Topic7LeadershipandChange领导技巧与转变课件

Topic7第七讲:

LeadershipandChange

领导技巧与转变RedefiningLibraries:Web2.0andotherChallengesMay2007Xiamen,ChinaPeterSidorkoDeputyLibrarianTheUniversityofHongKongTopic7第七讲:

LeadershipandCh1Overview

概论Defining“leadership”

领导技术的定义Leadersvsmanagers

领导相对于主管Leadershipandchange

领导技术与转变Emotionalintelligence(EI)

情绪智商

Overview概论Defining“leadershi2Defining“leadership”

领导技术的定义Thequalityofleadership,morethananyothersinglefactor,determinesthesuccessorfailureofanorganization.领导技术的质量比起其它因素更能决定一个机构的成功或失败。-FredFiedler&MartinChemersImprovingLeadershipEffectiveness

Defining“leadership”

领导技术的定义T3Leadership

领导技术Anewleaderhastobeabletochangeanorganizationthatisdreamless,soullessandvisionless...someone'sgottomakeawakeupcall.(WarrenBennis)

一名新的领导人员必须有能力去改变一个没有梦想、没有灵魂和愿景的机构……得有人去唤醒这一切。Theonlyrealtrainingforleadershipisleadership.(AnthonyJay)

最实际的领导技术培训就是领导工作。

Youdonotleadbyhittingpeopleoverthehead—that'sassault,notleadership.(DwightD.Eisenhower)

你不会用敲打别人脑袋的方式去领导─那是攻击，不是领导。Leadership领导技术Anewleaderha4Leadershipisrallyingpeopletowardabetterfuture

领导技术就是团结群众走向更美好的未来MarcusBuckinghamLeadershipisrallyingpeople5Whatdoleadersdo?

甚么是领导应做的？DefineaFuture明确将来Provideclearvisionanddirection提供清晰的愿景及方向Mission(Whatismyjob?)使命(我的工作是甚么？)Setgoalsandcelebratethemwhenachieved定立目标并在达成后加以庆祝Openlyidentifyproblems(andunifytosolvethem)开放地找出问题(并共同解决)Supportinitiative-takingandleadershipatalllevels支持各层面的主动精神和领导技术Whatdoleadersdo?

甚么是领导应做的？D6Whatdoleadersdo?

甚么是领导应做的？Provideclarity指示清晰Talkthewalkandwalkthetalk坐言起行Actionsspeaklouderthanwords行动胜于语言Resolveconflict解决冲突Youandmeagainsttheproblem你我齐心对付问题Distinguishbetweenchallengestoauthorityandchallengestoideas区分对权力的挑战与对观念的挑战Managechange管理转变Increasecommunicationandencourageotherstodolikewise.加强沟通并鼓励其它人也同样做Whatdoleadersdo?

甚么是领导应做的？P7Situationalleadership

情势领导技巧Differentsituationsrequiredifferentleadershipstyles不同的情势需要不同的领导模式Mostsuccessfulsituationsoccurwhenstyleandsituationalneedscoincide许多成功的情景会在模式与情势配合一致时发生Mostsituationsrequiremorethanonestyle许多情势下需要多于一种模式Mostofushavemorethanonestylebutweareprobablybetteratsomethanothers我们大多都懂得多于一种的模式，但可能有一项是较强的Situationalleadership

情势领导技巧D8Leadershipbehaviours

领导行为Supportiveanddirectivemodel

支持及指挥的模式FromBlanchardandHerseyLeadershipbehaviours

领导行为Supp9Directionvssupport

指揮及支持Directing/telling(S1)Leadersdefinetherolesandtasksofthe'follower',andsupervisethemclosely.

Decisionsaremadebytheleaderandannounced,socommunicationislargelyone-way.

指挥/吩咐(S1)由领导决定“追随者”的角色和任务，并密切监督。由领导作决定及宣布，因此沟通主要是单向的。Coaching/selling(S2)Leadersstilldefinerolesandtasks,butseeksideasandsuggestionsfromthefollower.

Decisionsremaintheleader'sprerogative,butcommunicationismuchmoretwo-way.

指导／销售(S2)仍然由领导决定“追随者”的角色和任务，但征求“追随者”的意见和建议。决定过程仍保留领导的特权，但沟通更为相向。

Directionvssupport

指揮及支持Dire10Directionvssupport

指揮及支持Supporting/participation(S3)Leaderspassday-to-daydecisions,suchastaskallocationandprocesses,tothefollower.

Theleaderfacilitatesandtakespartindecisions,butcontroliswiththefollower.

支持／参与(S3)领导通过日常的决定，例如任务分配及进行。领导促使和参与决定，但由跟随者控制。Delegating(S4)Leadersarestillinvolvedindecisionsandproblem-solving,butcontroliswiththefollower.

Thefollowerdecideswhenandhowtheleaderwillbeinvolved.

指派(S4)领导仍然参与决定及解决问题，但决定权在跟随者。跟随者决定领导何时和怎样参与。Directionvssupport

指揮及支持Supp11Developmentallevelsofstaff员工的发展水平Competence:hasthenecessaryknowledge,experienceandskill

能力：具备必须的知识，经验和技巧Commitment:hasthenecessaryconfidence,willingnessandmotivation承担力：有足够的信心、诚意和动力D4HighCompetence/HighCommitment

能力高/承担力高D3HighCompetence/VariableCommitment

能力高/承担力不稳D2SomeCompetence/LowCommitment有点能力/承担力低D1LowCompetence/LowCommitment能力低/承担力低Developmentallevelsofstaff12Managementis

doingthingsright;

Leadershipis

doingtherightthings

管理是正确地做事；

领导是做正确的事

Drucker/BennisManagementis

doingthingsri13Managementisefficiencyinclimbingtheladderofsuccess;leadershipdetermineswhethertheladderisleaningagainsttherightwall

管理是在成功阶梯上攀登的效率；领导则决定阶梯是否稳当地倚在墙上

StephenR.Covey

Managementisefficiencyincl14Leadersvsmanagers

领导相对于主管

achieveresultsthroughothersby…

通过其它方法达成结果

Kotter,J(2001),Whatleadersreallydo,HarvardBusinessReview,Vol79,no.11,pp85-96.Copewithandproducechange应付及制造转变Createvalue创造价值Establishdirectionthroughvisionandstrategy通过愿景和策略定立方向Aligningpeopleandgettingbuy-in联合群众，取得共识

Motivatingandinspiringtoexecute为行动作出激发和鼓舞Helpingtheorganisationgrow,evolveandadapt帮助机构成长，演进，和适应Emphasisingtransformation着重改革Leadersvsmanagers

领导相对于主管

ac15Copewithcomplexityandproduceconsistency应付复杂的事物制造稳定Preservevalue保留价值Planningandbudgeting规划和预算Organisingandstaffing组织和人员编配Controllingandproblemsolvingtoexecute控制和解决问题Makingtheorganisationrunefficiently令机构有效地运作Emphasisingtransactions着重运行Leadersvsmanagers

领导相对于主管

achieveresultsthroughothersby…

通过其它方法达成结果

Kotter,J(2001),Whatleadersreallydo,HarvardBusinessReview,Vol79,no.11,pp85-96.Copewithcomplexityandprodu16Discussionexercise

討論研習Thinkofagreatleaderorbossyouknow.Whatqualitiesdotheyhavethatmakeshimorheragreatleader?Whatotherqualitiesmakeforagreatleaderorgoodboss?想出一個有份量的領導人物或你認識的上司。他們有哪些特質使他們成為傑出的領袖？要成為傑出領袖或好上司還需哪些質素？

Thinkofaleaderorbosswhoyouwouldtrytoavoid.Whatqualitiesdidthispersonhavethatmadehimorhersomeonewhoyouwouldnotwanttoworkfororfollow?Whywasthispersonnoteffective?想出一個你想盡量迴避的領導人物或上司。他們有甚麼質素令你不想為他們工作或追隨他們。此人的領導方式為何失效？Discussionexercise

討論研習Think17Leadershipandchange

领导技巧与转变Leadershipandchange

领导技巧与转变18Educationisthemostpowerfulweaponwhichyoucanusetochangetheworld.

教育是你可用来改变世界的最强有力的武器

(NelsonMandela)

Everyorganizationmustbepreparedtoabandoneverythingitdoestosurviveinthefuture.

任何机构必须作好放弃日常所做事情的准备以求在未来世界中生存

(PeterDrucker)

Educationisthemostpowerful19Kotter’srulesforsuccessfulchange成功转变的规则

1EstablishingaSenseofUrgency建立迫切感2CreatingtheGuidingCoalition

创建纲領性的组织3DevelopingaVisionandStrategy发展愿景及策略4CommunicatingtheChangeVision愿景转变时的沟通5EmpoweringEmployeesforBroad-BasedAction授权员工执行广泛措施6GeneratingShort-TermWins赚取短期回报

7ConsolidatingGainsandProducingMoreChange巩固得益，制造更多转变8AnchoringNewApproachesintheCulture让新的方法植根文化中Kotter’srulesforsuccessful2010commandmentsofimplementingchange

实施转变的十诫Analysetheorganisationanditsneedforchange分析机构和它的转变需求Createasharedvisionandcommondirection创造一个可分享的愿景和共同的方向Separatefromthepast脱离过去Createasenseofurgency创造迫切感Supportastrongleader支持能力强的领导Lineuppoliticalsponsorship连结政治上的支持Craftanimplementationplan制作实施计划Developenablingstructures

发展促成架构Communicate,involvepeopleandbehonest沟通，容入群众参与及忠诚Reinforceandinstitutionalisechange.加强转变和使其制度化Jick,T.D.&Peiperl,M.A.,Managingchange:caseandconcepts,2nded.,Boston:Irwin,2003.10commandmentsofimplementin21Changeinacademia

学术界的转变dissatisfactionwiththestatusquo不满现状aclearmandate指令清晰

aspiritofsharedownership拥有权的分享精神crisis危机availabilityoftime(patience)有效时间〈耐性〉

consistencyofvision愿景的一致opportunitiesformultiplevenuesforconversations

不同场合的对话机会

allocationofappropriateandadequateresources分配适当和足够的资源opencommunication开放沟通 LeadingInstitutionalChange:ANationalWorkshopforCollegeandUniversityTeams(January2000)/Ready/success.htmlChangeinacademia

学术界的转变dissa22thewilltoimplement实行的决心repeatedarticulationofvision重复连系愿景powerfulandconsistentmetaphors有力和一致的概念象征assessmentandwillingnesstoadjust评估和调节的意愿celebrationofapproximationsofsuccess接近成功时的庆祝continuousculturalchange持续的文化转变acollectiveunderstandingofwhyandhowchangeisbeingundertaken对原因及如何执行转变有共同的理解thewilltoimplement实行的决心23recognizingthefearassociatedwithchange承认转变带来的恐惧anintegratedandcollectiveleadership完整的和集体性的领导therightdataattherighttimeintheprocess过程中适合的时间和数据afocusonteachingandlearning;afocusonstudents着重教学和学生anticipatingsourcesofresistanceandbeingpreparedwithresponses估计阻力的来源和作好反应的准备recognizingmultiplecultures承认多种文化tangiblerewardsforfacultyengagedinchange对从事转变的学院的有形回报linkingallchangeeffortstomission将所有转变的努力与目标联系recognizingthefearassociate24Recurringthemesforsuccessfulchange

重温成功转变的主题Vision愿景Leadership领导技巧Communication沟通Theartofcommunicationisthelanguageofleadership沟通的艺术就是领导语言Vision(JamesHumes)Recurringthemesforsuccessfu25LeadershipandChange

领导技术与转变

Exercise研习:Thinkofachangethatwasimplementedatyourworkplace.Sharetheexperiencewithyourteam.想一想你工作的地方实施过的转变，与组员分享经验。Wasthechangesuccessful?Whatmadeitso?转变是否成功？甚么令其成功？Couldthechangehavebeenbetterexecuted?How?转变可否更好地实施？如何？LeadershipandChange

领导技术与转变 26Leadershipandemotionalintelligence

领导技术与情商Leadershipandemotionalintel27Twokindsofintelligence

两种商数Intellectual(IQ)情商Emotional(EQ)智商IQgetsyouthejob,EQmakesyousuccessful智商令你找到工作，情商令你成功

Emotionalintelligenceistwiceasimportantasallotherfactorsforsuccessinjobsatalllevels.情商的重要性是所有层面工作的其它成功因素的两倍。 90%ofthedifferencebetweenoutstandingleadersandaverageleadersisduetoemotionalintelligence.

杰出领导与一般领导的九成区别在于情商。DanielGolemanTwokindsofintelligence

两种商数28EmotionalIntelligence(EI)

情緒智商“Theworkplaceischanging,andchangingfast.Itisnolongerjusthowsmartweare,byourprofessionaltrainingandexpertise,whichdeterminessuccessincareers.Today,morethanever,personalqualitieslikeinitiative,empathy,adaptabilityandpersuasivenessfeatureprominently.Whateverthecareer,understandinghowtocultivatethesecapabilitiesisessentialforsuccess.”

“工作的地方正在轉變，而且是快速地轉變。事業成功已不單只取決於我們的專業培訓及專業知識，或我們有多精明。今天，比從前更需要的是個人的質素，比如主動性，同理心，適應能力及說服能力更顯重要。無論任何職業，明白如何培養這些能力才是成功之道”

TeyTsunHang,EmotionalIntelligenceandCareers,CDTLBrief,March1999,Vol.2No.1,.sg/brief/v2n1/sec3.htmEmotionalIntelligence(EI)

情緒29EmotionalcompetenceandEQ

情緒能力及情緒智商Personalcompetenciesdeterminehowwemanageourselves.

個人能力決定我們如何管理自己self-awareness自我意識

self-regulation自我管制motivation自我激勵Socialcompetenciesdeterminehowwellwehandlerelationships.社交能力決定我們如何處理關係empathy同理心

socialskills社交技巧WhenmeasuredtogethertheydetermineourEQ

一起量度時它們將決定我們的情緒智商EmotionalcompetenceandEQ

情緒30…emotionalcompetenciescanbecultivatedwiththerightpractice.UnlikeIQ,theycanimprovetremendouslythroughoutlife…emotionalintelligencetendstoincreaseaswelearntobemoreawareofourmoods,tohandledistressingemotionsbetter,tolistenandempathise.Inthenewworkplace,withitsemphasisonflexibility,teamsandastrongcustomerorientation,thiscrucialsetofemotionalcompetenciesisbecomingincreasinglyessentialforexcellenceineveryjob.

情緒能力可透過練習培養。與智商不一樣，它們可在一生中大幅度地增加……當我們學會更了解自己的心情去減低情緒壓力，學會聆聽及理解別人的時候，情緒智商就會增加。在强調彈性、團隊及注重顧客服務的新工作環境，這些決定性的情緒能力對於追求卓越就變得越來越重要。TeyTsunHang,EmotionalIntelligenceandCareers,CDTLB