leadership领导力

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 qutocratic 1(A1) （独裁型） – you use the information you already have and 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. . 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. 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. 5. Group (G2) （群体决策型）– The team makes a decision together. Your role is mostly facilitative and you help the team come to a final decision that everyone agrees on.
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
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 Contigency Theory
Leadership styles
• Telling 告知(S1) – Leaders tell their people what to do and how to do it. • Selling 推销(S2) – Leaders provide information and direction, but there's more communication with followers. Leaders "sell" their message to get people on board. • 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. • 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
1. The Manager decides and announces the decision 2. The manager decides and then 'sells' the decision to the group. 3. The manager presents the decision with background ideas and invites questions. 4. The manager suggests a provisional decision and invites discussion about it. 5. The manager presents the situation or problem, gets suggestions, then decides. 6. The manager explains the situation and asks the team to decide. 7. The manager allows the team to identify the problem, develop the options, and decide on the action, within the manager's received limits.
2. Hersey & Blanchard Situational Theory 赫塞和布兰查德的情境领导理论
中心思想：不同员工成熟度（readiness of employees） 适用不同领导风格（leadership style）
Readiness of employees 成熟度
• Willingness： 愿不愿意 • Ability & confidence： 能不能够
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 中心思想： 领导的职能是平衡个人，团队和任务。
• 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.
三选一
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
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
方太太
Participative-group 群体参与式
高雯菲
领导
林楠
方太太
符震
曹家奇
2．Chris Argyris Immature – Mature continuum 不成熟-成熟 连续流理论
中心思想： 一个领导者的职责是要让员工由不成熟转变 为成熟
4. Blake and Mouton Managerial Grid 布莱克和莫顿的管理方格图
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
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
Delegating 授权
High Supportive Behavior Low
R3： 不愿意 能够
R2: 愿意 不能够