领导力与沟通课件

1、LEADERSHIP and COMMUNICATION领导力与沟通PRESENTER 主讲人Professor J. N. Matteis 朱利斯.尼克.马特斯(Ma Li Ke )1WHAT IS LEADERSHIP?什么是领导力NARROW VIEW 狭义：A POSITION OF POWER AND AUTHORITY 一个具有权力与权威的职衔THE ACTIONS OF A PERSON IN CHARGE OF A COMPANY一个人管理公司的行动BROADER VIEW 广义LEADERSHIP IS A PROCESS OF INFLUENCING OTHERS领导的过程

2、，就是一个影响他人的过程GETTING RESULTS THROUGH PEOPLE取得结果POSITIVE INFLUENCE 积极的影响AN INVITATION TO GREATNESS THAT WE EXTEND TO OTHERS 走向伟大NOT A TITLE OR POSITION, BUT A ROLE WE PLAY 不是一个头衔或位置, 而是扮演一个角色 2INFLUENCING OTHERS影响他人How you choose to influence others will shape how you approach Planning, Organizing, Le

3、ading and Controlling. 你影响他人的方式会影响你如何计划、组织、领导和控制Do you want to create fear or trust? 你希望创造恐惧还是信任？Leadership Styles: 领导风格 Autocratic, Consultative, Participative, Democratic, Free-Reign, Transformational, Situational 独裁式、咨询式、参与式、民主式、放任自由式、变革式、情境式34WHO ARE LEADERS 谁是领导者People call individuals “leaders

4、” when they exhibit such traits as 展现以下特质的人被称为“领导者”Outgoing Personality 外向的个性Strong Verbal Skills 很强的表达能力Intelligence 有智慧Aggressiveness 上进Understanding 体谅他人Industriousness 勤奋High People Behavior 高度的人际技能High Task Behavior 高度的处事能力5FUNDAMENTALS OF LEADERSHIP领导力的本质1. POWER 权 利2. UNDERSTANDING PEOPLE 了解他

5、人3. INSPIRING FOLLOWERS 鼓舞追随者4. ADOPTING A FLEXIBLE STYLE 采取灵活的风格6EFFECTIVE LEADERSHIP 1高效领导 1DEVELOPING YOURSELF 开发自己BECOME MORE SENSITIVE 更加敏感BECOME MORE CREATIVE 更有创造性REDUCE TIME WASTERS THROUGH DELEGATION 通过授权，减少浪费时间DEVELOP ORGANIZATIONAL SKILLS 开发组织技能DEVELOP COMMUNICATION SKILLS 发 展沟通技能 LEARN M

6、ORE, READ MORE, LISTEN MORE 更多地学习、阅读与聆听7EFFECTIVE LEADERSHIP 2高效领导 2DEVELOP YOUR SUBORDINATES 开发你的下属AT WORK 工作中THROUGH COURSES, WORKSHOPS 通过课程，研讨会 AT HOME 家 里 8ELEMENTS OF LEADERSHIP领导元素1. TAKING CHARGE 担负责任2. STRATEGIC VISIONING 战略远见3. COMMUNICATION AND TEAMWORK 沟通和团队协作4. WORKING WITH INTEGRITY 诚信工

7、作9TO LEAD IS TO SERVE领导就是服务1011SERVANT LEADER 仆人式的领导者Change in attitude and behavior 态度与行为的改变A form of service to other people 服务他人的一种方式Care for others, help, protect, guide them to success 关心他人， 帮助、保护和指引他人成功Treats others with respect, dignity, honesty and trust 以尊重、敬重、诚实和信任的方式对待他人Becomes a humble r

8、ole model, behaving honorably 成为谦卑的典范，行为光明正大Recognizes needs/talents and is generous in praise 辨识需要/才华，慷慨地表扬12COMMON ELEMENTS OF LEADERS领导人的共同要素THEY CARE. THEYRE INTERESTED. 他们关心人， 对他人感兴趣THEY WANT TO HELP. 他们愿意帮助他人THEY FEEL RESPONSIBLE. 他们有责任感THEY COLLABORATE WITH OTHERS.他们与他人共同工作THEY INFLUENCE AND

9、GUIDE OTHERS. 他们影响和指导别人THEY LEAD THROUGH RELATIONSHIPS. 他们善用人际关系进行领导THEY GET OTHERS TO COOPERATE他们赢得别人的合作THEY WANT TO MAKE A DIFFERENCE.他们寻求改变13YOU DONT NEED A TITLE TO BE A LEADER (M. Sanborn)作为领导你不需要头衔THE UNTITLED LEADERS 无职衔领袖LEADERSHIP WITH A SMALL “l” 非正式领袖CLERKS, ACCOUNTANTS, MANAGERS, SALESPE

10、OPLE, ASSISTANTS, ETC. 文员、会计、经理、营销员、助理等SMALL THINGS WE CAN DO TO POSITIVELY 以积极的态度做好小事情ANYONE, ANYWHERE, EVERY DAY, CAN MAKE A DIFFERENCE 任何人、任何地点、每一天都可以创造不同14LEADERSHIP FOR EVERYONE (Peter J. Dean)做每个人的领导（彼得j.院长）Many organizational structures are lean. 许多组织结构是有精简的。 Businesses need self-directed, re

11、sponsible workers who are willing to take charge, express insights, come up with creative ideas, share positive intentions 企业需要自我导向、有责任的工人，他们愿意负责，表达见解，产生有创意的想法，分享积极意向 Anyone can be an influencer, a role model, a mentor regardless of title or position. 不论头衔或位置，任何人都可以成为有影响力的人，一个好榜样，一个导师Every interacti

12、on with others is an opportunity 与他人的每一次互动都是一个机会15HOW CAN YOU PLAY LEADERSHIP ROLES IN YOUR COMPANY?在你的公司里如何承担领导的角色？6WHAT MANAGERS DO经理人做什么TRADITIONAL VIEW (P. O. L. C.) 传统观点COMMUNICATE 沟通PUT OUT FIRES 救火灾GET THE JOB DONE 完成工作MANAGE HUMAN RESOURCES 人力资源管理MANAGE THE DETAILS 管理细节NETWORK 交往， 人际互

13、动ACT AS MANAGER-COACHES 做经理-教练17WHAT LEADERS DO领导做什么KNOW TRENDS (VISIONARY) 知道趋势（有远见） MAKE STRATEGIC DECISIONS 做战略决策BEHAVE ETHICALLY 举止合乎道德DEMONSTRATE DIPLOMACY / TACT 展现外交/机智GET 360 DEGREE FEEDBACK获得360度反馈ASSUME RESPONSIBILITY (Task, People, Co.)承担责任（任务、员工、公司） LEAD THROUGH RELATIONSHIPS 通过关系领导PAY C

14、LOSE ATTENTION TO THEIR PEOPLE密切关注他们的员工INFLUENCE OTHERS TO FOLLOW 影响他人，使他人追随GUIDE OTHERS TO SUCCESS 引导别人成功18LEADERSHIP ROLES 领导者的角色The Leader as Visionary 领导者有远见The Leader as Problem Solver 领导人是问题解决者The Leader as Team Builder 领导是团队建设者The Leader as Manager 领导者是经理人The Leader as Communicator 领导人是沟通者The

15、 Leaders as Power Distributor 领导人是有力的分销商The Leader as Liaison 领导者是联络人The Leader as Planner 领导者是规划师The Leader as Teacher or Coach 领导者是教师或教练 19TRUE COLORS 真实色彩FOUR COLORS: GOLD, BLUE, GREEN, ORANGE 四种颜色：金色、蓝色、绿色、橙色EACH COLOR REPRESENTS A DIFFERENT PERSONALITY TYPE 每一种颜色代表不同的个性类型EVERYONE HAS A BLEND OF

16、 THE 4 COLORS 每个人的个性是四种个性色彩的不同组合ONE COLOR IS USUALLY STRONGER 通常一种色彩的个性会更强烈WE CAN CHOOSE WHICH COLOR TO PLAY TO FIT THE SITUATION 我们可以使用不同的个性色彩应对不同的情景EVERY COLOR IS UNIQUE AND DESERVES OUR RESPECT 每一种个性色彩都是独特的，并值得被尊重202122COMMUNICATION AT WORK工作中的沟通1. TO CONTROL BEHAVIOR (Rules, Procedures, Structur

17、es) 控制行为（制度、程序、架构）2. TO MOTIVATE (Objectives, Feedback, Gap) 激励（目标、反馈、差距）3. TO EXPRESS FEELINGS (Socializing, showing frustrations and work satisfaction) 表达情感（社交、表达沮丧和对工作的满意程度）4. TO SHARE INFORMATION (Share data to make decisions) 分享信息（分享数据以便做决策）2324COMMUNICATION MODEL通讯模型MESSAGE, ENCODED 信息编码SENDER

18、 - RECEIVER 发送者-接受者FILTERS, DECODED 过滤器，解码NOISE BARRIERS- INTERFERENCE 噪音-障碍-干扰FEEDBACK (FEED-FORWARD) 反馈-（前馈） EFFECTIVE COMMUNICATION 有效沟通25DISTORTIONS 失真Language barriers 语言障碍Listening is difficult 聆听是有难度的Our minds race ahead 思想快于语言We get distracted easily 容易分心Words have different meanings to peop

19、le 不同的人对词义的理解不一样Perceptions differ 见解不同Cultural differences 文化差异Age, Status, Personality, Time of Day, etc. 年龄、地位、个性、每天不同的时间段，等2627CULTURAL DIFFERENCES文化差异Sharing Good News and Bad News 分享好消息和坏消息Making Eye Contact 眼神接触Heavy Accent when speaking 说话时的口音Direct or Indirect speech 直接或间接的表达方式Polite “Yes”

20、礼貌式的“是”Power Distance 权力距离Show of Emotions (Smile, Poker Face) 情绪的表露（微笑、伪装）Gender Difference in talking （谈话时的性别差异）28CHANNELS 渠道ORAL COMMUNICATION 口头沟通WRITTEN MESSAGES 书面信息VIDEO 视频INTERNET INTRANET 互联网内部网OFFICIAL CHANNELS 官方渠道THE GRAPE VINE 小道消息29NON-VERBAL COMMUNICATION 非语言沟通Facial Expressions 面部表情G

21、estures with hands and arms 手势Distance from speaker 与说话者的距离Eye Contact 眼神的交流Sitting or standing position (Posture) 坐姿或站姿Finger Pointing 用手指点的方式30REDUCING MISCOMMUNICATION减少误会1. Use the K.I.S.S. method 使用KISS方法2. Ask what the worker will do. 问下属要做什么3. Get more Feedback 获得更多的反馈4. Put it in writing. 写下

22、来5. Be There 100% (Pay Attention) 全心全意6. Bring wandering mind back (Focus) 集中注意力7. Avoid distracting behavior 避免分神的行为8. Listen between the lines 理解字里行间的含义31TAKING CHARGE OF YOUR COMMUNICATION为沟通负责 Think about what to say. 考虑要说的话Think about the impact you will have. 考虑你会带来的影响Speak clearly and in simp

23、le terms. 清晰、简洁地说话Be willing to listen to opinions of others. 愿意聆听他人的意见Choose the right time and right place. 选择合适的时间与地点Collect all facts before drawing a conclusion. 下定论前收集足够的事实Assume responsibility for understanding 为理解承担责任32MOST DESIRABLE CHARACTERISTICS OF LEADERS 最可取的领袖特性Honest 诚实Competent 有能力F

24、orward-looking 前瞻性Inspiring 鼓舞人心Intelligent 智慧Fair-minded 公正Broad-minded 宽阔的胸襟Supportive 支持Straightforward 直截了当Dependable 可靠 Cooperative 合作Determined 坚决Imaginative 想象力Ambitious 雄心勃勃Courageous 勇敢Caring 爱心Mature 成熟Loyal 忠诚Self-controlled 自我控制Independent独立33EARLY FINDINGS 早期研究发现AUTOCRATIC STYLE IMPACT

25、专制作风的影响GREATER ABSENTEEISM 旷工较多GREATER TURNOVER 更高的离职率MORE GRIEVENCES 更多痛苦NOT HIGHLY PRODUCTIVE 生产力不高UNHAPPY WORKERS 工人不开心SUPPORTIVE STYLE IMPACT 支持型领导风格的影响34MANAGERIAL/LEADERSHIP GRID管理/领导坐标35THE GRID 坐标图STYLES风格1.1 IMPOVERISHED MANAGEMENT 糟糕的管理1.9 COUNTRY CLUB MANAGEMENT 乡村俱乐部管理5.5 MIDDLE OF THE R

26、OAD MANAGEMENT 中间路线管理9.1 TASK-ORIENTED (Authority Obedience) 以任务为导向（服从权威）9.9 TEAM MANAGEMENT (Balanced Approach) 团队管理（平衡方式） 36CONTINGENCIES37SITUATIONAL LEADERSHIP38WORKER MATURITY工人成熟度PSYCHOLOGICAL MATURITY 心理成熟度 - persistent, independent, achievement oriented, positive attitude, willing to take on

27、 extra responsibilities -持续的，独立的，成就导向的，态度积极主动，愿意承担额外的责任 WORK RELATED MATURITY 与工作相关的成熟度 - previous experience, current knowledge, able to meet deadlines, able to solve problems, politically sensitive, care about the organizational goals - 以往的经验，目前的知识，如期完成工作，解决问题， 具备政治敏感度，关心组织的目标-39CONTINUUM THEORY 连

28、续理论ABOUT MAKING DECISIONS 关于决策HOW MUCH TO SHARE WITH OTHERS 同他人分享多少HOW CONFIDENT IS THE LEADER 领导者的信心怎样HOW MUCH CONTROL CAN YOU LET GO 你能做到多大程度地放权WHAT IMPACT WITH EACH STYLE 每一种领导风格有什么样的影响4041CONTINUUM THEORY连续理论FACTORS WITHIN THE LEADER 领导自身的因素 past experience, education, personality, feeling of se

29、curity, perceived value of workers 过去的经验、 教育、个性、安全感、对员工价值的看法FACTORS WITHIN THE WORKERS 员工自身的因素 attitude, interest, informed, risk takers, comfort level with uncertainty 态度、兴趣、知情度、风险爱好度、对不确定性的舒服度FACTORS WITHIN THE SITUATION 情境本身的因素 emergency, confidential, enough time 紧急情况，机密度，足够的时间42OTHER STYLES其他风格

30、DEMOCRATIC STYLE 民主风格PACE SETTING STYLE 定调风格COERSIVE STYLE 高压风格AFFILIATIVE STYLE 附庸风格DIRECTIVE STYLE 指令式风格AUTHORITATIVE 权威风格COACHING 教 练SUPPORTIVE 支 持43TRANSACTIONAL THEORY交易理论Based on the idea of an EXCHANGE: You do work and the leader pays you, gives recognition and status 基于交换的理念：你干活，领导者付你工资，给予认同

31、和地位 Good work is rewarded and undesirable behavior is punished 嘉奖好行为，惩罚不理想的行为 Motivation is low Only do enough to avoid getting punished 激励效果低-只要不受惩罚就好了 Leaders are usually kind and meet the basic needs of workers and get adequate performance 领导者通常很和蔼，并且满足工人的基本需要，确保获得适当的绩效 No encouragement for innov

32、ation and initiative 不鼓励创新与积极主动 Best results rarely exceed expectations 最佳的结果很少超越期望 Usually low job satisfaction and low performance 低工作满意度和工作绩效 44TRANSFORMATIONAL THEORY 变革理论 Leaders use Charisma, Inspiration, Individual Consideration and Intellectual Stimulation to maximize satisfaction and perfor

33、mance (Almost heroic and collective feats) 领导者通过魅力、鼓舞、个别式的关怀和聪明地启发使满意度和绩效最大化（英雄的集合特质）Charisma creates an emotional connection and excitement about the mission 利用 魅力创造对于任务的情感联系和兴奋感Leaders are enthusiastic and optimistic about a more desirable future and this inspires workers to work even harder to re

34、ach that vision. (Vision/Inspiration)领导者对于创造一个更美好的未来充满热情与乐观， 激励下属更努力工作达成远景。 （远见/鼓舞）45TRANSFORMATIONAL THEORY 变革理论 Workers get personal attention and guidance 下属得到独特的关注与指导Leaders encourage creativity, innovation and independent thinking 领导者鼓励创新、创造和独立思考Spectacular results can happen投机性的结果有可能出现Leaders

35、can excite and inspire workers to put out more effort to reach organizational goals 领导者能启发和鼓励下属更努力地达成组织的目标LEADERS AND FOLLOWERS RAISE EACH OTHER TO HIGHER LEVELS OF MORALITY AND MOTIVATION 领袖和追随者互相提高，以达到更高道德和动机水准46CHARISMATIC LEADERSHIP 魅力领导 A magnetic personality 吸引人的人格An enthusiastic, excited lead

36、er who can communicate his vision of a better future 充满热情与活力的领导者，善于宣传更美好未来的远景An inspired speaker who can articulate the hopes and values of the followers A visionary who captures the mood of the moment 一位鼓舞人心的演讲者, 能够向追随者宣扬希望和价值观，一位善于把握此情此景的理想家Self-confident, Appeal to higher values, Can speak very w

37、ell 自信，追求更高价值观，能言善辩 Set high standards and willing to model the desired behavior 设立高标准，成为理想行为的楷模 47IMPACT OF CHARISMATIC LEADERS有魅力领导人的影响Usually positive impact, but can become a liability 通常是正面的影响，但可能成为妨碍Charismatic leadership qualities of the CEO result in 15 25% higher profitability 具有领导魅力的CEO们，带

38、来15 25% 的更高盈利能力People working for such leaders exert more effort, have higher loyalty, generate more ideas, and feel greater job satisfaction 人们为这些领导人工作会作出更大的努力、有更高的忠诚度，产生更多的创意，并感受到更大的工作满足感Charismatic leaders can become very proud 有魅力的领导人可能会变得自傲 48DISPERSED LEADERSHIP 分散式领导NEED TO DEVELOP LEADERSHIP SKILLS AT ALL LEVELS需要在各层级开发领导技能TEAM LEADERSHIP WORKS WELL团队领导合作良好ENCOURAGE SELF-MANAGEMENT 鼓励自我管理NEED TO LEAD OTHERS TO LEAD THEMSELVES要引导别人领导自己TEACHING AND COACHING ARE PART OF EVERY LEADERS JOB教授与辅导是每一个领导者的工作部份49EMPOWERMENT 授 权 A Philosophy of Management 一个管理哲