关于领导力教育的笔记

=======================================Effective leadership in highereducation: a literature reviewAlan Bryman*University of Leicester, UK【这篇文章似乎讲的不是学生领导力，而是高等教育的领导与管理，似乎由大学系主任、副校长来读比较合适】========================================The literature derives from publications from three countries: the UK, theUSA and Australia.It was decided to search for articles in refereed journals for the period 1985–2005. Searches were made of online databases using the following key terms: leader* or manage* or administrat* plus higher education* or university* or academic plus effective*.The online databases examined were: EducationalResources Information Center; Educational Research Abstracts; British Education Index; and Social Sciences Citation Index.Analysing the findings was not as straightforward as one might imagine.First, what is and is not regarded as leadership variesbetween researchers.Second, there are sometimes differences in what is meantby certain terms relating to leadership.Findings from the literature reviewClear sense of direction/strategic visionPreparing department arrangements to facilitate the direction setBeing considerateTreating academic staff fairly and with integrityBeing trustworthy and having personal integrityAllowing the opportunity to participate in key decisions/encouraging open communicationCommunicating well about the direction the department is goingActing as a role model and having credibilityCreating a positive and collegial work atmosphere in the departmentProviding feedback on performanceProviding resources for and adjusting workloads to stimulate scholarship and researchMaking academic appointments that enhance department’s reputationTowards a competency model of effective departmental leadership?First, these aspects of leader behaviour are quite general.Second, the aspects of departmental leadership effectiveness occasionally clash. Third, there is the problem of context.Fourth, heads of department and department chairs are not the only leaders in university departments.Fifth, consideration of leadership effectiveness in university departments isfraught with a problem that is a distinctive feature of these organizational units, namely, most department chairs are temporary appointments.ConclusionThis article has reviewed the literature on departmental leadership effectiveness in universities. Thirteen aspects of leader behaviour were identified as associated with effectiveness.These reflections suggest that leadership, in the traditional sense associated with leadership theory and research, may be of limited relevance, because academics’professionalism and their internal motivation mitigate the need for leadership of this kind.All forms of leader behaviour carry risks that they will have adverse effects. Thus, from thepoint of view of the leader behaviours outlined in Table 1, leadership that under- mines collegiality, autonomy and the opportunity to participate in decisions, that creates a sense of unfairness, that is not proactive on the depa rtment’s behalf, and soon, is likely to be ineffective because it damages the commitment of academics.=======================================Leadership in the Making Impact and Insights from Leadership Development Programs in U.S. Colleges and Universities.pdf=======================================Between 1990 and 1998，the Kellogg foundation funded 31 projects on leadership development . this is a summary report .it begins by describing the evaluation methodology ,followed by a description of the evaluation outcomes from 4 components .1.2.3.4.最后的总结是：1、基金会之所以发起该项目，是基于如下认识：未来社会需要个更多的优秀领导者；领导力可以被培养和教育；大学教育可以提供很多领导力教育的机会。

2、通过本报告对31个领导力教育与发展项目的评估，得出的结论是：●事实证明，这种项目是有效的●可以确认，这种项目模式可以根据教育环境和学生需求进行权宜的修改，具有很大的适应性。

●把多个合适的培养活动结合起来，可以形成一个优秀的领导力发展与教育项目。

=======================================What Makes a Leader?=======================================1、What distinguishes great leaders from merely good ones? It isn't IQ or technical skills, says Daniel Goleman. It's emotional intelligence: a group of five skills that enable the best leaders to maximize their own and their followers' performance. The EI skills are:•Self-awareness【自我认知】—knowing one's strengths, weaknesses, drives, values, and impact on others •Self-regulation【情感控制】—controlling or redirecting disruptive impulses and moods•Motivation【激情】—relishing achievement for its own sake•Empathy【换位思考】—understanding other people's emotional makeup•Social skill【社交能力】—building rapport with others to move them in desired directions2、我的思考：一个优秀的领导者所具有的品质：●能力出众【业务素质、专业能力至少不能是团队中的最差的】●情商出众，善于沟通【善于与人沟通，人缘好；有个人魅力；口才好，有说服力；善于解决矛盾；恰当分权】●项目管理能力：时间管理能力强，执行力强；能发现问题、解决问题、抓住机遇；不满足现状，随时准备变革；3、Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skill. It’s not that IQ and technical skills are irrelevant. They do matter, but mainly as “threshold capabilities”; that is, they are the entry-level requirements for executive positions.=======================================What Makes an Effective Executive=======================================1、leadership isn’t about personality or talent. In fact, the best leaders exhibit wildly different personalities, attitudes, values, and strengths—they’re extroverted or reclusive, easygoing or controlling, generous or parsimonious, numbers or vision oriented.So what do effective leaders have in common? They get the right things done, in the right ways—by following eight simple rules:•Ask what needs to be done.•Ask what’s right for the enterprise.•Develop action plans.•Take responsibility for decisions.•Take responsibility for communicating.•Focus on opportunities, not problems.•Run productive meetings.•Think and say “We,” not “I.”2、=======================================What Leaders Really Do【强调变革的愿景和能力，强调领导和管理的区别】=======================================1、They don’t make plans; they don’t solve problems; they don’t even organize people. What leaders really do is prepare organizations for change and help them cope as they struggle through it.2、Management is about coping with complexity; it brings order and predictability toa situation. But that’s no longer enough—to succeed, companies must be able to adapt to change. Leadership, then, is about learn-ing how to cope with rapid change3、How does this distinction play out?•Management involves planning and budgeting. Leadership involves setting direction.•Management involves organizing and staffing. Leadership involves aligning people. •Management provides control and solves problems. Leadership provides motivation.4、Leadership is different from management,but not for the reasons most people think.Leadership isn’t mystical and mysterious. Ithas nothing to do with having “charisma” or other exotic personality traits. It is not the province of a chosen few. Nor is leadership necessarily better than management or a re-placement for it.Rather, leadership and management are two distinctive and complementary systems ofaction. Each has its own function and char-acteristic activities. Both are necessary for success in an increasingly complex and vola-tile business environment.Most U.S. corporations today are over-managed and underled. They need to develop their capacity to exercise leadership. Success-ful corporations don’t wait for leaders to come along.=======================================The Work of Leadership【强调发现问题，激励他人行动的能力】=======================================1、Followers want comfort, stability, and solutions from t heir leaders. But that’s babysitting. Real leaders ask hard questions and knock people out of their comfort zones. Then they manage the resulting distress.2、Adaptive work is tough on everyone. For leaders , it’s counterintuitive. Rather than providing solutions, you must ask tough questions and leverage employees’ collec tive intelligence. Instead of maintaining norms, you must challenge the “way we do business.” And rather than quelling conflict, you need to draw issues out and let people feel the sting of reality.3、How to ensure that you and your employees embrace the challenges of adaptive work? Applying the following six principles will help.=======================================Why Should Anyone Be Led by You?【讲的是怎么去成为一名好的领导！】=======================================How do you do that? Of course, you need vision, energy, authority, and strategic di- rection—and these four additional qualities:•Show you’re human, selectively revealing weaknesses.•Be a “sensor,” collecting soft people data that lets you r ely on intuition.•Ma nage employees with “tough empathy.” Care passionately about them andtheir work, while giving them only what they need to achieve their best.•Dare to be different, capitalizing on your uniqueness.=======================================Seven Transformations of Leadership【领导不是天生的】=======================================1、Leaders are made, not born, and how they develop is critical for organizational change.2、=======================================Discovering Your Authentic Leadership【领导力是可以培养的】=======================================1、Analyzing 3,000 pages of transcripts, our team was startled to see you do not have to be born with specific characteristics or traits of a leader. Leadership emerges from your life story.=======================================In Praise of the Incomplete Leader【成为一名领导并不要求你是一个完人，本文给出成为合格领导的四大要素】=======================================1、Ancona and her coauthors suggest a better way to lead: Accept that you’re human, with strengths and weaknesses. Understand the four leadership capabilities all organi-zations need:•Sensemaking—interpreting developments in the business environment •Relating—building trusting relationships•Visioning—communicating a compelling image of the future •Inventing—coming up with new ways of doing things************************2、我的思考：一个优秀的领导者所具有的品质：●能力出众【业务素质、专业能力至少不能是团队中的最差的】●情商出众，善于沟通【善于与人沟通，人缘好；有个人魅力；口才好，有说服力；善于解决矛盾；恰当分权】●项目管理能力：时间管理能力强，执行力强；能发现问题、解决问题、抓住机遇；不满足现状，随时准备变革；怎么成为领导者？有很多种途径：1、有资源。