差别
这里会显示出您选择的修订版和当前版本之间的差别。
| 两侧同时换到之前的修订记录 前一修订版 后一修订版 | 前一修订版 | ||
|
日常累积:leadership_in_projects [2023/09/12 12:55] lichao |
日常累积:leadership_in_projects [2023/09/28 15:42] (当前版本) lichao [领导行为] |
||
|---|---|---|---|
| 行 55: | 行 55: | ||
| * 理想的领导风格是: | * 理想的领导风格是: | ||
| - | * 领导风格与领袖的个性有关, | + | * 领导风格与领袖的个性有关, |
| - | * 领导风格不仅和情境有关, | + | * 领导风格不仅和情境有关, |
| - | ==== Situational leadership model ==== | ||
| - | The Situational Leadership Model suggests that there is no “one size fits all” approach to leadership. Depending on the situation, varying levels of “leadership” and “management” are necessary. | + | ==== 领导行为 ==== |
| - | Matching your leadership style to the situation： | ||
| - | - Identify the Most Important Tasks or Priorities | ||
| - | - Diagnose the Readiness Level of the Followers | ||
| - | - Decide the Matching Leadership Style | ||
| - | === The Four Types of Situational Leadership === | + | {{: |
| - | Directing – This leadership approach is most appropriate when the followers have low willingness and low ability for the task at hand. When the followers cannot do the job and are unwilling or afraid to try, then the leader must take a highly directive role. Directing requires those in charge to define the roles and tasks of the followers, and supervise them closely. Decisions are made by those in charge and communication is one-way. If the leader focused more on the relationship in this situation, the followers would become confused about what must be done and what is optional. Directing is often used when the issue is serious or comes with drastic consequences if not successful. The leader maintains a directive position to ensure all required actions are completed. | + | {{: |
| - | Coaching – This leadership approach is most appropriate when the followers have high willingness but low ability for the task at hand. Like Directing, Coaching still requires leaders to define roles and tasks clearly, but the leader seeks ideas and suggestions from the follower. Decisions remain the leader' | + | === 任务导向行为 === |
| + | 领袖在角色定义中的参与度（高速员工应该何时、何地、如何做事，如果有多个员工，则需要安排分工），包括： | ||
| - | Supporting – This leadership approach is most appropriate when the followers have low willingness but high ability for the task at hand. Supportive leadership works when the follower can do the job, but is refusing to do it or showing a lack of commitment. The leader need not worry about showing them what to do, but instead should be concerned with finding out why the followers are refusing and work to persuade them to cooperate. The key to supportive leadership is motivating and building confidence in people! Clarification on the details of the process won’t matter, as the follower already knows what to do but lacks the motivation to act. Supportive leadership involves listening, giving praise and making the followers feel good when they show the necessary commitments for success. | + | * 设定目标 |
| + | * 组织人员 | ||
| + | * 指定时间表 | ||
| + | * 指明方向 | ||
| + | * 控制质量、进度 | ||
| - | Delegating – This leadership approach is most appropriate when the followers have high willingness and high ability. Leaders should rely on delegating when the follower can do the job and is motivated to do it. There is a high amount of trust that the follower will do well, and the follower requires little supervision or support. Delegating still keeps the leader involved in the decisions and problem-solving, | ||
| + | === 关系导向行为 === | ||
| - | === The Situational Leadership Model === | + | 领袖与员工的互动成都，包括双向（或多向）沟通、聆听、支持行为和社会/ |
| - | {{:日常累积:pasted:20230912-111143.png?400}} | + | * 提供支持 |
| + | * 沟通 | ||
| + | * 促进互动 | ||
| + | * 主动聆听 | ||
| + | * 提供反馈 | ||
| + | |||
| + | === 决策风格 === | ||
| + | - 领袖决策 | ||
| + | - 领袖决策，当中与员工进行对话或说明 | ||
| + | - 领袖和员工一起做决定，或是员工在领袖的鼓励下做决定 | ||
| + | - 员工自行决定 | ||
| + | |||
| + | |||
| + | ==== 员工准备度 ==== | ||
| + | |||
| + | ^ 高 ^ 中 ^^ 低 ^ | ||
| + | | R4 | R3 | R2 | R1 | | ||
| + | | 有能力\\ 意愿\\ 且自信 | ||
| + | | 员工主导 | ||
| + | |||
| + | * 能力: 拥有必备的只是，经验和技能 | ||
| + | * 意愿：拥有必备的自信、委身和动力 | ||
| + | |||
| + | === 高概率配对 === | ||
| + | |||
| + | 当领袖行为符合相对应的员工准备度时, | ||
| + | |||
| + | ^ S1 ^ S2 ^ S3 ^ S4 ^ | ||
| + | | 告知 | ||
| + | | 引导 | ||
| + | | 指示 | ||
| + | | 执行 | ||
| + | | ||
| + | 这类理论的观点是, | ||
| + | |||
| + | 上图中有一些元素我们要特别注意: | ||
| + | 首先是前面谈到过的两种行为: | ||
| + | | ||
| + | - 关係导向行为/ | ||
| + | |||
| + | 这两种行为的结合可以产生四种领导方式: | ||
| + | |||
| + | 第三个元素是跟随者(员工)的准备度。准备度主要指员工的工作能力和意愿: | ||
| + | - 能力包括: | ||
| + | - 意愿包括: | ||
| + | - 这两者的组合也可以产生不同级别的准备度——对于个体和群体都同样适用。 | ||
| + | ==== Situational leadership model ==== | ||
| + | |||
| + | The Situational Leadership Model suggests that there is no “one size fits all” approach to leadership. Depending on the situation, varying levels of “leadership” and “management” are necessary. | ||
| + | |||
| + | Matching your leadership style to the situation： | ||
| + | - Identify the Most Important Tasks or Priorities | ||
| + | - Diagnose the Readiness Level of the Followers | ||
| + | - Decide the Matching Leadership Style | ||
| + | |||
| + | === The Four Types of Situational Leadership === | ||
| + | {{: | ||
| + | * Leadership Style 1: Directing for the Enthusiastic Beginner | ||
| + | * As a situational leader, you provide a R1 person with high directive behaviour and low supportive behaviour, i.e. you provide specific direction about goals, you show and tell a person what, when, where, and how to do something, and then you closely monitor the person’s performance in order to provide frequent feedback on results. If there are decisions, you take them. | ||
| + | * Leadership Style 2: Coaching for the Disillusioned Learner | ||
| + | * As a situational leader, you provide a R2 person with high directive behaviour and high supportive behaviour, i.e. you continue to direct goal or task accomplishment but you also explain why, you solicit suggestions, | ||
| + | * Leadership Style 3: Supporting for the Capable but Cautious Contributor | ||
| + | * As a situational leader, you provide a R3 person with low directive behaviour and high supportive behaviour, i.e. you facilitate, listen, encourage, and support. You make decisions together. You support the person’s efforts, listen to the suggestions, | ||
| + | * Leadership Style 4: Delegating for the Self-Reliant Achiever | ||
| + | * As a situational leader, you provide a R4 person with low directive behaviour and low supportive behaviour, i.e. R4 makes most decisions about what, how, and when. You value the person’s contributions and support his/her growth. | ||
| ===== Expectation management ===== | ===== Expectation management ===== | ||
