LeadingasuccessfulLibrary领导成功的图书馆课件

LeadingasuccessfulLibrary

领导成功的图书馆Dr.QiChenLibraryDirector-ArgosyUniversityEast陈琦博士美国阿格西大学LeadingasuccessfulLibrary

Outline提要Whatisleadership什么是领导Librarians’competencyin21stcentury图书馆员在21世纪的能力Professionaldevelopment专业发展21stcenturychallenges21世纪的挑战Staffreview员工表现评估Outline提要Whatisleadership什WhatisaLeadership领导Leadership-aprocess领导是一个过程

LeadershipisnotmanagingLeaderscarryoutthisprocessbyapplyingtheirleadershipknowledgeandskills领导通过运用他们的知识和技能的进行领导过程Influenceotherstoaccomplishanobjective影响他人完成目标Directtheorganizationinawaythatmakesitmorecohesiveandcoherent

指导所在组织使它更具凝聚力和连贯力WhatisaLeadership领导Leader

TheoryofLeadership领导理论

Threebasictheoriesthatpeoplebecomeleaders(Bass,1990).

TraitTheory--Personalitymayleadpeoplenaturallyintoleadershiproles.个性理论-个性可能导致人们自然地发挥领导作用GreatEventsTheory-Acrisisorimportanteventmaycauseapersontorisetotheoccasion,whichbringsoutextraordinaryleadershipqualitiesinanordinaryperson.重大事件理论-危机或重要事件可能导致一个人挺身而出，带出在一个普通的人非凡的领导才能。Transformational/ProcessLeadershipTheory-Peoplecanchoosetobecomeleaders.Peoplecanlearnleadershipskills.转换领导理论-人们可以选择成为领袖。人们可以学习领导技巧。

TheoryofLeadership领导理论

TLaissez-faire–bureaucracy

自由放任-官僚主义Avoidtakingastand避免采取立场Ignoreproblems忽略的问题Donotfollowup不跟进Refrainfromintervening不想干预Theydonotcare不在乎Laissez-faire–bureaucracy

自

Laissez-faire–bureaucracy

自由放任-官僚主义Meetingswithoutagenda,agreewithwhateverissaidtothem,beinfluencedbythelastpersontospeaktothem没有议程的会议，同意每个人说的。尤其是受最后一个人发言的影响Leadstodysfunctionalconflictandalackofachievement导致功能失调的冲突，缺乏成就Subordinatesarelefttofendforthemselves

下属自生自灭Believecreativity,inspiration,helpandsupportareunnecessary相信创意，灵感，帮助和支持是不必要的result-alienation结果-造成分化

Laissez-faire–bureauTransactionalleadership

交易型领导Management-by-exceptionandcontingentreward,usuallysetperformanceobjectives/standards:管理按奖励定，通常设定绩效目标/标准：Twoapproaches两种方法Passive:Waitingforproblemstoarise被动等待出现的问题Reactingtoerrors有错误才反应Interveningreluctantly勉强干预Positive:肯定方法论Monitoringfordeviationsanderrorsandcorrectingthem监测偏差和纠正错误Enforcingrulesandprocedures执行规则和程序Avoidanceofinitiationorrisk-takingbyfollowers避免风险采取的追随者

Transactionalleadership

交易型领导Transformationalleadership

变革型领导Moreeffectiveaspectsoftransactionalleadershipandavoidsitslesseffectiveanddysfunctionalaspect

更有效的领导方式避免无效和不正常的方面4components:四部分组成：Individualizedconsideration个性化的考虑Intellectualsimulation激发智力发展Inspiration启示/鼓励Charisma-Idealizedinfluence

魅力-理想化的影响

Transformationalleadership

变革TransformationalLeadership

变革型领导Individualizedconsideration重视考虑个人Providingmatchingchallenges提供相应的挑战Givingopportunitiestolearn提供学习机会Delegating委派任务Coachingandgivingfeedback教练，并给予反馈Empowermentoffollowers让职员自身更强大Improveanddevelopmentthemselves改进和发展自己Letitgoofthepast不计较过去Maketimetoworkwithindividualswhoneedsit腾出时间帮助他人的工作

TransformationalLeadership

变革TransformationalLeadership

变革型领导Intellectualsimulation激发智力发展Stimulatetheintellectandimaginationofthefollowers激发职员的智力和想象力Encourageimaginationandcreativity鼓励想象力和创造力Useandencourageintuitionaswellaslogic使用，并鼓励直觉以及逻辑思维TransformationalLeadership

变革TransformationalLeadership

变革型领导Inspirationalmotivation鼓舞人心Articulateexcitingpossibilities利用令人振奋的机会Communicateclearandrationalvision明确合理的表达远见Alignindividualandorganizationalgoals把个人和组织目标相联接Treatthreatsandproblemsaopportunities把威胁和问题看作机会，Example:例如：“Ihaveadream…“-MLK我有一个梦想...“-MLK“Asknotwhatyourcountrycandoforyoubutaskwhatyoucandoforyourcountry’-JFK不要问你的国家能为你做，但要问你能为国家做'-肯尼迪

“

“TransformationalLeadership

变革TransformationalLeadership

变革型领导Idealizedinfluence–charisma理想化的影响-魅力Expressconfidenceinvision对展望表示信心Admireitsqualities尊重它的品质Abletotakefullresponsibilityforactions能够担负责任Displayasenseofpurpose,persistenceandtrustinotherpeople

显示出对目标的持续性,对它其他人的信任Emphasizeaccomplishmentsnotfailure

注重成就，不注重失败

TransformationalLeadership

变革Leadershipyouexperienced

你与到过的领导Whattypeofleadersareyou?你是这么样的领导?Canyoutelluswhatkindofleadersyoulike?你所喜欢的领导.Namealeaderorleadersthatyouhavehad?Goodorbad?你遇到过的好领导,不好的领导.Leadershipyouexperienced

你与到

BEaprofessional:beloyaltotheorganization,performselflessservice,takepersonalresponsibility.专业化：忠于组织，执行无私的服务，承担个人责任BE:Honesty,competence,candor,commitment,integrity,courage,straightforwardness,imagination.是：诚信，能力，坦诚，承诺，正直，勇敢，正直，想象力。KNOWthefourfactorsofleadership—follower,leader,communication,situation.懂得领导的四个因素-职员，领导，沟通和局面。KNOWyourself:strengthsandweakness,knowledge,andskills.

认识你自己：优势与劣势，知识和技能。KNOWhumannature:humanneeds,emotions,andhowpeoplerespondtostress.知道人类的本质：人的需要，情感，以及人们如何应对压力。KNOWyourjob:beproficientandbeabletotrainothersintheirtasks.

了解你的工作：精通并能培养他们的任务等。KNOWyourorganization:wheretogoforhelp,itsclimateandculture,whotheunofficialleadersare.知道您的组织：去哪里寻求帮助，它的气候和文化，谁是非官方的领导人。DOprovidedirection:goalsetting,problemsolving,decisionmaking,planning.确实提供了方向：目标设定，解决问题，决策，规划。

BE,KNOW,DO

Howtobeagoodleader?如何做领导?

BEaprofesBE,KNOW,DO

ToBeaGoodLeader如何做领导DOimplement:communicating,coordinating,supervising,evaluating.执行：沟通，协调，监督，评价DOmotivate:developmoraleandespritdecorpsintheorganization,train,coach,counsel.激励：发展的士气和团队精神，培训，教练队伍KNOWyourjob:beproficientandbeabletotrainothersintheirtasks.了解你的工作：精通你的工作，并能培养员工做的任务。Earnedrespect,

赢得尊重Haveaclearsenseofdirection,byconveyingastrongvisionofthefuture.

有一个明确的方向感，表达强烈的未来远景。Honorable,trusted,andethical

尊敬，信任和道德Notself-serving-presentagoodimagetotheirseniors不谋私利，呈现良好的形象

BE,KNOW,DO

ToBeaGoodL

Be,Know,Do

TobeaGoodLeader如何做领导Knowyourselfandseekself-improvement-continuallystrengtheningyourattributes了解自己，并寻求自我提升-不断增强你的强项Betechnicallyproficient-mustknowyourjobandhaveasolidfamiliaritywithyouremployees‘tasks.在技术上精通-必须知道你的工作，有一个对员工任务的扎实的了解Seekresponsibilityandtakeresponsibilityforyouractions-Searchforwaystoguideyourorganizationtonewheights.Andwhenthingsgowrong,theyalwaysdosoonerorlater—donotblameothers.Analyzethesituation,takecorrectiveaction,andmoveontothenextchallenge.为自己的行为承担责任-搜索新方法来指导你的组织使之达到新的高度。当事情出错时，不责怪别人。分析形势，采取纠正措施，迎接下一个挑战。Makesoundandtimelydecisions-Usegoodproblemsolving,decisionmaking,andplanningtools.做出正确和及时的决定-使用良好的解决问题，决策和规划工具Settheexample-Beagoodrolemodelforyouremployees.Theymustnotonlyhearwhattheyareexpectedtodo,butalsosee.Wemustbecomethechangewewanttosee-MahatmaGandhi树立榜样-为你的员工树立好榜样。他们不仅要听见他们所应该做的，但也看见了。我们必须成为我们希望改变的-圣雄甘地

Be,Know,Do

TobeaGoBE,KNOW,DO

BeaGoodLeader如何做领导Knowyourpeopleandlookoutfortheirwell-being-Knowhumannatureandtheimportanceofsincerelycaringforyourworkers.熟悉员工，关心他们的利益-知道人类的本性和真诚对员工关怀的重要性Keepyourworkersinformed-Knowhowtocommunicatewithnotonlythem,butalsoseniorsandotherkeypeople.

开诚布公-知道不仅要与员工们沟通，更要与其他重要人物。Developasenseofresponsibilityinyourworkers-Helptodevelopgoodcharactertraitsthatwillhelpthemcarryouttheirprofessionalresponsibilities。

制定工人的责任意识-帮助培养良好的性格，这将有助于他们履行其专业职责。Ensurethattasksareunderstood,supervised,andaccomplished-Communicationisthekeytothisresponsibility. 确保员工对任务的理解和完成-沟通是这个责任的关键BE,KNOW,DO

BeaGoodLeadBE,KNOW,DO

BeaGoodLeader如何做领导Trainasateam-Althoughmanysocalledleaderscalltheirorganization,department,section,etc.ateam;theyarenotreallyteams...theyarejustagroupofpeopledoingtheirjobs.

团队训练-尽管许多领导人称他们的组织，他们是不是真正的团队…仅仅是一群人做他们的工作。Usethefullcapabilitiesofyourorganization-Bydevelopingateamspirit,youwillbeabletoemployyourorganization,department,section,etc.toitsfullestcapabilities.使用组织的全部功能-通过开发团队精神，可以利用你的组织，部门，等最充分的能力。BE,KNOW,DO

BeaGoodLeadLibrarianshipinthe21stCentury

21世纪的图书馆员：Competenciesforthe21stcenturylibrarians:21世纪的图书馆员能力Skillsinstrategicplanning,战略规划能力，Budgetingskills,预算编制技能Skillsincommunicatingwithavarietyofaudiences,与各类受众沟通技能Skillsinmanaginghumanresources,人力资源管理技能，Skillsinprojectmanagement项目管理技能

，

，

Librarianshipinthe21stCentMostImportantly…最重要的...Librariansofthe21stcenturyare: 21世纪图书馆员Continuallyadaptingtheirlibrary’sservicestochangingtechnology

不断适应不断变化的技术，改进图书馆的服务，Planningandpreparingfortheunexpected

规划准备意外事件Engagedinlifelongprofessionaldevelopment

从事终身专业发展

MostImportantly…最重要的...LibraALAandLibrarian’sCompetencies

美国图书馆学会图书馆员核心能力ALA’sCoreCompetenciesofLibrarianship

图书馆员应具备的核心职业能力ProfessionalDevelopment

图书馆专业发展目的ALA-CertificatePrograms

专业证书计划ALA-ALPCertifiedPublicLibraryAdministrator(CPLA)

公共图书馆管理认证LibrarySupportStaffCertificationProgram

图书馆辅助人员认证计划ALAandLibrarian’sCompetenciChangesinOnlineUsers

网络使用变化2022/12/13ChangesinOnlineUsers

网络使用变

使用最多的搜索器及社会网站的增长率

2022/12/13

使用最多的搜索器及社会网站的增长率

2022/12/1

喜爱的社会网络站点使用率(根据年龄)

FavoriteSocialNetworkingSitesbyAge

CommercialSiteusageStatistics

商业网址使用数据处理2022/12/13

喜爱的社会网络站点使用率(根据年龄)

Favorit

FavoriteSocialNetworkSitesbytotalGeneralPublic

喜爱的社会网络站点使用率(全民测试)

2022/12/13

FavoriteSocialNetworkSWhatWeFace我们所面临的Changefasterthanwehadexpectedandexperiencedever我们正在经历从未经历过的比我们期望更快更大地变化Librarieswillstillbevaluedbutwillreceivedissatisfactionandperceptionsofalesseningvaluecomparedwithotheroptions人们将仍重视图书馆，但与其他选择比较，重视程度会降低,不满情绪会升高Opportunitiesforredefininglibraryroesandourrelevanceandalsofordevelopingnewrolesinamuchwiderrangeofpublicandprivatepartnershipsandcollaborations为重新确定图书馆作用，地位，并在更大范围内与各团体合作中发挥作用的机会Needforstrongstrategicandthoughtleadership我们需要有坚强的战略和精明的领导Morerisktakingandgreaterunderstandingandattentiontothechangingdemandsofourdifferentuserpopulations需对我们不同用户，不同需求更多关注，更大的理解，且需冒险2022/12/13WhatWeFace我们所面临的ChangefaLibrary/LibraryUserFacts

图书馆和用户的数据LibrarycardholdersoutnumberAmazoncustomersby5to1inUS美国图书馆持成员卡者是亚马孙顾客的5倍LibrariescirculatenearlyfourstimesmoreitemsthanAmazonhandlesinUSeachday在美国,图书馆每天的流通量是亚马孙销售量的四倍Oneoutofeverysixpeopleintheworldisregisteredlibraryuser在世界毎六人中有一人是注册的图书馆用户FivetimesmorepeoplevisitUSpubliclibrarieseachyearthanattendUSprofessionalandcollegefootball,basketball,baseballandhockeygamescombined

每年参观美国公立图书馆的人是出席美国专业和大学橄榄球、篮球、棒球和

曲棍球赛总数的五倍Over1mlibrariesworldwidewith16bvolumes，690,000librarians全世界有1m图书馆有16亿本书，有690,000图书馆员，2022/12/13Library/LibraryUserFacts

图书馆

WhoareOurUsers?我们的读者

Digitallysavvy-aglobalinformationcommons

全球性信息time,数字运用熟练ImpatientGooglegeneration不耐烦的Google世代Neversetfootinthelibrary,workingpatterns从未到过图书馆读者的工作模式Newgenerationofstudents&researchers,whoworkvirtuallyoutsidethecontextofthelibrary新一代的，对图书馆没概念的学生&学者Anticipatetheirfuturerequirementswithinformation预计他们对未来信息的要求Supportresearchesoutsidethephysicallibrary

支持不在图书馆内的研究Createournewimage:digitalsavvy,modern,friendly,automatic,24/7openhours2022/12/13282022/12/13

WhoareOurUsers?我们的读者Continuouslyimprovestaffcapabilitiesforcustomerserviceandimprovedqualityservice不断提高工作人员为客户服务能力，完善服务质量Setgoals制定目标Buildlifelongcontinuouslearningintojobdescriptionandjobs把终身持续学习纳入职务说明和工作中Staffdevelopment–individualresponsibility,assessownneeds工作人员发展—是个人责任，来评估自己的需要Bestpracticesincludeformaleducation,conferences,onlinecourseoffering,opportunitiesthroughcolleagues,mentorsandcollaboration最佳实践包括实行正规教育，参加会议，网上课程提供的学习机会，通过同事，导师和协作机会。29WhyProfessionalDevelopment?

专业发展ContinuouslyimprovestaffcapLibrarians’competenciesYouthServices青少年读者服务馆员资格能力

公共图书馆为儿童提供服务的图书馆员的资格(1999)对于服务对象群的了解

（knowledgeoftheclientgroup);行政和管理技能

(administrative&managerialskills);交流技能（communicationskills)宣传，公关和建立合作网络的能力（advocacy,publicrelations&networking);专业精神和专业发展能力（professionalism&professionaldevelopment)Librarians’competenciesYouth

Librarians’competenciesYouthServices

图书馆员资格能力青少年读者服务SchoolLibrarians’competencies

学校图书馆员的资格标准StandardsetbyAASLandAECT

由学校图书馆员协会（AASL)

与教育交流与技术协会(AECT)

联合制定-“信息的力量：为学习建立合作伙伴”（1998)YALSAStandardforlibrarians为青少年服务的图书馆员的资格标准“青少年应获得最好的服务：为青少年服务的图书馆员的资格”（1981）（修正1998，2003）

Librarians’competenciesYou

专业发展

ProfessionalDevelopment计划和预算Planningandbudgeting

年度计划Annuallyplanning 专业发展内容,形式,次数专业会议和工作坊Professionalconferencesandworkshops在职馆内培训Professionalinhousetraining行政培训Administrativetraining校部或更高级Library,organization,university,orhigher馆内各类培训Inhouseorgeneraltraining

专业发展

ProfessionalDevelopme培训Training非专业馆员Non-professionalstaff工作组Workshops馆内培训Inhousetraining综合训练Generaltraining校宗旨训练Universitymissionandvision其它训练OthersocialissuesandprogramsNewprogram-microsoft&campussystemHumanresources-management,personneltrainingInterpersonalknowledge&skills(conflict,etc.)Supervisors-supervisees,etc培训Training非专业馆员Non-professi工作表现总结PerformanceReviewHowdoyouconductastaffperformancereview?你们如何做员工工作评估?工作表现总结PerformanceReviewHowd

HowtoConductaSuccessfulStaffPerformanceReview工作表现总结一般/传统工作表现评估

TraditionalPerformanceReview注意力在问题和怎样介决问题Focusonproblemsandhowtosolvethem指出不足之处Negativehumanbehaviors纠正弱点Identifyandcorrectweaknesses

HowtoConductaSuccessfulS

工作表现总结PerformanceReview工作表现评估新动向：肯定心理学

PositivePsychology:NewTrendinPerformanceReview注重强项和潜力Focusonstrengthandpotentials建立提倡肯定的份围Fosterapositiveculture扶植肯定情绪状况Buildpositiveemotionalstatus

工作表现总结PerformanceReview工作表工作表现总结PerformanceReview肯定心理学关注基本需要

Payattentiontobasicneeds表彰贡献Recognizecontribution肯定地反馈Receivepositivefeedback及时的反馈Receiveimmediatefeedback对工作的明确要求Clearexplanationofrequirements记住和关心/有意义的日子Remembersignificantdates,b-day,anniv.etc.工作表现总结PerformanceReview肯定心理学工作表现总结PerformanceReview肯定心理学注重培养方面：Newtraits自我管理能力强Self-efficacy心怀希望Hope乐观Optimism主观心情好Subjectivewell-being情商高Emotionalintelligence达观Resilience工作表现总结PerformanceReview肯定心理学

工作表现总结PerformanceReview肯定心理学结果results:对工作表现出更高的兴趣,关心和热情Demonstratehigheramountofinterest，caringandjoyinwork会全力注重工作Devotemaximumattentionandcognitiontowork更注重成就accomplishment更忠诚moreloyalty达到组织定的目标Achievegoalsfororganization顾客的高度满意levelofcustomer’ssatisfaction职工稳定，减小辞职率highretentionandlessturnover

工作表现总结PerformanceReview肯定心理工作表现总结类型PerformanceReview新员工试用期间Newhire–probation

三个月小结一次Threemonthsreview六个月时小结一次Sixmonthsreview特殊情况下的总结Specialreview提升Promotion免职Termination年度总结Annualperformancereview

工作表现总结类型PerformanceReview新员工总结程序:自我总结

ReviewProcedures:Selfreview回顾责任范围的工作和内容reviewallactivitiesoftheyear

工作责任范围ReviewJobcomponents主要责任Keyelementsofresponsibilities鉴定标准Measurement工作表现Jobperformance专业发展Professionaldevelopment新责任Newresponsibilities建立新计划，方向和需要 Developmentplan,trendandneeds

总结程序:自我总结

ReviewProcedures:S工作表现评估(5个标准)

Performanceappraisal(5Criteria)工作需要的实用知识Functionaljobknowledge行政管理技能Administrativeandmanagerialskills人际关系:与人共事的能力Humanrelations分析能力Analyticalskills对上级的指导要求Requirementsfromsupervisor

工作表现评估(5个标准)

Performanceappra

工作表现评估(5个标准)

Performanceappraisal(5Criteria)工作需要的实用知识Functionaljobknowledge关于操作程序的知识knowledgeofprocedures,关于特定技术的知识specializedtechniques,工作所需的自身修养Disciplinespossessedtoperformduties行政管理技能Administrativeandmanagerialskills计划能力Skillsinplanning组织能力Organizationalskills管理能力和分配工作的能力Managerialskillsanddelegatingtasks

工作表现评估(5个标准)

Performanceappr工作表现评估(5个标准,续)

Performanceappraisal(5Criteria,cont.)人际关系:与人共事的能力Humanrelations有礼貌，讲策略Courtesyandtact理解能力与影响力Understandingandinfluencing倾听与鼓励人的能力Listeningandmotivating领导和培养人的能力Leadinganddeveloping

分析能力Analyticalskills分析与评估情况的技能Skillsofanalyzingandevaluatingsituations

良好的应用/解决问题和作决定技能Capabilityofapplyingsoundproblemsolvinganddecision-makingskills

工作表现评估(5个标准,续)

Performancea工作表现评估(5个标准,续)

Performanceappraisal(5Criteria,cont.)对上级的指导要求Requirementsfromsupervisor

要求上级指导的程度Levelsofcontrolofguidancerequired

依靠和信任上级的程度Degreeofconfidenceandreliance

独立工作Workingindependently

需要上级跟进的程度Levelofrequiringforfollow-ups

工作表现评估(5个标准,续)

Performancea工作表现评估(续)

Performanceappraisal(cont.)评估的五分级量表Five-scaleofassessment（根据个人表现，用五分级量表对五个不同的标准打分）5卓越的表现5outstandingperformance 4 高度有效，突出的表现4highlyeffective,superiorperformance3良好，达到期待的工作要求3goodcompetentperformance,meetsstandardperformanceexpectationsforthisjob 2略欠合格，有需少量的改进2needsslightimprovementtomeetthejobexpectations1表现不合格1unsatisfactoryperformance

工作表现评估(续)

Performanceapprais工作表现测评:与馆员面谈

Performanceassessment:meeting回顾工作职责摘要Reviewsummaryofjobelements回顾主要方面的工作表现结果Resultsineachkeyarea与年初制定的目标相符合Relatingdirectlytooriginalobjectives额外贡献Additioncontributions总结Summary成绩Accomplishments须改进的地方Areasofimprovement统一打分结果Agreeingresults(5scales)

工作表现测评:与馆员面谈

Performanceass

工作表现测评:今后的行动计划

Performanceassessment:FutureActionPlan员工今后的行动计划Agreedbythesupervisorandsupervisee下年详细计划Detailedplan具体方向和目标Concretegoalsandobjectives专业发展方向Professionaldevelopment完成时间Datesofaccomplishing测评标准Measurements

工作表现测评:今后的行动计划

Performancea晋升和加薪

PromotionandRaise晋升Promotion获得新学位或更高学位Neworadditionaldegreeisearned委认更多责任Additionalresponsibilities提升新职位Newposition加薪Raise 晋升Promotion 年度Annually

晋升和加薪

PromotionandRaise晋升Pr问题与解答

QuestionsandAnswers谢谢！Thankyou!陈琦美国阿格西芝大学问题与解答

QuestionsandAnswers演讲完毕，谢谢观看！演讲完毕，谢谢观看！LeadingasuccessfulLibrary

领导成功的图书馆Dr.QiChenLibraryDirector-ArgosyUniversityEast陈琦博士美国阿格西大学LeadingasuccessfulLibrary

Outline提要Whatisleadership什么是领导Librarians’competencyin21stcentury图书馆员在21世纪的能力Professionaldevelopment专业发展21stcenturychallenges21世纪的挑战Staffreview员工表现评估Outline提要Whatisleadership什WhatisaLeadership领导Leadership-aprocess领导是一个过程

LeadershipisnotmanagingLeaderscarryoutthisprocessbyapplyingtheirleadershipknowledgeandskills领导通过运用他们的知识和技能的进行领导过程Influenceotherstoaccomplishanobjective影响他人完成目标Directtheorganizationinawaythatmakesitmorecohesiveandcoherent

指导所在组织使它更具凝聚力和连贯力WhatisaLeadership领导Leader

TheoryofLeadership领导理论

Threebasictheoriesthatpeoplebecomeleaders(Bass,1990).

TraitTheory--Personalitymayleadpeoplenaturallyintoleadershiproles.个性理论-个性可能导致人们自然地发挥领导作用GreatEventsTheory-Acrisisorimportanteventmaycauseapersontorisetotheoccasion,whichbringsoutextraordinaryleadershipqualitiesinanordinaryperson.重大事件理论-危机或重要事件可能导致一个人挺身而出，带出在一个普通的人非凡的领导才能。Transformational/ProcessLeadershipTheory-Peoplecanchoosetobecomeleaders.Peoplecanlearnleadershipskills.转换领导理论-人们可以选择成为领袖。人们可以学习领导技巧。

TheoryofLeadership领导理论

TLaissez-faire–bureaucracy

自由放任-官僚主义Avoidtakingastand避免采取立场Ignoreproblems忽略的问题Donotfollowup不跟进Refrainfromintervening不想干预Theydonotcare不在乎Laissez-faire–bureaucracy

自

Laissez-faire–bureaucracy

自由放任-官僚主义Meetingswithoutagenda,agreewithwhateverissaidtothem,beinfluencedbythelastpersontospeaktothem没有议程的会议，同意每个人说的。尤其是受最后一个人发言的影响Leadstodysfunctionalconflictandalackofachievement导致功能失调的冲突，缺乏成就Subordinatesarelefttofendforthemselves

下属自生自灭Believecreativity,inspiration,helpandsupportareunnecessary相信创意，灵感，帮助和支持是不必要的result-alienation结果-造成分化

Laissez-faire–bureauTransactionalleadership

交易型领导Management-by-exceptionandcontingentreward,usuallysetperformanceobjectives/standards:管理按奖励定，通常设定绩效目标/标准：Twoapproaches两种方法Passive:Waitingforproblemstoarise被动等待出现的问题Reactingtoerrors有错误才反应Interveningreluctantly勉强干预Positive:肯定方法论Monitoringfordeviationsanderrorsandcorrectingthem监测偏差和纠正错误Enforcingrulesandprocedures执行规则和程序Avoidanceofinitiationorrisk-takingbyfollowers避免风险采取的追随者

Transactionalleadership

交易型领导Transformationalleadership

变革型领导Moreeffectiveaspectsoftransactionalleadershipandavoidsitslesseffectiveanddysfunctionalaspect

更有效的领导方式避免无效和不正常的方面4components:四部分组成：Individualizedconsideration个性化的考虑Intellectualsimulation激发智力发展Inspiration启示/鼓励Charisma-Idealizedinfluence

魅力-理想化的影响

Transformationalleadership

变革TransformationalLeadership

变革型领导Individualizedconsideration重视考虑个人Providingmatchingchallenges提供相应的挑战Givingopportunitiestolearn提供学习机会Delegating委派任务Coachingandgivingfeedback教练，并给予反馈Empowermentoffollowers让职员自身更强大Improveanddevelopmentthemselves改进和发展自己Letitgoofthepast不计较过去Maketimetoworkwithindividualswhoneedsit腾出时间帮助他人的工作

TransformationalLeadership

变革TransformationalLeadership

变革型领导Intellectualsimulation激发智力发展Stimulatetheintellectandimaginationofthefollowers激发职员的智力和想象力Encourageimaginationandcreativity鼓励想象力和创造力Useandencourageintuitionaswellaslogic使用，并鼓励直觉以及逻辑思维TransformationalLeadership

变革TransformationalLeadership

变革型领导Inspirationalmotivation鼓舞人心Articulateexcitingpossibilities利用令人振奋的机会Communicateclearandrationalvision明确合理的表达远见Alignindividualandorganizationalgoals把个人和组织目标相联接Treatthreatsandproblemsaopportunities把威胁和问题看作机会，Example:例如：“Ihaveadream…“-MLK我有一个梦想...“-MLK“Asknotwhatyourcountrycandoforyoubutaskwhatyoucandoforyourcountry’-JFK不要问你的国家能为你做，但要问你能为国家做'-肯尼迪

“

“TransformationalLeadership

变革TransformationalLeadership

变革型领导Idealizedinfluence–charisma理想化的影响-魅力Expressconfidenceinvision对展望表示信心Admireitsqualities尊重它的品质Abletotakefullresponsibilityforactions能够担负责任Displayasenseofpurpose,persistenceandtrustinotherpeople

显示出对目标的持续性,对它其他人的信任Emphasizeaccomplishmentsnotfailure

注重成就，不注重失败

TransformationalLeadership

变革Leadershipyouexperienced

你与到过的领导Whattypeofleadersareyou?你是这么样的领导?Canyoutelluswhatkindofleadersyoulike?你所喜欢的领导.Namealeaderorleadersthatyouhavehad?Goodorbad?你遇到过的好领导,不好的领导.Leadershipyouexperienced

你与到

BEaprofessional:beloyaltotheorganization,performselflessservice,takepersonalresponsibility.专业化：忠于组织，执行无私的服务，承担个人责任BE:Honesty,competence,candor,commitment,integrity,courage,straightforwardness,imagination.是：诚信，能力，坦诚，承诺，正直，勇敢，正直，想象力。KNOWthefourfactorsofleadership—follower,leader,communication,situation.懂得领导的四个因素-职员，领导，沟通和局面。KNOWyourself:strengthsandweakness,knowledge,andskills.

认识你自己：优势与劣势，知识和技能。KNOWhumannature:humanneeds,emotions,andhowpeoplerespondtostress.知道人类的本质：人的需要，情感，以及人们如何应对压力。KNOWyourjob:beproficientandbeabletotrainothersintheirtasks.

了解你的工作：精通并能培养他们的任务等。KNOWyourorganization:wheretogoforhelp,itsclimateandculture,whotheunofficialleadersare.知道您的组织：去哪里寻求帮助，它的气候和文化，谁是非官方的领导人。DOprovidedirection:goalsetting,problemsolving,decisionmaking,planning.确实提供了方向：目标设定，解决问题，决策，规划。

BE,KNOW,DO

Howtobeagoodleader?如何做领导?

BEaprofesBE,KNOW,DO

ToBeaGoodLeader如何做领导DOimplement:communicating,coordinating,supervising,evaluating.执行：沟通，协调，监督，评价DOmotivate:developmoraleandespritdecorpsintheorganization,train,coach,counsel.激励：发展的士气和团队精神，培训，教练队伍KNOWyourjob:beproficientandbeabletotrainothersintheirtasks.了解你的工作：精通你的工作，并能培养员工做的任务。Earnedrespect,

赢得尊重Haveaclearsenseofdirection,byconveyingastrongvisionofthefuture.

有一个明确的方向感，表达强烈的未来远景。Honorable,trusted,andethical

尊敬，信任和道德Notself-serving-presentagoodimagetotheirseniors不谋私利，呈现良好的形象

BE,KNOW,DO

ToBeaGoodL

Be,Know,Do

TobeaGoodLeader如何做领导Knowyourselfandseekself-improvement-continuallystrengtheningyourattributes了解自己，并寻求自我提升-不断增强你的强项Betechnicallyproficient-mustknowyourjobandhaveasolidfamiliaritywithyouremployees‘tasks.在技术上精通-必须知道你的工作，有一个对员工任务的扎实的了解Seekresponsibilityandtakeresponsibilityforyouractions-Searchforwaystoguideyourorganizationtonewheights.Andwhenthingsgowrong,theyalwaysdosoonerorlater—donotblameothers.Analyzethesituation,takecorrectiveaction,andmoveontothenextchallenge.为自己的行为承担责任-搜索新方法来指导你的组织使之达到新的高度。当事情出错时，不责怪别人。分析形势，采取纠正措施，迎接下一个挑战。Makesoundandtimelydecisions-Usegoodproblemsolving,decisionmaking,andplanningtools.做出正确和及时的决定-使用良好的解决问题，决策和规划工具Settheexample-Beagoodrolemodelforyouremployees.Theymustnotonlyhearwhattheyareexpectedtodo,butalsosee.Wemustbecomethechangewewanttosee-MahatmaGandhi树立榜样-为你的员工树立好榜样。他们不仅要听见他们所应该做的，但也看见了。我们必须成为我们希望改变的-圣雄甘地

Be,Know,Do

TobeaGoBE,KNOW,DO

BeaGoodLeader如何做领导Knowyourpeopleandlookoutfortheirwell-being-Knowhumannatureandtheimportanceofsincerelycaringforyourworkers.熟悉员工，关心他们的利益-知道人类的本性和真诚对员工关怀的重要性Keepyourworkersinformed-Knowhowtocommunicatewithnotonlythem,butalsoseniorsandotherkeypeople.

开诚布公-知道不仅要与员工们沟通，更要与其他重要人物。Developasenseofresponsibilityinyourworkers-Helptodevelopgoodcharactertraitsthatwillhelpthemcarryouttheirprofessionalresponsibilities。

制定工人的责任意识-帮助培养良好的性格，这将有助于他们履行其专业职责。Ensurethattasksareunderstood,supervised,andaccomplished-Co