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 14:37] lichao [领导风格和处境理论(1967-1980)] |
日常累积:leadership_in_projects [2023/09/28 15:42] (当前版本) lichao [领导行为] |
||
|---|---|---|---|
| 行 60: | 行 60: | ||
| ==== 领导行为 ==== | ==== 领导行为 ==== | ||
| + | |||
| + | |||
| + | {{: | ||
| {{: | {{: | ||
| 行 135: | 行 138: | ||
| === The Four Types of Situational Leadership === | === 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' | + | |
| - | + | ||
| - | + | ||
| - | 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. | + | |
| - | + | ||
| - | 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, | + | |
| - | + | ||
| - | + | ||
| - | === The Situational Leadership Model === | + | |
| - | + | ||
| - | {{: | + | |
| + | * 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 ===== | ||
