个人领导力SelfLeadership（PPT49页).ppt

AcceleratedLeadershipCourse,个人领导力,对MBTI工具的使用有基本认识，以便理解领导技能了解个人偏好及其如何影响我们对事物的看法了解因我们的心理模式而产生的偏见和盲点用MBTI更好地与他人沟通理解不同的沟通方式用MBTI激励他人，使团队成员充分参与，在你所在团队创造协同效应了解压力的来源，学习如何应对压力以便处理艰难的情形和难缠员工。,学习目标,MBTI是什么?,一种描述而不是一个规定偏好的说明、不是技能或能力所有偏好都同等重要经过充分验证和深入研究的,CAST,卡尔荣格CarlG.JungINTP凯瑟琳布理格斯KatharineBriggsINFJ伊莎贝尔布理格斯迈尔斯IsabelBriggsMyersINFP,个性的作用FunctionsofthePersonality,理解收集数据接收信息观察你周围的世界判断评价数据根据信息做决定批判性地看你的观察结果,四个维度,谈论发给你们的物品并把你们的讨论结果写在白板上,我们是怎样看待事物的?,感觉事实细节照字面的注重现在通过五观获得信息,直觉理论的抽象的比喻的注重将来通过第六感获得信息,PerceivingFunction,理解PerceivingFunction,头脑风暴讨论一个理想的教育体系有哪些重要组成部分，并写在白板上？,TheIdealSystemButWhose?,理想的体系-但这是谁的?,思考客观的分析的非个人的清晰公正,情感主观的情景的人与人之间的和谐仁慈,JudgingFunction,确定一个你的小组感兴趣的话题并开始讨论把你所有的扑克牌放在你的面前，你每发言1次，就把一张牌放入你的袋子里。一旦你面前没有牌了，你就不能再说话，直到小组里所有人的牌都放进他们的袋子里。总结别人的观点、提出自己的新想法两者都是有效的发言。,一个交谈的扑克牌游戏,谁先用完扑克牌？当他们用完后他们有什么感觉？E们感觉到发言为扑克牌所迫吗？I们感觉要被迫说话吗?I们说的话是否超过他们觉得舒服的限度？为什么？谁说话时间最长？,扑克牌游戏小结,外向关注外部人们事情活动边说边想豪放,内向关注内部考虑想法沉思想好再说深沉,个人活力来源,你有5分钟时间尽你所能制作一个最好的星星。你可以使用盒子里的任何材料，也可以不用。5分钟后，我将评出做得最好的星星。,制作星星练习,在外部世界里你用的是哪一个?,判断,理解,果断的有组织的有计划的Seeksclosure列出清单并使用之,开放的灵活的自然的Seeksopinions列出清单并遗失之,个人选择的生活方式,四个维度,16种偏好类型,自己知道的,自己不知道的,别人知道的,别人不知道的,自我揭示或给予反馈,团队,请求反馈,个人,公开区域,盲点,未知区域,虚假的表面(隐密区),无意识的,Insight,乔哈里之窗JohariWindow,MBTI测评结果及领导风格练习,根据你的MBTI测评结果:你的领导风格是什么？你有什么优势？你觉得什么可能是你潜在的盲点？,从MBTI类型描述中，你了解的自我领导特征,根据你现在对自己的了解、回想你的360测评结果，并结合MBTI类型描述，思考你的领导特征是什么？简要列出几点,各种MBTI类型的领导特征,在领导力方面存在的常见盲点,CommunicationStyleDiscussionQuestions,讨论你在沟通时表现的最佳和最差的“推销”行为讨论Discusshowtheseinteractionsmayhavebeendifferentforyouroppositetype.Forexample,maybeyoudealtwithaveryfriendly,insightful,andthoughtful(NF)boss(orpeer,oremployee).Inthiscase,twopotentialstakeholdersofthesameideamighthaverespondeddifferentlyeitherwelcomingthewarmthorfeelingputoffbysuchunwantedfriendliness.,DevelopingCommunicationStyleFlexibility,WhatMotivates,INTJandINFJ?Motivationcomesfrombeinginvolvedincreatingaclearvisionofthefutureandseeingwaystheycanacttobringitabout.Theywillseldombuyintoideasthatimplychange,howeverpersuasivelyitispresented,ifitdoesnotfittheirinternalunderstandingoftheworld,ISTJandISFJ?Motivationstemsfromtheirsenseofresponsibilityandattachmenttotheorganization.TheywantthingstoworkandwillputforthgreatefforttoacceptchangesandcreatenewproceduresWhenideasdonotfitwiththeirinternalrealitydontseempracticalanddoable,orseemtothreatentheveryessenceoftheorganizationtheycanbecomeverynegativeandlosemotivation,DevelopingCommunicationStyleFlexibility,WhatMotivates,ISFPandINFP?Motivationcomesfromfindingmeaningintheirworkaconnectionbetweentheirinternalvaluesystemandtheworktheydo,thepeopletheyworkwith,theorganizationtheyserveWhenideasviolatetheirinternalvaluesystem,theycanbecomemoralisticcritics,ISTPandINTP?MotivationstemsfrombeingchallengedtorationallyorganizeandunderstandlargeamountsofinformationTheycanbecomeverydetachedcriticswhenthelogicisnotthereorwhentheirrationalstructureisignoredbyothers,DevelopingCommunicationStyleFlexibility,WhatMotivates,ENTPandENFP?Motivationcomesfromexcitingnewideas,seeingpossibilities,andbeinginvolvedincreatingandleadingchangesIfideasdonotgivethemroomforcreativity,forinfluencingwhathappens,andforfollowingtheirintuitivesenseofwhatisneeded,theycanbedetachedandoppose,ESTPandESFP?motivationcomesfromnew,interestingexperiencesandtheopportunitiestoquicklytryoutnewplansExcessivetheorizingortherequirementforstructurebeforeactingwillboreandde-motivatethemveryquickly,DevelopingCommunicationStyleFlexibility,WhatMotivates,ESFJandENFJ?MotivationstemsfrombeingabletorespondtotheneedsofothersandfrombeinggiventheopportunitytosupportandencouragepeopleWhenideasdonotincludeconsiderationfortheimpactonpeople,ESFJandENFJcanbecomemoralisticandinflexible,ESTJandENTJ?Motivationcomesfrombeingallowedtoorganizeandstructurethechangeandtheresources(includingthepeople)toachievethegoalsasefficientlyaspossibleConfusion,muddledthinking,andlackoflogicinideaswillturnthemintovocalcritics,Perhapsitsthewaypeoplecommunicatestousthat:SetsusateasebyappealingtoouremotionsorlisteningtousratherthantalkingMotivatesustobuybyaddressingthepossiblebenefitsthatcanbeprovidedChangesourmindsthroughlogicGivesusoptionsandalternatives,TypeinAction!2002byBarbaraD.MathewsandCatharineA.Larkin.PublishedbyConsultingPsychologistsPress,Inc.Permissionisherebygrantedtoreproducethismasterforworkshopuse.Duplicationforanyotheruse,includingresale,isaviolationofcopyrightlaw.,WhatMotivatesUs?,DevelopingCommunicationStyleFlexibilityExercise,Each“Sponsorwillpairupwitha“Stakeholder.TheSponsorwillnotetheStakeholderstypepreferenceonthefunctionpairsandusethisinsighttotrytosellaprojectfromthelistontheExercisesheet.Ineachcase,theStakeholdermustremaintruetohisorherowntype,whiletheSponsormustadapthisorherstyletoinfluencetheStakeholdersdecision.Stakeholderscancommitonlyupto$100and/or25%oftheirtimeduringanyonepersuasionround.Theycancommittoless,butnomorethanthisamountofresourcesorthatamountoftime.TheStakeholdercancommitonlywhentheyfeeltheyarebeingheardandunderstoodbytheSponsor.Stakeholdersneedtobeconvincedofthevalueoftheprojectbeforetheywillmakeacommitment.Attheendof2minutes,Iwillcalltime,andyouwillwritedownyourobservationsandinterpretationsaboutwhythedealdidordidnotgothrough.Next,SponsorswillpairupwithnewStakeholdersandrepeattheprocess.Atthatpointwewillstoptheexercise,andtheSponsorswillcounttheirmoneyandortimeavailable.TheSponsorwiththemostresourceswins.Then,wewillbeginroundtwo.Everyonewillgobacktotheoriginaltwogroups,andStakeholderswillnowbecomeSponsors,andviceversa.Wewillrepeatthisfortwomoreinteractions.,DevelopingCommunicationStyleFlexibilityExercise,Howeasywasitforyouto“adopt”adifferentcommunicationstyle?Whatdidyoudothatallowedyoutousethatstyle?Whattype(s)didyouhavethetoughesttimerelatingto?Why?Whatdistinctdifferencesdidyounoticewheninteractingwiththedifferentfunctions(E-I,S-N,T-F,J-P)?,SensingThinkingTypesandConflict,SensingFeelingTypesandConflict,IntuitiveFeelingTypesandConflict,IntuitiveThinkingTypesandConflict,解决冲突的练习,定义冲突如何处理冲突内部Internally?外部Externally?Howdoyouwanttobeapproachedinaconflictsituation?“解决冲突的方案”对你意味着什么？,COOPERATIVENESS,ASSERTIVENESS,Avoiding,Competing,Collaborating,Accommodating,Compromising,HandlingOrganizationalConfli