphorsthatspeaktopeoplesheartsandmindsFrequentlyengagedinmultipleorganizationseachfindtimetodealwithissuesraisedbyeach,81,ToStrategistandBeyond,TheStrategistandAlchemistactionlogicsarequalitativelyMayseekspiritualandethicalguidancefrommentorsMutualmentoringwithpeerswhoarealreadypartoftheirnetworks,82,SevenWaysofLeading,83,LeadershipTeamsandLeadershipCultureswithinOrganizations,ThemosteffectiveteamsarethosewithastrategistcultureThegroupseesbusinesschallengesasopportunitiesforgrowthandlearningonthepartofbothindividualsandtheorganizationMostseniormanagerteamsoperateattheAchieveractionlogicTheypreferunambiguoustargetsanddea