leadership领导力
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pdi通用领导力模型 思维领导力 人员领导力 结果领导力 自我个人领导力
pdi通用领导力模型思维领导力人员领导力结果领导力自我个人领导力
PDI通用领导力模型是一种广泛应用的领导力框架，它包含了多个维度，其中包括思维领导力、人员领导力、结果领导力和自我个人领导力。
1. 思维领导力（Cognitive Leadership）：这个维度主要关注领导者的思考能力和决策能力。
它涵盖了领导者的战略性思维、问题解决能力、创新能力和学习能力等方面。
思维领导力对于领导者来说非常重要，因为他们需要能够思考复杂的问题，并做出明智的决策。
2. 人员领导力（Interpersonal Leadership）：这个维度关注领导者与团队成员之间的关系和沟通能力。
它包括领导者的沟通技巧、建立并维护有效团队关系的能力、激励和赋能团队成员等。
人员领导力是建立良好团队合作和有效管理人际关系的关键。
3. 结果领导力（Outcome Leadership）：这个维度强调领导者实现业绩和结果的能力。
它包括领导者设定目标、制定计划、执行和监督工作进展的能力。
结果领导力要求领导者具备目标导向和结果导向的思维，并能够有效管理资源，推动团队实现预期的业务成果。
4. 自我个人领导力（Self-Leadership）：这个维度关注领导者的自我管理和自我发展能力。
它包括领导者的自我认知、自我激励、自我反思和自我提升等方面。
自我个人领导力对于领导者的成功至关重要，因为它涉及到领导者的个人素质、能力和内在驱动力。
这些维度共同构成了PDI通用领导力模型，它提供了一个全面的框架，帮助领导者理解和发展不同方面的领导能力。
通过发展这些领导力维度，领导者可以提高自己的综合领导能力，更好地应对复杂的挑战和变化。
领导力教案ppt课件
马期很想和子贱交流一下工作心得，于是他找到了宓子贱。
宓子贱是一个不到三十岁的小伙子，有着健康的身体和充沛的精力。在他的面前
，巫马期感觉到了一定的压力。但作为师兄弟，大家还是开始了谈话。
两
个人的谈话是从寒暄客套开始的，不过很快就进入了正题。巫马期带着崇拜的眼
神，羡慕地握着子贱的手说：“你比我强，你有个好身体啊，前途无量！看来我
要被自己的病耽误了。”子贱听完巫马期的话，摇摇头说：“我们的差别不在身
体，而在于工作方法。你做工作靠的是自己的努力，可是事业那么大、事情那么
多，个人力量毕竟有限，努力的结果只能是勉强支撑，最终伤害自己的身体；而
我用的方法是调动能人给自己做工作，事业越大可调动的人就越多，调动的能人
越多事业就越大，于是工作越做越轻松。”
情绪掌控：
1、主动保持和谐人际关系；2、公开场合不乱发脾气，不谩骂员工；3
、对员工之指正斥责，能掌握适当场合与情境；4、会换位思考
决断力：
1、碰到问题时，能根据事实，收集正确信息，当机立断做决定，
并勇于承担后果；2、对于突发状况，能作完善的判断与处理。
-
7
领导者的七项责任
确定组织的价值观 确定发展方向和绩效目标 关注顾客需求和期望 营造积极的经营环境 完善组织的治理 评审组织的绩效 履行社会责任
设计 执行 改善
2. 市场
人员 3.
流程 4.
组织运行系统 组织免疫系统
-
21
9洞察力之环境营造
1. 对顾客和伙伴讲求诚信 1-10分
2. 组织有的可持续发展的目标 1-10分
3. 个人有的学习成长的空间 1-10分
4. 5.
员 领工导的人健带康头和遵安守全 游得 戏到 规保 则障1-110-1分0分文
leadership领导力
添加标题
添加标题
学习领导力：通过阅读、听讲座、 参加研讨会等方式学习领导力
反思与改进：通过反思和改进不 断提升领导力
实践经验
领导力的发展需要不断学习和实践 领导力的提升需要不断积累经验和知识 领导力的发展需要不断反思和总结 领导力的发展需要不断挑战和突破
反馈与反思
领导力的发展需要不断的反馈和反思 反馈可以帮助领导者了解自己的行为和决策的效果 反思可以帮助领导者总结经验教训不断改进自己的领导方式 反馈和反思可以帮助领导者更好地理解自己和他人的需求提高领导效果
领导力的应用
04
组织管理
明确组织目标：设定明确的组织目标确保 团队成员了解并认同
建立组织结构：设计合理的组织结构明确 职责和权限
选拔和培养人才：选拔和培养具有领导力 的人才提高组织整体素质
激励和激励：制定有效的激励和激励机制 激发团队成员的积极性和创造力
沟通和协调：建立有效的沟通和协调机制 确保信息畅通和团队协作
进行
成果评估： 对项目成果 进行评估总 结经验教训 为未来项目
提供参考
个人发展
自我认知：了解自己的优点和缺点明确自己的职业目标和发展方向 自我提升：不断学习新知识和技能提高自己的专业能力和综合素质 自我激励：保持积极的心态勇于面对挑战不断超越自我
自我管理：合理安排时间提高工作效率保持良好的生活习惯和健康的身体状态
团队协作
建立信任：通过沟通和合作建立团队成员之间的信任 分工合作：明确团队成员的角色和职责确保每个人都能发挥自己的优势 鼓励创新：鼓励团队成员提出新想法共同解决问题 反馈与激励：及时给予团队成员反馈和激励提高团队士气和效率
领导力的挑战与应对
05
变革管理
变革背景： 组织内外部 环境的变化
Leadership领导力教学课件
13
FiLedPlerC’s CSonctinagelency Theory
➢ High LPC leaders most effective in “moderately” favorable situations
➢ Low LPC leaders most effective in very favorable or very unfavorable situations
Leaders are classified as person-oriented or task-oriented (which type will be more effective depends on the leader's degree of situational control)
Control depends on relationship between leader/followers, the degree of task structure, and the leader's authority (position power)
the need for a leader)
4
Leadership myths (cont.)
➢ Leaders make or break their groups
The “romance of leadership” exaggerates the impact of a leader
Leaders do make a difference (e.g., sports teams)
Four leadership styles can be adopted to facilitate employee attainment of goals
FiLedPlerC’s CSonctinagelency Theory
➢ High LPC leaders most effective in “moderately” favorable situations
➢ Low LPC leaders most effective in very favorable or very unfavorable situations
Leaders are classified as person-oriented or task-oriented (which type will be more effective depends on the leader's degree of situational control)
Control depends on relationship between leader/followers, the degree of task structure, and the leader's authority (position power)
the need for a leader)
4
Leadership myths (cont.)
➢ Leaders make or break their groups
The “romance of leadership” exaggerates the impact of a leader
Leaders do make a difference (e.g., sports teams)
Four leadership styles can be adopted to facilitate employee attainment of goals
Lesson_12_Leadership_(领导力)-专业文档资料-PPT文档资料
16
Participative
Leader allows and expects worker participation Leaders tend to:
Involve subordinates in decision-making through consultation
Asking them for their opinions Share information with subordinates
Extent to which the leader defines and structure the role of the subordinates, such as defining work task, assigning task responsibilities, set clear work standards
Autocratic Democratic Laissez-faire Participative
13
Autocratic
Leaders tells employees what to do Leaders tend to make:
Unilateral decisions Dictate work method Limit worker knowledge about goals to justify the
With leadership, you either use it or lose it.
(Lee laccoca, Chairman of the board of Chrysler
Corp)
cont…
5
Quotes on Leadership
In any case, leadership is finally a collaborative endeavour. (Warren Bennis, author and leadership scholar)
Participative
Leader allows and expects worker participation Leaders tend to:
Involve subordinates in decision-making through consultation
Asking them for their opinions Share information with subordinates
Extent to which the leader defines and structure the role of the subordinates, such as defining work task, assigning task responsibilities, set clear work standards
Autocratic Democratic Laissez-faire Participative
13
Autocratic
Leaders tells employees what to do Leaders tend to make:
Unilateral decisions Dictate work method Limit worker knowledge about goals to justify the
With leadership, you either use it or lose it.
(Lee laccoca, Chairman of the board of Chrysler
Corp)
cont…
5
Quotes on Leadership
In any case, leadership is finally a collaborative endeavour. (Warren Bennis, author and leadership scholar)
领导力的4个核心要素
领导力的4个核心要素今天所有的组织与管理者都在关注领导力及其提升，譬如DDI （Development Dimensions International）每年都会发布《全球领导力展望》；而且众所周知的是领导力是领导者的核心素质。
那么，什么又是领导力的核心要素呢？从定义看，其实领导力来自英语中的leadership；在这一词汇的多重含义中，首先并非专指领导力，而是包括领导（本身）、领导地位、领导层、领导方法、领导艺术，当然也包括领导才能（能力），但是今天在国内一般语境中更多将其对应于领导力。
从结构看，关于领导力的组成要素，目前国内比较主流的是感召力、前瞻力、影响力、决断力、控制力“五要素”理论；DDI的2021领导力展望报告则认为，目前和未来三年领导力最重要的能力是战略思维、沟通、培养人才、同理心、引领变革。
实际上，上述两种观点都是更多关注领导力的外部构成，而非其组成内核。
领导者的本质在于管理自我、影响他人，或者说是管好自我、成就他人；由此朴素的原理出发，可以说领导力的内核在于自我管理能力，而且可以简要地分为以下四项核心要素。
一、自知力希腊古城特尔斐的阿波罗神殿上刻有七句名言，其中流传最广、影响最深的就是“人啊，认识你自己”，被人们认为由此点燃了希腊文明的火花。
几乎同一时期的老子在《道德经》中说:“知人者智，自知者明”。
法国大思想家蒙田则说：“世界上最重要的事情就是认识自我。
”而在《21世纪的管理挑战》中，管理大师彼得·德鲁克（Peter F. Drucker）专门列了“自我管理”一章，他认为“要做好这些事情，你首先要对自己有深刻的认识”。
职场管理层面上的自我认知内容包括以下三个层次，第一是自己的社会角色、管理角色，以及与之相关的规范和责任；第二是自己与组织与他人的关系，以及相关期望、沟通、协作等；第三是自己的能力，具备哪些优点和缺点等。
“我是谁”是一个终极的哲学命题，要回答好可不是一件易事。
5EmodelLeadership领导力的5E模型课件
Integrates diverse perspectives in developing the vision and str the Future
How do you do it?
Understand and articulate current and future needs of consumers/customers
6
Envision: Create the Future
What is it?
In touch and externally focused on always meeting consumer and customer needs
Sees reality clearly – fosters genuine inquiry – gets to root causes
Values and proactively involves key stakeholders to deliver common objectives
Actively listens and communicates in a transparent way
Accepts and values others to constructively resolve conflict
Utilize total system thinking and strategy deployment to crystallize business & organization future needs
Use real life tough calls to reinforce the vision/strategies/principles to prevent drift
How do you do it?
Understand and articulate current and future needs of consumers/customers
6
Envision: Create the Future
What is it?
In touch and externally focused on always meeting consumer and customer needs
Sees reality clearly – fosters genuine inquiry – gets to root causes
Values and proactively involves key stakeholders to deliver common objectives
Actively listens and communicates in a transparent way
Accepts and values others to constructively resolve conflict
Utilize total system thinking and strategy deployment to crystallize business & organization future needs
Use real life tough calls to reinforce the vision/strategies/principles to prevent drift
Leadership领导力演示课件
Who Will Lead? (cont)
➢ Demographic background of leaders
▪ Height, weight, & age ▪ Ethnicity ▪ Sex: Bias against women (even thought women
possess more skills needed to be a successful leader).
What is Leadership ?
“The process of influencing the activities of an organized group in its efforts toward goal setting and goal achievement” (Stogdill, 1950, p. 3)
▪ Trait Model: The great leader theory ▪ Situational Model ▪ Interactional Model: depends on the leader,
followers, and the Great Man Theory
only the great people possessed them
The Great Man Theory
➢ Personal qualities of leaders
▪ Personality traits, such as extraversion, conscientiousness, and openness.
➢ Practically
▪ productively, economically, idealistically
➢ Personally
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What do good leaders do？
1970 Contingency theory
权变理论 随具体情况而变
依具体请而定
• 1.Fiedler’s Contingency Theory • 2. Hersey & Blanchard Situational Theory • 3. Vroom & Yetton Decision Participation
中心思想： 根据领导是更关心人（concern for people）， 还是更关心事儿（concern for production）， 把领导分为五种风格。
Managerial grid model (1964) by Robert andJane Mouton
5．John Adair Action Centred Leadership
Contigency Theory
三选一
Hale Waihona Puke 1.Fiedler’s Contingency Theory 菲德勒的权变管理思想
中心思想：不同管理（situation）情况适用 不同领导风格（leadership behaviour）—— 把人放进情况里
管理者的两种类型： 1. 任务导向型：task oriented 2. 人员导向型：relationship oriented
Characteristic theory
Seven Instincts
1960 Behavioral theory
1．Tannenbaum and Schmidt continuum 2．Rensis Likert Support Relation Theory 3．Chris Argyris Immature – Mature continuum 4. Blake and Mouton Managerial Grid 5．John Adair Action Centred Leadership
人
background ideas and invites questions.
权
4. The manager suggests a provisional decision
利
and invites discussion about it.
越
5. The manager presents the situation or problem, 来
中心思想：领导根据不同的情况，选择不同的领导风格。
According to different situations, leader can choose suitable style by answer my following questions.
五种领导风格
1. Autocratic 1(A1) （独裁型） – you use the information you already have and make the decision
Exploitive authoritative 剥削式集权领导
领导
高雯菲
林楠
符震
曹家奇
方太太
Benevolent authoritative 教练型领导
林楠
高雯菲
符震
方太太III
领导
曹家奇
方太太
Consultative authoritative 顾问型领导
高雯菲
林楠
领导
符震
方太太II
曹家奇
Selling 推销
Participating 参与
High Supportive Behavior Low
R3： 不愿意
能够
R2: 愿意
不能够
R4：
R1:
愿意
不愿意
能够
不能够
Low
Delegating 授权
Directive Behavior
High
Telling：告知
3. Vroom & Yetton Decision Participation Contingency Theory 弗鲁姆和耶顿的决策参与权变理论
4. Consultative 2 (C2) （协商型）– you are responsible for making the decision, however, you get together as a group to discuss the situation, hear other perspectives, and solicit suggestions.
• This approach focuses on what leaders actually do and assesses a leader’s effectiveness based on their ability to meet three areas of need within a team: the task, team maintenance and individual needs.
五选一
1．Tannenbaum and Schmidt continuum 经理-非经理人员行为模式连续分部场
中心思想： Manager’s authority VS subordinate’s freedom 经理人的权利 VS 下属的自由度
Tannenbaum and Schmidt continuum
3. Consultative 1 (C1) （协商型）– you inform team members of what you're doing and may individually ask opinions, however, the group is not brought together for discussion. You make the decision.
2. Autocratic 2 (A2) – you ask team members for specific information and once you have it, you make the decision. Here you don't necessarily tell them what the information is needed for. .
衡量管理情况的三个维度： 1.Position and authority 领导者的权利和地位 2.Objective structure 任务结构 3.Relationship between low and higher levels 领导与下属的关系
• The style of Fiedler Model
Leadership
领导力
Leadership is an ability describing the way of impacting team.
History of Leadership
1940 Characteristic theory 1960 Behavioral theory 1970 Contingency theory
• Delegating 授权(S4) – Leaders pass most of the responsibility onto the follower or group. The leaders still monitor progress, but they're less involved in decisions
中心思想： 领导的职能是平衡个人，团队和任务。
This approach, "Action-Centred Leadership", is centred on the actions of the leader. The leader has to balance the needs from each of the three elements. The effective leader is the one who keeps all three in balance; that is who attends to all three at the same time. If any one element is ignored, the others are unlikely to succeed.
leadership should be suitable to:
1.Position and authority
2.Objective structure 3.Relationship
between low and higher levels
2. Hersey & Blanchard Situational Theory 赫塞和布兰查德的情境领导理论
越
problem, develop the options, and decide on the
大
action, within the manager's received limits.
2．Rensis Likert Support Relation Theory Likert的支持关系理论
将领导按照他们与下属的关系分为四种类型： 1.Exploitive authoritative 剥削式集权领导 2.benevolent-authoritative 仁慈式集权 3.Consultative 顾问式/ 协商式 4.Participative-group 群体参与式
• Participating 参与(S3) – Leaders focus more on the relationship and less on direction. The leader works with the team, and shares decision-making responsibilities.