领导力课程中英文培训资料.ppt

August2007,LeadershipFundamentals领导力基础课程AcceleratedLeadershipDevelopmentProgram(ALDP)强化领导力发展课程（ALDP）,Activity:WarmItUp!活动：热身一下！,DifferentiateManagementandLeadership区分管理能力与领导力之间的差异Gaincriticalknowledgeandself-awarenesstobeasuccessfulleader获得成为一个成功领导者的必备知识和自我认知能力Adaptstylepreferencestobemoreeffective能够适应不同的风格，实现更高效率Applyappropriateleadershipbehavioursindifferentsituationstobemoreeffective在不同情况下能够采取适合的领导行为，以实现更高效率,WhyAreWeHere?目的,WB2,TheQualityofIHGsLeadershipIHG的领导力水平,GreatHotelsGuestsLove出色的酒店客人的最爱,Buildtheindustrysstrongestoperatingsystemfocusedonthebiggestmarketsandsegmentswherescalereallycounts打造业内最强的运营系统，集中于由规模决定优势的最大的市场和细分市场,Brandperformance品牌绩效Excellenthotelreturns出色的酒店回报Marketscale/knowledge市场规模、知识Alignedorganisation组织联盟,Purpose目标,Strategy战略,Priorities优先事项,QualityofIHGLeadershipIHG的领导力水平,WinningWays致胜之道,Dotherightthing做对的事,Showwecare体现关爱,AimHigher追求卓越,CelebrateDifference求同存异,WorkBetterTogether协作共赢,drivesourcorporatepriorities推动我们的企业优先事项的进程,TheService-ProfitChain服务利润链,Rucci,etal,1998,Source:McKinseysWarforTalent2000surveyof6,500seniorand稳定型Compliance.服从型,HealsooriginatedtheDiSCPersonalityProfileModelwhichisausefulguidetobecomingmoreaware,tomorereadilyacceptandadapttoothersstyles.他提出了DiSC个性特征模型，这对于更好的了解、接受、适应他人的处事风格有非常有效的指导作用。,WilliamM.Marston马斯顿,WilliamMarston马斯顿博士,WB10,D,i,C,S,D.i.S.C.,PEOPLE-ORIENTED人际导向型Warm,Relaxed,Feelings,Supporting,Informal,Open,andExpressive热情、随和、感性、支持、不拘礼节、坦率、善于表达,TASK-ORIENTED工作导向型Cool,Calculating,Guarded,Objective,andFormal冷静、精明、谨慎、客观、正式,OUTGOING外向型Tells,Fast-paced,Assertive,Initiates,Competing,Quick,RiskTaker,Direct喜欢讲述、快节奏、自信专断、发起者、竞争、迅速、风险承担者、直接,RESERVED内向型Asks,Slower-paced,Responds,AvoidsRisk,GoesAlong,Cooperating,Deliberate,Indirect喜欢提问、慢节奏、响应者、回避风险、赞同支持、合作、从容谨慎、间接,WB11,DOMINANTSareverystraightforwardindealingwithchallengesandhavelittlepatiencefordetails支配者直面挑战，对细节没有很大耐心,INFLUENCERSareoutgoing,persuasiveandinfluenceothersthroughtalking.Theytendtobeemotional影响者外向，善于说服，通过交谈影响他人。容易情绪化,STEADYpeopleliketobeintheknowandworkatasteadypace.Theydontlikesuddenchangesorambiguity稳定者喜欢掌握内部消息和稳定的工作节奏。不喜欢突然变化和模棱两可,COMPLIANTpeopleadheretorules,regulationsandstructure.Theyappreciatequalityanddoingthingsright服从者严格遵守规则、规定和组织结构。崇尚品质和正确的处事方式,DifferentBehaviouralStyles不同的行为风格,WB12,Activity:FamousFaces活动：名人的风格,WhatDoWeKnowAboutStyle?我们对风格知道多少？,Weeachhaveauniquestyle;ablendofthe4behaviouraltendencies我们每个人的风格都是独一无二的；是4种行为风格的融合Eachbehaviouralstylehasitsstrengthsandlimitations每种行为风格都有其长处和局限性Thereisno“best”behaviouralstyle没有一种行为风格是“最好的”Oureffectivenesswithothersdependsonouradaptabilitytomeettheneedsofothers与他人共事的效率取决于我们是否能自我调整，以满足他人的需要,Activity:WhichStyle?活动：哪种风格？,i,D,C,S,WB13,Allofusexperienceawiderangeofemotionsinourlives.我们所有人在生活中都会有各种情绪。Learningtorecognizeandstaywithourfeelingsisavaluableexperience.学会认识和控制我们的情绪是一种宝贵的体验。Wecanlearnthatjustbecausewefeelsomething,wedonthavetoactonit.我们会知道，只是因为有某种情绪，我们不必一定要表现出来。,LM2:WhatareEmotions?什么是情绪？,WB15,WhyIsItImportant?重要性,Outofcontrolemotionsmakesmartpeoplestupid失控的情绪使聪明人变笨-DanielGoleman丹尼尔戈尔曼,WB15,EmotionalIntelligence情感智能,WB15,啊!那个白痴又在吹口哨了!,我要抗议，但我不喜欢正面冲突。,和他老板说又会显得我爱抱怨。,只有一个办法。,Alice，请你有空的时候到我这来一下。,什么事？等等，我马上回来。,别吹了!你这个该死的笨蛋!,什么事？没关系，我已经找到解决方法了。,EmotionalIntelligence情感智能,Theabilitytomonitoronesownandothersemotions,todiscriminateamongthem,andusetheinformationtoguideonesthinkingandactions.监督自己和他人情绪的能力，区分自己和他人情绪的能力，以及运用情绪信息指导思维和行动的能力。-Mayerweadjustourbehaviourtobemoreinlinewiththepreferenceofothers.我们不模仿他人；我们调整自己的行为，从而与他人的偏好更为一致。Wemaintainourownidentityandgoodsense.我们保持自我认同和判断力。,WB37,Knowthemotivatorsofthedifferentstyles了解不同风格人的激励因素Adjustcommunicationusingthe3Vs根据3V调整沟通方式Completeanadaptabilitystrategyforeachperson为每个人制定适应性策略,HowDoIAdaptMyStyle?怎样调整风格适应他人？,WB37,ADismotivatedbytheabilitytomakedecisionsandactwithoutinterference.Also可以不受干涉的决策和行动能激发D型人的工作动力。同时还包括Challengesandproblemstosolve有待解决的挑战和问题Powerandauthoritytomakedecisions决策的权力和职权Changingenvironment转换变化的环境Freedomfromroutineandmundanetasks对常规和普通工作任务的自主权,StyleMotivators不同风格的激励因素,D,WB38,StyleMotivators不同风格的激励因素,Aniismotivatedbyasenseofbelongingthatincludesinteractionwithothers.Also归属感，包括与他人的交流互动，能激发i型人的工作动力。同时还包括Flattery,praise,popularityandacceptance恭维，称赞，受人欢迎，被接纳Createafriendlyenvironment创造友好的环境Providefreedomfrommanyrulesandregulations让他人不受大量规则和规定的约束Getotherpeopletohandledetails让他人处理细节问题,i,WB38,StyleMotivators不同风格的激励因素,AnSismotivatedbysecurityandlovesstatusquo.AlsoS型人的激励因素是安全感，他们喜欢目前的状态。同时还包括Loyaltyanddependability忠诚和可靠Safetyandsecurity安全和保安Nosuddenchangesinproceduresorlifestyle程序或生活方式没有突然变化TimeY=($1,000)X=$400;Y=($800)X=$600;Y=($600)X=$800;Y=($400)X=$1,000;Y=($200)All$200,Activity:GameofLife活动：生命游戏,Exhibittrustworthybehaviors值得信赖的行为Behaviorsthatputyouinaperceivedvulnerablepositione.g.self-disclosure将自己置于可被觉察的弱势地位的行为，如透露个人信息Exhibittrustingbehaviors信任他人的行为Behaviorsinresponsetoanotherstrustingbehaviorsthatindicatetothetrustingpartythatyouare“safe”e.g.doingthingsaspromised作为对别人信任行为的回应，向信任你的人证明你很“可靠”的行为，如履行你的承诺,BuildingTrust建立信任,WB62,Individually,answereachquestion.独立回答每一个问题。Pleasebehonest,onlyyouwillseetheresults.请真实回答，只有你能看到结果。Youhavefive(5)minutes.你有五分钟时间。,Activity:YouandTrustingBehaviours活动：你和你的信任行为,WB63,Formintogroupsof3withpersonsyouareleastfamiliarwith和你最不熟悉的人组成三人小组Taketurnstoshareyouranswerstoeachquestion,untilall3membersinthegrouphaveshared轮流分享对每个问题的回答，直到小组中3个人全部分享完毕NOTE:1/2minperquestion注意：每个问题不超过半分钟,Activity:OnionPeel(option)活动：剥洋葱（可选）,WB64,EA2:EvaluatetheLeadershipSituation情景评估,Situationalleadershipsuggeststoleadershowtheyshouldbehavebasedonthesituation.情景领导建议领导者应根据不同情景采取怎样的行为。Effectiveleadershipoccurswhentheleadercanaccuratelydiagnoseasituationandthenexhibittheprescribedleadershipstylethatmatchesthatsituation.有效的领导需要领导者对情景能够作出准确判断，随后施展与情景相匹配的领导风格。,WB66,Assessyourperformersdevelopmentlevel评估员工的发展水平Evaluateotheraspectsofthesituation评估情景的其他方面Matchsituationalleadershipstyle选择相匹配的情景领导风格,HowDoIEvaluatetheLeadershipSituation?如何对情景进行评估？,WB67,AssesstheDevelopmentLevel评估员工的发展水平,Competent?有能力？,WB68,AssesstheDevelopmentLevel评估员工的发展水平,Reviewyourstaffonhis/herworktasks对员工的工作任务进行评估2.Assesstheirdevelopmentlevelpertask(D1-D4)针对每项工作任务，对员工的发展水平进行评估（D1-D4）,WB68,EvaluateOtherAspectsoftheSituation评估情景的其他方面,Risk风险Requiredeffort需要付出的努力Urgency紧急性Ethicalconsiderations道德考虑Potentialreturns潜在回报,WB69,MatchLeadershipStyletoDevelopmentLevel员工发展水平与领导风格相匹配,L少Support支持H多,L少Direction指挥H多,L弱Commitment积极性H强,H强Competence能力L弱,WB70,Commitment积极性,Commitment积极性,Support支持,Competence能力,Competence能力,S1LeadershipMismatch领导风格不匹配,Support支持,Direction指挥,Support支持,Direction指挥,SomeCompetence略有能力,Direction指挥,VariableCommitment,Competence能力,Direction指挥,Commitment积极性,Support支持,L少Support支持H多,L少Direction指挥H多,L弱Commitment积极性H强,H强Competence能力L弱,VariableCommitment积极性不稳定,WB71,Competence能力,Commitment积极性,Competence能力,Competence能力,Commitment积极性,S2LeadershipMismatch领导风格不匹配,Direction指挥,Support支持,Direction指挥,Direction指挥,Support支持,VariableCommitment积极性不稳定,Support支持,L少Support支持H多,L少Direction指挥H多,L弱Commitment积极性H强,H强Competence能力L弱,SomeCompetence略有能力,Direction指挥,Commitment积极性,Support支持,WB71,S3LeadershipMismatch领导风格不匹配,Direction指挥,Competence能力,SomeCompetence略有能力,Commitment积极性,Commitment积极性,Competence能力,Direction指挥,Competence能力,Direction指挥,Commitment积极性,L少Support支持H多,L少Direction指挥H多,L弱Commitment积极性H强,H强Competence能力L弱,VariableCommitment积极性不稳定,Support支持,Support支持,Direction指挥,Support支持,Support支持,WB71,S4LeadershipMismatch领导风格不匹配,Competence能力,SomeCompetence略有能力,Commitment积极性,Commitment积极性,Support支持,Competence能力,Direction指挥,Competence能力,Direction指挥,Commitment积极性,Support支持,L少Support支持H多,L少Direction指挥H多,L弱Commitment积极性H强,H强Competence能力L弱,VariableCommitment积极性不稳定,Direction指挥,Support支持,Direction指挥,Support支持,WB71,Activity:WhichStyleWorksBest?活动：哪种风格最有效？,Forminto4groups.Eachgroupvisitsoneofthefoursituationalleadershipstyles分成4个小组。每组考察四种情景领导风格中的一种2.Brainstormalistofworksituationsrelatedtothatstyle展开集体讨论，列举一些与这种风格相关的工作情景3.Pleasebepreparedtoshareyourexampleswiththelargergroup做好准备和大家交流讨论结果,WB72,Leadershipisatransactionbetweenleadersandfollowers.领导是领导者和部下之间的一种交流。Themoreweareabletoadjustourbehaviourstobestservethespecificsituationfacedbyourperformers,themoresuccessfulwecanbeinenhancingtheirperformance.我们越能够通过调整自己的行为，最大限度适应员工的具体情况，那么我们在提高员工绩效方面就能越成功。,EA3:InfluenceTheSituation对情景施加影响,WB74,Desire需求,Desireisthekeyingredientinhowmuchdiscretionaryeffort,energy,&enthusiasmweputintotheworkwedoor,whetherwedoitatall!我们对从事的工作愿意投入多少额外的努力、精力和热情，或者是否愿意投入，一个关键因素是我们的需求。,WB75,MaslowsHierarchyofNeeds马斯洛需求阶梯,WB75,SELF自我,IntangibleRecognition无形的认可,TypeI:类型一InternalTangible内在的有形激励,TypeII:类型二ExternalTangible外在的有形激励,TypeIII:类型三InternalIntangible内在的无形激励,TypeIV:类型四ExternalIntangible外在的无形激励,OTHERS他人,MotivationCube激励四方图,WB76-77,Individually,considerthemotivationstylesofeachperformerinyourarea分别考虑一下你管辖范围内每个员工属于的激励类型2.Next,thinkofsometechniquesthatyoubelievewouldwork.Ifyouareunsure,developoneortwoquestionsyouwouldasktobetterunderstandhis/hermotivators然后，想出一些你认为有效的激励技巧。如果你不是很确定他/她的类型，准备一两个你想问的问题，从而更好的了解能够激励他/她的因素,Activity:WhatTypeAreThey?活动：他们是哪种类型？,WB78,Reviewthelistofsupportiveanddirectivebehaviours浏览支持型行为和指挥型行为的列表Planwhatyouwilldodifferently计划一下你会采取怎样不同的行动Workwithyourperformer与你的员工付诸实施,HowDoIInfluenceTheSituation?怎样对情景施加影响力？,WB79,DualAxisDirective&Supportive行为的两轴指挥型&支持型,DirectiveBehavior指挥型行为Tellemployeewhattodo,whenandhowtodoit(one-waycommunication)告诉员工要做什么，做的时间和方式（单向沟通）Spellouttheleaderandemployeeroles明确的说明领导者和员工的角色Closelysuperviseperformance近距离监督员工表现KeywordsStructure,Teach,Organize,Supervise关键词结构，教导，组织，监督,WB80,DualAxisDirective&Supportive行为的两轴指挥型&支持型,SupportiveBehavior支持型行为Engagesinmoretwo-waycommunication进行更为双向的沟通Listensandprovidessupportandencouragement聆听并给予支持和鼓励Involvestheemployeeindecisionmaking让员工参与决策Encouragesandfacilitatesself-reliantproblemsolving鼓励和帮助员工独立解决问题KeywordsAsk,Listen,Explain,Encourage关键词询问，聆听，解释，鼓励,WB80,KeyCharacteristicsofD1D1型员工的主要特点,Anewemployeestartinginanewposition开始一个新职位的新员工,CHARACTERISTICSOFEMPLOYEE员工特点,BEHAVIOUR?行为？,Unskilled技能不熟练Inexperienced没有经验Motivated士气高Enthusiastic热情高Willing工作意愿强,LeadershipStyleNeeded:需要的领导风格：“Directing”指挥型,DirectingLeadership指挥型领导风格,TheLeadermust:领导者必须：Demonstrate示范Explainhow解释方法Setgoals设定目标Organisetheworkinadvance事先做好工作组织Providestructure提供框架Control进行控制Superviseclosely近距离监督管理Evaluate进行评估,WB80,LeadershipStyleNeeded:需要的领导风格“Coaching”辅导型,CHARACTERISTICSOFEMPLOYEE员工特点,BEHAVIOUR?行为？,KeyCharacteristicsofD2D2型员工的主要特点,New,relativelyunskilledgainingexperience,butabitde-motivated新员工，技能不是十分熟练，正在积累经验，但略显自我激励不足,Encounterdifficulties遭遇困难Getsfrustrated受到挫败Unhappywithboss,colleagues与上司、同事不愉快Domestic/adjustmentdifficulties与人相处/调整适应上的困难Lackskills&knowsit!缺乏技巧和知识Notgettinggoodtraining没有良好的培训,CoachingLeadership辅导型领导风格,Demonstrate示范Explainhow解释方法Setgoals设定目标Organisework工作组织Providestructure提供框架Control进行控制Superviseclosely近距离监督Evaluate进行评估,Praise表扬Explainwhy解释原因Askforopinions询问意见Listen聆听Encourage鼓励Reassure打消顾虑,TheLeadermust:领导者必须：,WB80,LeadershipStyleNeeded:需要的领导风格“Supporting”支持型,KeyCharacteristicsofD3D3型员工的主要特点,CHARACTERISTICSOFEMPLOYEE员工特点,BEHAVIOUR?行为？,Becomesmoreexperienced,buthasnothadtimeforworktobecomeroutine变得更有经验，但在时间上还没有充裕到使工作成为例行常规,Uncertainaboutsomeaspectsofjob对工作的一些方面不确定Lacksconfidencetomakedecisionswithoutyourapproval没有你批准时，缺少自信独立决策Suggestslotsofideas提出很多想法Takestimefulfillingtasks完成任务需要一定时间Fluctuatingmotivation进取心起伏不定,SupportingLeadership支持型领导风格,TheLeadermust:领导者必须：Praiseandreassure赞扬和恢复信心Encourage鼓励Askforideasandopinions询问建议和意见Listen聆听Involvefolloweringoalsetting让下属参与目标设定Involvefollowerinevaluation让下属参与评估Involvefollowerinproblem-solving让下属参与解决问题Sharedecisionmaking共同进行决策,WB80,LeadershipStyleNeeded:需要的领导风格“Delegating”授权型,KeyCharacteristicsofD4D4型员工的主要特点,CHARACTERISTICSOFEMPLOYEE员工特点,BEHAVIOUR?行为？,Fullyexperienced,andcandothejobwithease经验丰富，能够轻松完成工作,Confident自信Sharesideas,thoughts分享观点、想法Explainscourseofaction解释行为过程In-depthdiscussions深入的讨论Wantsadditionalresponsibility要求增加工作职责,DelegatingLeadership授权型领导风格,TheLeadermust:领导者必须：Shareexpectati