情境领导力核心技能课件

1、欢迎参加 情境领导 IIKen Blanchard Patricia Zigarmi Drea Zigarmi 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item #14363 V022803San Diego 760 489-5005/800 728-6000 London 44 208 540 5404 Toronto 905 568-2678/800 665-5023 2001 The Ken Blanchard Companies. All rights reserved. Do no

2、t duplicate V022803让我们相互认识！ 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803我对这次学习的期望？规则？ 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803让我记忆深刻的一次领导（被领导）经历PW I-2 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V02

3、2803情境领导 II的目标1. 打开沟通渠道更加频繁、有效地与同事开展关于工作成效和发展的对话2. 帮助他人发展工作能力和工作意愿3. 指导他人如何为自己寻找方向和支持4. 尊重差异I2 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803领导行为自我分析LBA III3 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803情境领导者的核心技能诊断 分辨四个发展阶段的特点和需求确定员

4、工需要指导还是支持14 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803情境领导者的核心技能灵活性 灵活使用14 种指导型和支持型领导行为因人而异地运用4种领导型态在员工能力或意愿变化时适时调整领导型态被视为既灵活又有效15 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803情境领导者的核心技能 建立伙伴关系 自如使用情境领导II的常用词汇有能力建立伙伴关系娴熟运用“一对一”对话

5、技巧就员工发展阶段达成共识用“教练”方式来实施达标纲要16 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803领导的环境 小组讨论16PW1-2 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 第一节：未来 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803tape录影带

6、未 来PW1-2 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 河流的启示（1-3）PW1-3总是运动和变化的明确的目标有价值观（河堤）的约束保持灵活性因势利导鼓励多样性是一个系统，要意识到每个人之间的联系要处理好行动和思考的时间允许资源的合理流动 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803情境领导实践谁？什么？ PW 1-5 2001 The Ken Blancha

7、rd Companies. All rights reserved. Do not duplicate V022803 第二节：信念与基石 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803领导 领导是一个影响过程。当你担任领导时，你与他人协作，帮助他们实现他们的个人目标和组织目标。21 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803成功的领导和有效的领导 成功的 行为绩效结果

8、 有效的态度意愿情感22 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803成功的领导23影响成功的不成功的+ 行为+ 绩效+ 结果- 行为- 绩效- 结果 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803成功的领导和有效的领导24影响成功的+ 行为+ 绩效+ 结果不成功的- 行为- 绩效- 结果有效的+ 态度+ 意愿+ 情感无效的- 态度- 意愿- 情感成功并有效的领导者终将获

9、得部属积极的行为、态度、工作绩效和结果最佳的能干的有待提高的 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803作为领导，重要的不是你在场时发生了什么；25而是你不在场时发生了什么! 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803领导型态他人认定你所长期使用的行为模式。2-6 2001 The Ken Blanchard Companies. All rights reserv

10、ed. Do not duplicate V022803信念与基石人们能够并且希望发展领导是一种伙伴关系人们渴望参与和沟通27 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803情境领导II不是你对 员工做什么；而是你和 员工一起做什么！28 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803情境领导的三项技能诊断评估他人的发展需求灵活性自如地运用多种领导型态的能力建立伙伴关系与部

11、属就他们所需要的领导型态达成共识29 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803不同的人，不同的方法;同样的人，目标或任务不同，方式也应不同。210 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803情境变量目标或工作变量组织变量领导变量个人发展阶段211 2001 The Ken Blanchard Companies. All rights reserved. Do n

12、ot duplicate V022803情境领导 II的研究当领导者成为情境领导时，与他们共事的员工和同事认为他、她的领导办事能力强认为他、她的领导适应变化并且乐于接受新思想与革新认为他、她的领导关心他们的成长与发展觉得企业中压抑感少感到更有权能士气高涨212 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803效果研究结果更强有力的领导更好地确定目标、观察并督导工作绩效、提供反馈、协助解决问题并褒奖优秀的领导提高的员工满意度降低人员流失提高顾客满意度销售增长利润增长213 2001 Th

13、e Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 第三节：诊断 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803诊断愿意并有能力根据情境来评估员工的发展需求，进而根据目标或任务决定使用恰当的领导型态31 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803每个人想象你在这一阶段时的学习经

14、验，不用分享你的故事，只要列出在这一阶段的特征和描述语。小组讨论： 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803发展阶段工作能力工作意愿32 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803工作能力指个人在完成某一目标或任务所表现的与任务相关的知识和技能可转移的知识和技能 “通用”技能，与许多目标和任务相关并可以运用于多种情景33 2001 The Ken Blanchar

15、d Companies. All rights reserved. Do not duplicate V022803工作意愿积极性 个人对目标和任务的兴趣和热情信心个人感觉能够在其领导没有提供很多帮助的情况下实现一个目标或任务的自信程度34 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803四个发展阶段D1 工作能力弱，工作意愿高D2 工作能力弱至一般，工作意愿低D3 工作能力中等至强，工作意愿不定D4 工作能力强，工作意愿高35 2001 The Ken Blanchard Compa

16、nies. All rights reserved. Do not duplicate V022803小组讨论每个人想象你在这一阶段时的需求是什么？318 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803发展阶段 136 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803关于企业目标或任务的信息“在这里办事”不成文、约定俗成的规定按部就班地学习新技能的过程实际操作培训：看演示、听

17、讲解他人如何完成目标或任务的具体事例实践的机会工作结果时常得到反馈 解决问题的方法 38 D1的需求 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803D1的需求工作热情和可转移的知识和技能需得到肯定明确的目标和角色“做得好的工作”是什么样子，其标准是什么时间界限优先顺序知道关于工作绩效的数据是如何收集的并给哪些人看行动计划关于“如何”、“何时”以及“与谁”的具体说明范围和界限 37 2001 The Ken Blanchard Companies. All rights reserve

18、d. Do not duplicate V022803发展阶段 239 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803D2 的需求明确的目标远景频繁的反馈有进步时得到表扬有机会讨论关切的事宜并交流感受 帮助分析成功与失败;保证允许人犯错误 解释目标或任务为何重要和“如何”做310 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803鼓励给予建议并指出随后的步骤和选择的方案参与并影

19、响制定决策和解决问题获得指导，从而取得发展并加强技能311D2 的需求 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803憧憬幻灭的原因这任务比我原来想象的要难没人赏识我付出的努力我没得到改进工作所需要的帮助我学得越多，越意识到我需要学习这个工作枯燥无味目标相互冲突，轻重缓急不明确我本来就不想做这个工作312 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803发展阶段 3313 2

20、001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803D3的需求平易近人的良师或教练尝试新想法的机会有机会表达顾虑和交流感受 得到支持和鼓励，去发展独立自主解决问题的技能314 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803帮助客观地评估经验与技能，以建立起信心表扬和肯定高水平的工作能力和工作绩效排除实现目标的障碍协助启动工作，以避免拖延315D3的需求 2001 The Ken B

21、lanchard Companies. All rights reserved. Do not duplicate V022803发展阶段 4316 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803D4的需求变化与挑战一位良师型或同事型的领导者，而不是老板型的领导者贡献得到认可和表彰 自主权受尊重和信赖与他人分享知识与技能的机会317 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022

22、803四种发展阶段中的能力与意愿D 1D 2D 3D 4意愿能力不知知会巧熟 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803四个发展阶段D1 热情的初学者D2 憧憬幻灭的学习者 D3 能干但谨慎的执行者D4 独立自主的完成者318 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803发展阶段特点描述D3自我责备谨慎疑惑有能力有所贡献缺乏安全感试探性无把握厌倦冷漠D4有理由的自信工

23、作能力持续强受到启迪启迪他人内行自立自发富有自信精通熟练独立自主自我指导D2难以应付困惑丧失动力沮丧烦恼憧憬幻灭气馁偶见的工作能力D1满怀希望缺乏经验好奇新手缺乏技能乐观兴奋渴望热情319 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803诊断的五个关键问题具体的目标或任务是什么?该员工可转移的技能如何?该员工与目标/任务相关的知识和技能如何?该员工的积极性、兴趣、热情如何? 该员工的自信心和对自己能力的把握如何?320 2001 The Ken Blanchard Companies.

24、 All rights reserved. Do not duplicate V022803诊断发展阶段的模型决策点决策点PW 3-15 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate

25、 V022803 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 第四节：灵活性 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803灵活性得心应手地运用不同领导型态的能力41 2001 The Ken Blanchard

26、 Companies. All rights reserved. Do not duplicate V022803写出你所想到的领导行为41 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803指导行为 指导行为就是领导者设定目标，说明期望告诉员工要做什么，何时做以及怎么做密切督导和评估员工的工作绩效42 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803指导行为建立结构组织教导督导

27、评估43 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 支持行为就是领导者尽量采取双向沟通倾听、提供支持和鼓励让员工参与决策鼓励并促成员工共独立自主地解决问题支持行为44 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803征询（看法）倾听促成（解决问题）解释（为什么） 鼓励支持行为PW 4-4 2001 The Ken Blanchard Companies. All rig

28、hts reserved. Do not duplicate V022803领导型态四种领导型态 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S1 领导型态46 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S1 特点描述界定计划排定优先顺序熟悉环境教导示范检查监督提供反馈 2001 The Ken Blanchard Companies. All rights rese

29、rved. Do not duplicate V02280347S2 领导型态 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S2 特点描述探索询问解说阐明修正分享反馈鼓励赞扬 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V02280348S3 领导型态 2001 The Ken Blanchard Companies. All rights reserved. Do not dupl

30、icate V022803S3 特点描述询问倾听消除顾虑协助独立自主地解决问题合作鼓励反馈感激 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V02280349S4 领导型态 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S4 特点描述允许信任确认授权肯定感谢挑战 2001 The Ken Blanchard Companies. All rights reserved. Do not

31、duplicate V022803四种领导型态410劝告教练 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803领导型态特点描述S3询问倾听消除顾虑协助独立自主地解决问题合作鼓励反馈感激S4允许信任确认授权肯定感谢挑战S2探索询问解说阐明修正分享反馈鼓励赞扬S1界定计划排定优先顺序熟悉环境教导示范检查监督提供反馈411 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803领导者行为

32、在四种领导型态中，领导者都要明确所期望的结果并设定目标观察和监督绩效给与反馈412 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S2与S1之间的区别更多的支持，鼓励，双向沟通；让员工有更多的机会参与制定决策和解决问题更多的解释而不是界定更多的澄清而不是告知更多的关注为什么要做，而不仅是做什么及怎样做PW 4-19 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S3与S2之

33、间的区别员工主动规划如何做；更多的自我指导领导倾听并确认部属明白要做什么领导倾听并了解员工打算用什么方法去达成目标，以便在需要的时候提供帮助和资源 领导更多的是询问而不是告知 在制定决策和解决问题的过程中，领导更多的像一个同事而不是上司414 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S4与S3之间的区别员工自我指导和自我支持领导和员工之间互动相对较少员工有更多的自主权来设定目标、制定行动计划、执行、收集并分享关于业绩的信息 领导较少地关注日常情况，而更多地关注未来发展415 2

34、001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803SLII 培训之前 54%的经理倾向于只使用一种型态 1% 的经理能使用全部四种型态 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803领导者行为灵活性评估 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803Scoring yo

35、ur LBAII-Self Assessment: Flexibility82 2000 The Ken Blanchard Companies Do not duplicate Item# 13492 V111000 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803Style Flexibility2310532501020 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803

36、2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803231053250102051023Style Flexibility 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803Style Effectiveness2558251

37、53254 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803Style Diagnosis Matrix2558251532542410 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803型态矩阵PW 4-20 2001

38、The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 第五节：配合 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803SLII 模型51 劝告教练 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803领导者行为有效性评估 2001 The Ken Blanchard Companies.

39、All rights reserved. Do not duplicate V022803型态效率52 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803型态诊断矩阵53 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803家庭作业第一天结束 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate

40、 V022803早上好！ 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803SLII会话开场白 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803领导者有三种选择督导适当督导过度督导不足54 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803督导过度会给员工的情绪造成什么影响

41、？对工作会造成什么后果？督导不足会给员工的情绪造成什么影响？对工作会造成什么后果？PW 5-4 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803tape录影带配合 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803督导过度时员工的反应 参与的意愿降低 受挫感 产生怨气 主动性降低 独立工作的意愿低 2001 The Ken Blanchard Companies. All rig

42、hts reserved. Do not duplicate V022803 任务无法完成 迷惑不解 产生怨气 没有主动性 能干就干，不能干就走 Fight-or-flight reaction 工作效率低督导不足时员工的反应 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 如何解决督导过度和督导不足？-承认问题-和员工交流和讨论对指导和支持的需求-与员工就你以后的行为达成共识 2001 The Ken Blanchard Companies. All rights reserved

43、. Do not duplicate V022803 角色扮演（5-75-21）1. 四个领导2. 四个员工3. 每次三分钟4. 共扮演四次DDDDSSSS 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S1用于发展阶段D155 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S2用于发展阶段D256 2001 The Ken Blanchard Companies. All

44、 rights reserved. Do not duplicate V022803S3用于发展阶段D357 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803S4用于发展阶段D458 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803360度LBAII分析 2001 The Ken Blanchard Companies. All rights reserved. Do not

45、duplicate V022803Lunch! 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V02280361发展循环 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803发展员工能力和意愿的6个步骤告诉部属做什么演示给他/她看 给他尝试的机会密切观察其表现当有进步时给予表扬，发生错误时重新指导当员工的工作能力或工作意愿随着时间的推移发生变化时，要调整领导型态62 2001 The Ken

46、Blanchard Companies. All rights reserved. Do not duplicate V022803诊断的五个关键问题具体的目标或任务是什么?该员工可转移的技能如何?该员工与目标/任务相关的知识和技能如何?该员工的积极性、兴趣和热情如何? 该员工的自信心和对自己能力的把握如何?63 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803tape录影带鲍勃PW 6-21 2001 The Ken Blanchard Companies. All rights r

47、eserved. Do not duplicate V022803Bob Knowlton Story 鲍勃诺顿的故事Kathryn Gray 部门经理，鲍博诺顿的直接领导Bob Knowlton 项目经理，负责香港项目小组Elliot Haywood 系统工程师，技术高手Jim Potter 项目经理，鲍博诺顿的朋友Dave Peters, Emiko Karetani, Steve Marsden, Tom Smith, 香港项目小组成员Ed Farell, Dr. Mary Blair 芝加哥总部官员 2001 The Ken Blanchard Companies. All right

48、s reserved. Do not duplicate V022803Bob的故事哪里出了问题？作为团队的领导者，Bob在Elliot来之前处于那个发展阶段？ Elliot来了之后呢？Elliot加入Bob小组之后，Bob需要从Kathryn那里得到何种领导型态？Bob对于他的小组使用了何种领导型态？Elliot在他的工作岗位上是处于哪个发展阶段？Bob对于Elliot使用了那种领导型态？在Kathryn 、Bob和Elliot的心中，什么对于他们最重要？ 2001 The Ken Blanchard Companies. All rights reserved. Do not duplic

49、ate V022803退化循环PW 6-24 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803针对退化循环的四个步骤1.先做准备工作。用S3来考察发生了什么。2.如果需要，用S2来重新设定目标并重新给与指导。3.花更多的时间观察和督导员工的工作绩效并给与反馈。4.有必要的话，向员工指出绩效差的后果65 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803“一对一”的目的提供一个框架

50、，以打开沟通渠道和监督工作表现。“一对一”是关注员工的日常工作，简短并定期举行的会议。66 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803“一对一”准则简短15-30分钟经常至少每两周一次重点放在员工想谈的问题事先约定时间优先考虑如果会议因故推迟，必须尽快重新约定时间。67 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803 第六节：建立伙伴关系 2001 The Ken Bl

51、anchard Companies. All rights reserved. Do not duplicate V022803建立伙伴关系与他人关于他们达到个人和企业目标而需要你提供的领导型态达成共识。71 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803建立伙伴关系的步骤准备工作教授SLII 模型.确定总体目标72 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803建立伙伴关

52、系的步骤1. 就目标达成一致732. 就发展阶段的诊断达成一致3. 就目前和将来的领导型态达成一致4. 就领导行为达成一致5. 就如何保持联系以及联系的频繁程度达成一致 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803发展阶段诊断分支图74 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803Whats SMART Goal 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate V022803演练“建立伙伴关系” SMART75设定一个SMART目标，和