个人领导力SelfLeadership说课

个人领导力SelfLeadership说课AcceleratedLeadershipCourse

个人领导力对MBTI工具的使用有基本认识，以便理解领导技能了解个人偏好及其如何影响我们对事物的看法了解因我们的心理模式而产生的偏见和盲点用MBTI更好地与他人沟通理解不同的沟通方式用MBTI激励他人，使团队成员充分参与，在你所在团队创造协同效应了解压力的来源，学习如何应对压力以便处理艰难的情形和难缠员工。学习目标MBTI是什么?一种描述而不是一个规定偏好的说明、不是技能或能力所有偏好都同等重要经过充分验证和深入研究的CAST卡尔·荣格CarlG.Jung

INTP凯瑟琳·布理格斯KatharineBriggs

INFJ伊莎贝尔·布理格斯·迈尔斯IsabelBriggsMyers INFP个性的作用FunctionsofthePersonality理解收集数据接收信息观察你周围的世界判断评价数据根据信息做决定批判性地看你的观察结果四个维度外向 内向感觉直觉个人注意什么个人如何作出决定个人选择的生活方式思考情感判断 理解个人如何获得活力谈论发给你们的物品并把你们的讨论结果写在白板上我们是怎样看待事物的?感觉事实细节照字面的注重现在通过五观获得信息直觉理论的抽象的比喻的注重将来通过第六感获得信息PerceivingFunction理解PerceivingFunction头脑风暴讨论一个理想的教育体系有哪些重要组成部分，并写在白板上？TheIdealSystem—ButWhose?理想的体系-但这是谁的?思考客观的分析的非个人的清晰公正情感主观的情景的人与人之间的和谐仁慈JudgingFunction确定一个你的小组感兴趣的话题并开始讨论把你所有的扑克牌放在你的面前，你每发言1次，就把一张牌放入你的袋子里。一旦你面前没有牌了，你就不能再说话，直到小组里所有人的牌都放进他们的袋子里。总结别人的观点、提出自己的新想法两者都是有效的发言。一个交谈的扑克牌游戏谁先用完扑克牌？当他们用完后他们有什么感觉？E们感觉到发言为扑克牌所迫吗？I们感觉要被迫说话吗?I们说的话是否超过他们觉得舒服的限度？为什么？谁说话时间最长？扑克牌游戏小结外向关注外部人们事情活动边说边想豪放内向关注内部考虑想法沉思想好再说深沉个人活力来源你有5分钟时间尽你所能制作一个最好的星星。你可以使用盒子里的任何材料，也可以不用。5分钟后，我将评出做得最好的星星。制作星星练习在外部世界里你用的是哪一个?判断理解

果断的

有组织的

有计划的Seeksclosure

列出清单并使用之开放的

灵活的

自然的Seeksopinions列出清单并遗失之个人选择的生活方式四个维度外向 内向感觉直觉个人注意什么个人如何作出决定个人选择的生活方式思考情感判断 理解个人如何获得活力16种偏好类型自己知道的

自己不知道的

别人知道的

别人不知道的

自我揭示或给予反馈团队请求反馈个人公开区域

盲点

未知区域

虚假的表面

(隐密区

)无意识的

Insight乔哈里之窗JohariWindowMBTI测评结果及领导风格练习根据你的MBTI测评结果:你的领导风格是什么？你有什么优势？你觉得什么可能是你潜在的盲点？从MBTI类型描述中，你了解的自我领导特征ISTJISTPESTPESTJISFJISFPESFPESFJINFJINFPENFPENFJINTJINTPENTPENTJ根据你现在对自己的了解、回想你的360测评结果，并结合MBTI类型描述，思考你的领导特征是什么？简要列出几点各种MBTI类型的领导特征有自制力,遵从规章;擅长直接指正下属绩效问题直截了当,consenting;公正;聘用有才干的人善于交际,果断;擅长直接指正下属绩效问题非常善于交际,果断,工作要求高并对他人施加压力;聘用有才干的人并直接指正下属绩效问题团队导向，有同情心；培养下属；工作－生活平衡灵活机智，讲究方法；工作－生活平衡；擅长建立良好人际关系灵活，有同情心,善于交际;聘用有才干的人团队导向，有自制力，遵从规章，精力充沛；擅长建立良好人际关系；工作－生活平衡团队导向,有责任心；令人轻松自在；培养下属灵活，有同情心,自我意识；擅长建立良好人际关系并培养下属自我意识和移情能力强；喜好交际；擅长建立良好人际关系并培养下属灵活机智,宽容,移情能力强,喜欢起主导作用;doeswhateverittakes;令人轻松自在.直截了当,喜欢起主导作用;学习能力强果断，独立；适当授权；学习能力强喜欢起主导作用,易变，不拘礼节，灵活机智，喜好交际anddoeswhateverittakes果断，独立,有组织性，有责任心，喜欢起主导作用，喜好交际；makesagoodimpressionISTJISTPESTPESTJISFJISFPESFPESFJINFJINFPENFPENFJINTJINTPENTPENTJ在领导力方面存在的常见盲点灵活，善于交际，有同情心有同情心，建立亲密关系,善于交际灵活机智，遵循规章，independencefromadvocates建立和维护良好人际关系，正确对待战略转型喜好交际,经常采用新创意提出并采用新创意，有社会影响力，情感独立抑制冲动情绪,果断，百折不挠学习能力强,情感独立，灵活善于交际,鼓励员工发挥主动性,情感独立喜好社交和影响他人，有始有终,信守承诺,conformingattitudes注重细节，抑制冲动情绪，独立，直截了当正确对待战略转型,营造一个发展的环境，聘用有才干的人团队导向,富于同情心,工作－生活平衡灵活，善于交际，有始有终，形象良好适当授权，建立良好关系，富于同情心，聘用有才干的人,简明扼要有团队精神,建立良好关系,有自我意识,善于处理人际冲突,信守对他人愿景的承诺ISTJISTPESTPESTJISFJISFPESFPESFJINFJINFPENFPENFJINTJINTPENTPENTJCommunicationStyleDiscussionQuestions讨论你在沟通时表现的最佳和最差的“推销”行为讨论Discusshowtheseinteractionsmayhavebeendifferentforyouroppositetype.Forexle,maybeyoudealtwithaveryfriendly,insightful,andthoughtful(NF)boss(orpeer,oremployee).Inthiscase,twopotentialstakeholdersofthesameideamighthaverespondeddifferently—eitherwelcomingthewarmthorfeelingputoffbysuchunwantedfriendliness.DevelopingCommunicationStyleFlexibilityWhatMotivates…INTJandINFJ?Motivationcomesfrombeinginvolvedincreatingaclearvisionofthefutureandseeingwaystheycanacttobringitabout.Theywillseldombuyintoideasthatimplychange,howeverpersuasivelyitispresented,ifitdoesnotfittheirinternalunderstandingoftheworldISTJandISFJ?Motivationstemsfromtheirsenseofresponsibilityandattachmenttotheorganization.TheywantthingstoworkandwillputforthgreatefforttoacceptchangesandcreatenewproceduresWhenideasdonotfitwiththeirinternalreality―don’tseempracticalanddoable,orseemtothreatentheveryessenceoftheorganization—theycanbecomeverynegativeandlosemotivationDevelopingCommunicationStyleFlexibilityWhatMotivates…ISFPandINFP?Motivationcomesfromfindingmeaningintheirwork―aconnectionbetweentheirinternalvaluesystemandtheworktheydo,thepeopletheyworkwith,theorganizationtheyserveWhenideasviolatetheirinternalvaluesystem,theycanbecomemoralisticcriticsISTPandINTP?MotivationstemsfrombeingchallengedtorationallyorganizeandunderstandlargeamountsofinformationTheycanbecomeverydetachedcriticswhenthelogicisnotthereorwhentheirrationalstructureisignoredbyothersDevelopingCommunicationStyleFlexibilityWhatMotivates…ENTPandENFP?Motivationcomesfromexcitingnewideas,seeingpossibilities,andbeinginvolvedincreatingandleadingchangesIfideasdonotgivethemroomforcreativity,forinfluencingwhathappens,andforfollowingtheirintuitivesenseofwhatisneeded,theycanbedetachedandopposeESTPandESFP?motivationcomesfromnew,interestingexperiencesandtheopportunitiestoquicklytryoutnewplansExcessivetheorizingortherequirementforstructurebeforeactingwillboreandde-motivatethemveryquicklyDevelopingCommunicationStyleFlexibilityWhatMotivates…ESFJandENFJ?MotivationstemsfrombeingabletorespondtotheneedsofothersandfrombeinggiventheopportunitytosupportandencouragepeopleWhenideasdonotincludeconsiderationfortheimpactonpeople,ESFJandENFJcanbecomemoralisticandinflexibleESTJandENTJ?Motivationcomesfrombeingallowedtoorganizeandstructurethechangeandtheresources(includingthepeople)toachievethegoalsasefficientlyaspossibleConfusion,muddledthinking,andlackoflogicinideaswillturnthemintovocalcriticsPerhapsit’sthewaypeoplecommunicatestousthat:SetsusateasebyappealingtoouremotionsorlisteningtousratherthantalkingMotivatesustobuybyaddressingthepossiblebenefitsthatcanbeprovidedChangesourmindsthroughlogicGivesusoptionsandalternativesTypeinAction!©2002byBarbaraD.MathewsandCatharineA.Larkin.PublishedbyConsultingPsychologistsPress,Inc.Permissionisherebygrantedtoreproducethismasterforworkshopuse.Duplicationforanyotheruse,includingresale,isaviolationofcopyrightlaw.WhatMotivatesUs?DevelopingCommunicationStyleFlexibility―ExerciseEach“Sponsor"willpairupwitha“Stakeholder."TheSponsorwillnotetheStakeholders’typepreferenceonthefunctionpairsandusethisinsighttotrytosellaprojectfromthelistontheExercisesheet.Ineachcase,theStakeholdermustremaintruetohisorherowntype,whiletheSponsormustadapthisorherstyletoinfluencetheStakeholders’decision.Stakeholderscancommitonlyupto$100and/or25%oftheirtimeduringanyonepersuasionround.Theycancommittoless,butnomorethanthisamountofresourcesorthatamountoftime.TheStakeholdercancommitonlywhentheyfeeltheyarebeing"heard"andunderstoodbytheSponsor.Stakeholdersneedtobeconvincedofthevalueoftheprojectbeforetheywillmakeacommitment.Attheendof2minutes,Iwillcalltime,andyouwillwritedownyourobservationsandinterpretationsaboutwhythedealdidordidnotgothrough.Next,SponsorswillpairupwithnewStakeholdersandrepeattheprocess.Atthatpointwewillstoptheexercise,andtheSponsorswillcounttheirmoneyandortimeavailable.TheSponsorwiththemostresourceswins.Then,wewillbeginroundtwo.Everyonewillgobacktotheoriginaltwogroups,andStakeholderswillnowbecomeSponsors,andviceversa.Wewillrepeatthisfortwomoreinteractions.DevelopingCommunicationStyleFlexibility―ExerciseHoweasywasitforyouto“adopt”adifferentcommunicationstyle?Whatdidyoudothatallowedyoutousethatstyle?Whattype(s)didyouhavethetoughesttimerelatingto?Why?Whatdistinctdifferencesdidyounoticewheninteractingwiththedifferentfunctions(E-I,S-N,T-F,J-P)?SensingThinkingTypesandConflictParticularcontributiontotheconflict-resolutionprocessESTJESTPMomentumformakingtough-mindeddecisionsAplanforimplementationResourcefulnessandabilitytoquicklydeterminerealityMomentumtowardsactionWhatsomeoneislikelytohearorseeAlogicaljudgmentsuccinctlystatedandfirmlyadheredtoCalculatedrisk-takingSometrialanderrorapproachestosolvingtheproblemUninhibitedrisk-takingWhatsomeonemightnothearTheanalysisofcurrentdatacombinedwithdatafrompastexperiencethatisthebasisforthedecisionTheinternalprocessofstructuringandanalyzingdatatoproduceasolutionParticularcontributiontotheconflict-resolutionprocessISTJISTPMomentumtocollectandanalyzedatathoroughlybeforedecidingAplanofimplementationgearedtowardssustainabilityFocusonrealitywhichisdistilledtosimplesttermsMomentumforasolutionwhichproducestangibleresultsWhatsomeoneislikelytohearorseeConcentratedactiontowardssolvingtheproblemAttentionoractiontowardsahands-onsolutionWhatsomeonemightnothearTheanalysisofcurrentdatacombinedwithdatafrompastexperiencewhichisthebasisfortheiractionThelogicalprocessbywhichtheydeterminedtheirsolutionSensingFeelingTypesandConflictParticularcontributiontotheconflict-resolutionprocessESFJESFPPerseverancetofindasolutionallarecomfortablewithStrongcommitmenttogoalsagreeduponMomentumtomovetopracticalactionassoonaspossibleResourcefulnessandadaptabilityWhatsomeoneislikelytohearorseeIntensityofvoiceAcasualapproachtotheprocessWhatsomeonemightnothearTheirkeenawarenessoftheimpactofconflictonthelivesofthoseinvolvedandtheirpassionateconcernforbringingharmonytothesituationThedepthofdesiretocreateharmonyforthemselvesandothersParticularcontributiontotheconflict-resolutionprocessISFJISFPPerseveranceonactionstheybelievewillhelpchangethesituationcausingconflictMemoryoftheinformationhelpfultotheprocessQuiet,keenobservationoftheimpactoftheprocessonpeople,includingnon-verbalcluesSenseofhumoratunexpectedmomentsWhatsomeoneislikelytohearorseeIndividualactionwithlittleverbalexpressionActionundertakenasanadventureWhatsomeonemightnothearTheirdeepdesiretomakelifeharmoniousfortheothersinvolvedintheconflictTheirdeepcommitmenttoprotectingtheirownandothers’freedomandcomfortIntuitiveFeelingTypesandConflictParticularcontributiontotheconflict-resolutionprocessENFJENFPStrivetohaveallstakeholderstalkouttheconflicttoreachadecisionStrivetohaveasmanyoptionsaspossibleputonthetablebeforedecisionismadePushtoconsidertheunprovenWhatsomeoneislikelytohearorseeQuicksolutionsthatsoundmorefocusedonempathyorsociabilitythanobjectiveproblemsolvingApossibilityineveryideaputonthetableWhatsomeonemightnothearTheirdevelopingprivateinsightsonhowtheconflictcanberesolvedThedecisionstheyaremakingregardingwhichsolutiontheywillultimatelycommittoParticularcontributiontotheconflict-resolutionprocessINFJINFPKeenawarenessofinsightsfromunconsciousPerseverancetomaketheircreativevisionarealityFirmnessoffocusonperson-centeredvaluesQuietobservationandsummarizingofissuesWhatsomeoneislikelytohearorseeIntensityandimpetustohaveadecisionmadebasedonpeople’sneedsNonjudgmentalattentiontotheothersperson’sconcernsWhatsomeonemightnothearTheobservationofpeopleissuesinthecurrentsituationandhowtheyrelatetothelargerhumanconditionEvaluationofother’sconcernsagainstthecriteriaoftheirpersonalvaluesIntuitiveThinkingTypesandConflictParticularcontributiontotheconflict-resolutionprocessENTJENTPDriveforadecisioninordertostructuretheattainmentofbroadgoalsMomentumtomoveforwardonceasolutionisreachedAwealthofcreativeideasEnergytomakewhatseemsimpossibleaspotentiallydoablewithalittleadaptationWhatsomeoneislikelytohearorseeAfirmdecisionnoteasilyre-openedfordiscussiononcemadeAmomentumforchange“forthesakeofchange”WhatsomeonemightnothearThenumerousideastheyhaveexploredinternallyforfairnessandjusticeTheinternalcategorizingandanalysisofideaspresentedevenasnewideasareintroducedParticularcontributiontotheconflict-resolutionprocessINTJINTPAbilitytoseeavisionofthefutureDrivetorealizetheirvisionintherealworldInterestinexploringcomplexideasfromeveryangleTendencytoasktoughquestionstochallengethestatusquoWhatsomeoneislikelytohearorseeArticulationofacomplexsystemicsolutiontoaproblemCritiqueofeverysolutionintroducedWhatsomeonemightnothearThevisionoftheidealbelievedpossibleTheinternalprincipleatstakeinthediscussion解决冲突的练习定义冲突如何处理冲突内部Internally?外部Externally?Howdoyouwanttobeapproachedinaconflictsituation?“解决冲突的方案”对你意味着什么？COOPERATIVENESSASSERTIVENESSAvoidingCompetingCollaboratingAccommodatingCompromisingHandlingOrganizationalConflict回避冲突通过否认冲突存在来努力回避冲突

拒绝承认有冲突

然而，如果冲突不自行消失，则有可能升级当事情不大或不紧急时，这样做是可行的COOPERATIVENESSASSERTIVENESSO处理冲突的各种方法迁就“我们驾驶着一艘快乐之船。”“好人之间没有冲突。”Playsdowndifferences

不知道开诚布公地处理冲突会有很多好处

Ifusedtoexcessmaystiflethecreationofopen-agendaenvironmentsIssue,again,rarelygoesawayMaybeappropriatewhenpreservingtherelationshipismoreimportantthandealingwithinsignificantissuesO处理冲突的各种方法COOPERATIVENESSASSERTIVENESS竞争经常用来解决分歧

冲突根源也许是职权或职位Maytakeformofmajority(voting)orpersuasiveminorityResultsinwinners&losers:consciousorsubconsciousrenewalofstruggleslateron当其他方法明显无效时，这样做也许有效O处理冲突的各种方法COOPERATIVENESSASSERTIVENESS折衷

Althoughvaluedinmanycultures(“Yougivealittle,I’llgivealittle,we’llmeethalfway.”)mayhavedrawbacksBargainingencouragesinflatedpositionstobufferloseswhen“givingalittle”comesMayendupinsolutionsyoucanlivewithbutnotbeingproudofIfextrememaynotbeeffectiveforlackofcommitmentMaybenecessarywhenresourcesareseriouslylimitedortoavoidaWin/LosesituationO处理冲突的各种方法COOPERATIVENESSASSERTIVENESS协作要求冲突各方承认他人的能力/专长Driverisbestsolutionofproblemnotdefendingparticularpositions

当有所进展时，每个人都努力调整他/她的观点

假设：团队整体力量超过个人力量之和产生最高水平的团队协同效应O处理冲突的各种方法COOPERATIVENESSASSERTIVENESS处理组织冲突COOPERATIVENESSASSERTIVENESSAvoidingCompetingCollaboratingAccommodatingCompromisingETJ(males)ETJ(females)ITPETPITJIFPIFJEFJEFPVanSant,Sondra,WiredforConflictCAPT,2003性格类型动力学DOMINANTINFERIORAUXILIARYTERTIARYTheauxiliarybalancesJudging&PerceivingTypeDynamics-FunctionsISTJISFJINFJINTJSensingDominantSensingDominantIntuitionDominantIntuitionDominantThinkingAuxiliaryFeelingAuxiliaryFeelingAuxiliaryThinkingAuxiliaryFeelingTertiaryThinkingTertiaryThinkingTertiaryFeelingTertiaryIntuitionInferiorIntuitionInferiorSensingInferiorSensingInferiorISTPISFPINFPINFPThinkingDominantFeelingDominantFeelingDominantThinkingDominantSensingAuxiliarySensingAuxiliaryIntuitionAuxiliaryIntuitionAuxiliaryIntuitionTertiaryIntuitionTertiarySensingTertiarySensingTertiaryFeelingInferiorThinkingInferiorThinkingInferiorFeelingInferiorESTPESFPENFPENTPSensingDominantSensingDominantIntuitionDominantIntuitionDominantThinkingAuxiliaryFeelingAuxiliaryFeelingAuxiliaryThinkingAuxiliaryFeelingTertiaryThinkingTertiaryThinkingTertiaryFeelingTertiaryIntuitionInferiorIntuitionInferiorSensingInferiorSensingInferiorESTJESFJENFJENTJThinkingDominantFeelingDominantFeelingDominantThinkingDominantSensingAuxiliarySensingAuxiliaryIntuitionAuxiliaryIntuitionAuxiliaryIntuitionTertiaryIntuitionTertiarySensingTertiarySensingTertiaryFeelingInferiorThinkingInferiorThinkingInferiorFeelingInferiorTheInferiorFunction为什么?Toomuchenergytransferredtoourleastpreferred(thereforeleastdeveloped)functions何时?UnderstressIllnessFatigueParticularlychallengingcontexts怎么做?ImmatureversionoftheFunction:T