PPT《Topic 7 第七讲：Leadership and Change领导技巧与转变》

Topic

7 第七讲:Leadership and Change领导技巧与转变 Redefining Libraries:Web 2.

0 and other ChallengesMay

2007 Xiamen, China Peter SidorkoDeputy LibrarianThe University of Hong Kong Overview 概论 Defining leadership 领导技术的定义Leaders vs managers 领导相对于主管Leadership and change 领导技术与转变Emotional intelligence (EI)情绪智商 Defining leadership 领导技术的定义 The quality of leadership, more than any other single factor, determines the success or failure of an organization. 领导技术的质量比起其它因素更能决定一个机构的成功或失败.- Fred Fiedler &

Martin Chemers Improving Leadership Effectiveness Leadership 领导技术 A new leader has to be able to change an organization that is dreamless, soulless and visionless ... someone'

s got to make a wake up call. (Warren Bennis)一名新的领导人员必须有能力去改变一个没有梦想、没有灵魂和愿景的机构……得有人去唤醒这一切.The only real training for leadership is leadership. (Anthony Jay)最实际的领导技术培训就是领导工作. You do not lead by hitting people over the head ― that'

s assault, not leadership. (Dwight D. Eisenhower)你不会用敲打别人脑袋的方式去领导 那是攻击,不是领导. Leadership is rallying people toward a better future领导技术就是团结群众走向更美好的未来 Marcus Buckingham What do leaders do?甚么是领导应做的? Define a Future 明确将来Provide clear vision and direction 提供清晰的愿景及方向Mission (What is my job?) 使命 (我的工作是甚么?)Set goals and celebrate them when achieved 定立目标并在达成后加以庆祝Openly identify problems (and unify to solve them) 开放地找出问题 (并共同解决)Support initiative-taking and leadership at all levels 支持各层面的主动精神和领导技术 What do leaders do?甚么是领导应做的? Provide clarity 指示清晰Talk the walk and walk the talk 坐言起行Actions speak louder than words 行动胜于语言Resolve conflict 解决冲突You and me against the problem 你我齐心对付问题 Distinguish between challenges to authority and challenges to ideas 区分对权力的挑战与对观念的挑战Manage change 管理转变Increase communication and encourage others to do likewise. 加强沟通并鼓励其它人也同样做 Situational leadership情势领导技巧 Different situations require different leadership styles 不同的情势需要不同的领导模式Most successful situations occur when style and situational needs coincide 许多成功的情景会在模式与情势配合一致时发生Most situations require more than one style 许多情势下需要多于一种模式Most of us have more than one style but we are probably better at some than others 我们大多都懂得多于一种的模式,但可能有一项是较强的 Leadership behaviours领导行为 Supportive and directive model支持及指挥的模式 From Blanchard and Hersey Direction vs support指挥及支持 Directing/telling (S1) Leaders define the roles and tasks of the '

follower'

, and supervise them closely.? Decisions are made by the leader and announced, so communication is largely one-way. 指挥/吩咐(S1) 由领导决定 追随者 的角色和任务,并密切监督.由领导作决定及宣布,因此沟通主要是单向的.Coaching/selling (S2) Leaders still define roles and tasks, but seeks ideas and suggestions from the follower.? Decisions remain the leader'

s prerogative, but communication is much more two-way.指导/销售(S2) 仍然由领导决定 追随者 的角色和任务,但征求 追随者 的意见和建议.决定过程仍保留领导的特权,但沟通更为相向. Direction vs support指挥及支持 Supporting/participation (S3) Leaders pass day-to-day decisions, such as task allocation and processes, to the follower.? The leader facilitates and takes part in decisions, but control is with the follower. 支持/参与(S3) 领导通过日常的决定,例如任务分配及进行.领导促使和参与决定,但由跟随者控制.Delegating (S4) Leaders are still involved in decisions and problem-solving, but control is with the follower.? The follower decides when and how the leader will be involved. 指派(S4) 领导仍然参与决定及解决问题,但决定权在跟随者.跟随者决定领导何时和怎样参与. Developmental levels of staff 员工的发展水平 Competence: has the necessary knowledge, experience and skill 能力:具备必须的知识,经验和技巧Commitment: has the necessary confidence, willingness and motivation 承担力:有足够的信心、诚意和动力D4 High Competence/High Commitment 能力高/承担力高D3 High Competence/Variable Commitment 能力高/承担力不稳D2 Some Competence/Low Commitment 有点能力/承担力低D1 Low Competence/Low Commitment 能力低/承担力低 Management is doing things right;