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tdp_1:md-tdp1-mls [2025/02/20 17:39] lichao [Management vs. leadership] |
tdp_1:md-tdp1-mls [2025/02/25 17:32] (当前版本) lichao |
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| ==== 4 development levels ==== | ==== 4 development levels ==== | ||
| + | Development level is a combination of competence and commitment: | ||
| + | |||
| + | * Competence is | ||
| + | * Demonstrated goal or task specific knowledge and skills, and | ||
| + | * transferable knowledge and skills | ||
| + | * commitment is motivation and confidence on a specific goal or task | ||
| + | |||
| + | {{: | ||
| + | |||
| + | | D1 | D2 | D3 | D4 | | ||
| + | | Low Competence | Low to some Competence | Moderate to High Competence | High Competence | | ||
| + | | High Commitment | Low Commitment | Variable Commitment | High Commitment | | ||
| + | | Enthusiastic Beginner | Disillusioned Learner | Capable but cautious contributor | Self-Reliant Achiever | | ||
| ==== 4 leadership styles ==== | ==== 4 leadership styles ==== | ||
| + | {{: | ||
| + | |||
| + | |||
| + | | Directive leadership behaviors | ||
| + | | Action that shape and control what, how, and when things are done | Actions that develop mutual trust and respect, resulting in eased motivation and confidence | ||
| + | | Setting SMART goals | Listening | ||
| + | | Showing and telling how | Ask for input | | ||
| + | | Establishing timelines | Providing rationale | ||
| + | | Identifying priorities | Sharing information about the organization | ||
| + | | Clarifying roles | Sharing information about self | | ||
| + | | Developing action plans | Facilitating self-reliant problem solving | ||
| + | | Monitoring and tracking performance | Acknowledging and encouraging | ||
| + | |||
| + | |||
| + | | S1 | S2 | S3 | S4 | | ||
| + | | Directing | Coaching / Enabling | Supporting | Delegating | | ||
| + | | High Direction, low support | High Direction, high support | Low Direction, high support | Low Direction, low support | | ||
| + | | Gives direction about what, how and when | Explores concerns and encourages | Asks associate for input about what and how | Acknowledges expertise | | ||
| + | | Defines goals, timelines, and priorities | Explains why | Listens and encourages | Supports autonomy | | ||
| + | | Clarifies role and boundaries | Redirects and reteaches | Facilitates problem solving by asking open-ended questions | Invites innovation and ongoing learning | | ||
| + | | Checks in frequently | Involves in problem solving | Reflects on past successes | Provides opportunities to teach and mentor others | | ||
| + | | Acknowledges transferable skills and / or commitment | Provides perspectives | Acknowledges high levels of competence and contribution | Values contributions | | ||
| ===== Motivation ===== | ===== Motivation ===== | ||
| ==== Extrinsic & Intrinsic motivation ==== | ==== Extrinsic & Intrinsic motivation ==== | ||
| + | |||
| + | There are three basic types of motivation in psychology: | ||
| + | |||
| + | * Biological motivation or 1.0: refers to the most primitive type of motivation and the one that helps us to stay alive: thirst, hunger … | ||
| + | * Extrinsic motivation or 2.0: which motivates us to move due to external factors, usually due to the existence of penalties and / or rewards. | ||
| + | * Intrinsic motivation or 3.0: is the one that encourages us to do things for ourselves, as we enjoy it. | ||
| ==== Motivation 3.0 ==== | ==== Motivation 3.0 ==== | ||
| + | {{: | ||
| + | |||
| + | |||
| + | |||
| + | | Autonomy | ||
| + | | The urge to direct your own life | The desire to do better and better in something that matters | ||
| ===== Positive leadership ===== | ===== Positive leadership ===== | ||
| + | <note tip> | ||
| + | |||
| + | OUR CONVICTION-THE BASIS: HUMANISTIC CONCEPTION OF MANKIND | ||
| + | * People are willing and able to make a contribution | ||
| + | * People only do what they like to do | ||
| + | * Our brain focuses on maximizing pleasure and positive stimulation | ||
| + | * People only change if they are touched by emotions and motives and if the change is rewarding | ||
| + | * People learn above all from those with whom they work or live | ||
| + | * People are creative, active, capable of learning and development and ask for meaning | ||
| ==== Experience positivity ==== | ==== Experience positivity ==== | ||
| + | |||
| + | an understanding of leadership that..is based on scientific principles that represent a change of paradigm from a mechanistic view of the world to a view of human kind and organization as living organisms, systematically perceives the " | ||
| + | |||
| + | <note tip> | ||
| ==== Strategies for positive leadership ==== | ==== Strategies for positive leadership ==== | ||
| + | |||
| + | |||
| + | {{: | ||
| + | |||
| + | |||
| + | {{: | ||
| ===== Transformational leadership ===== | ===== Transformational leadership ===== | ||
| 行 50: | 行 116: | ||
| ==== Full range of leadership ==== | ==== Full range of leadership ==== | ||
| - | ==== 4i's of Transformational leadership ==== | ||
| - | ===== Back to my leadership | + | {{: |
| + | |||
| + | Transformational leadership is the ability certain leader shave to inspire, motivate, and mobilize supporters and followers in order to create change or achieve the seemingly impossible. | ||
| + | |||
| + | Transformational leaders affect followers, who are intended to trust, admire and respect the transformational leaders, | ||
| + | * Increasing their awareness of task importance and value | ||
| + | * Getting them to focus first on team or organizational goals, rather than their own interests | ||
| + | * Activating their higher-order needs | ||
| + | |||
| + | |||
| + | ==== 4i's of Transformational | ||
| - | ==== Addressing my leadership challenge | + | - Idealized Influence 表率 |
| + | * Acting as a role model | ||
| + | * Spreading enthusiasm | ||
| + | * Acting with integrity | ||
| + | - Inspirational Motivation 激励（大饼） | ||
| + | * Communicating an attractive vision | ||
| + | * Emotionally inspiring | ||
| + | * Leveraging the meaning of goals and tasks | ||
| + | - Intellectual Stimulation 激发创新 | ||
| + | * Questioning old ways of doing things | ||
| + | * Imparting new perspectives | ||
| + | * Trusting people | ||
| + | - Individualized Consideration 个性化 | ||
| + | * Considering each employee as an individual | ||
| + | * Developing each employee individually | ||
| + | * Fostering self-confidence | ||
| + | ===== Reference ===== | ||
| - | ==== Reflecting on My leadership Style ==== | + | 积极领导力， 领导传递正能量实践版 |
