Leadership and its model

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====== Leadership and its model ======

===== Core dimensions of leadership =====

Leadership-map

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  - Positive principles: 
    * leading with passion, 
    * leading with focus on strengths, 
    * leading with purpose
  - Professionalism: 
    * instruments, 
    * role clarity, 
    * knowledge
  - Process: 
    * effectiveness, 
    * awareness, 
    * Appreciation
  - Practice: 
    * leading oneself, 
    * leading people, 
    * leading the organization
	
==== Bosch leadership model ====
    * Leading my business
    * Leading myself
    * Leading others

===== 行为向导理论(1948-1967) =====

这理论将领导当作一项活动来研究。
研究者对数百种领导 行为进行了统计和分析(研究主要来自美国俄亥俄州大学)。 最后他们把这数百种领导力模型划分为两大行为模型:体贴 (consideration)和架构建设(initiating structure)。

  * 体贴是一种以身作则的领导方式,它传达的资讯包括:友谊、相互信任、尊重、温暖人心、领袖和员工之间的接触、相互支持和坦诚的沟通。
    - 领袖注意倾听员工的心声。
    - 领袖愿意根据需要作出改变。
    - 领袖和蔼可亲、平易近人。

  * 架构建设是另外一种领导模式,它为跟随者指明方向,确定团队各成员的角色,制定沟通、工作、解决问题、批评失职 行为、规划专案和协调。
    - 领袖把任务分配给员工。
    - 领袖要求员工遵守公司规章制度。
    - 领袖让员工明白自己的要求。

{{:日常累积:pasted:20230912-112613.png?500}}


===== 领导风格和处境理论(1967-1980) ======

这个新时代的领导力模型告诉我们:领导的果效不仅取决于领袖的行为和能力,也取决于员工及其处境。

这一类理论关注的核心问题实际上是领导风格的问题。相关的观点如下:

  * 理想的领导风格是:既高度重视人际关係又重视业绩。
  * 领导风格与领袖的个性有关,不是说改就能改。也就是说,要麽改变情境来适应领袖的风格,要麽领袖需要创造适合自己领导风格的情境。
  * 领导风格不仅和情境有关,也与员工的成熟度和准备度 (readiness)有关。不同的领导风格,适切于员工不同的成熟 度和准备度。一个训练有素的领袖能够根据情境和员工就绪程度来调整自己的领导风格。


==== 领导行为 ====


{{:日常累积:pasted:20230928-154204.png?400}}

{{:日常累积:pasted:20230912-140735.png?400}}

=== 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：

  * 设定目标
  * 组织人员
  * 指定时间表
  * 指明方向
  * 控制质量、进度


=== 关系导向行为 ===

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/情感支持等。

  * 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  |  有能力\\ 不愿意\\ 或没自信  |  没能力\\ 愿意\\ 或者有自信  |  没能力\\ 不愿意\\ 或没自信  |
|  员工主导  ||  领袖主导  ||

  * 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,我们称之为“高概率配对”(High Probability Match)。下列关键字可以帮助大家更好地应用情境领导力:

^  S1  ^  S2  ^  S3  ^  S4  ^
|  告知  |  推销  |  参与  |  授权  |  
|  引导  |  解释  |  鼓励  |  观察  |  
|  指示  |  澄清  |  协作  |  监管  |
|  执行  |  劝服  |  委身  |  成全  |  

这类理论的观点是,领袖越是能够根据情境和员工的情况来调整自己的领导风格,他就能够更高效地实现个人和组织目标。没有所谓“最好的领导风格”:只有根据员工需求和特定情 境随机应变、因地制宜方能实现最高效率。简言之,我们需要根据员工的具体情况採取相应的领导方式。

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:
  - 任务导向行为/关心业绩。领袖在角色定义中的参与度(告诉员工应该何时、何地、如何做何事)。
  - 关係导向行为/关心他人。领袖与员工的互动程度,包括双向(或多向)沟通、聆听、给予员工支持和回馈等。

这两种行为的结合可以产生四种领导方式:告知、推销、参与、授权(参见图中的相关解释)。

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:知识、经验和具体业务能力。
  - 意愿包括:自信、动机和委身。
  - 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 ===

{{:日常累积:pasted:20230912-144249.png}}

  * 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, and begin to encourage involvement in decision making. Still, you are the one to decide. Once a person has lost commitment, providing direction is not enough, you also have to provide support and encouragement.
  * 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, and ask good questions to build his/her confidence in his/her competence.
  * 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 =====


GROW: goal reality option way-forward

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===== Motivation =====


Motivation: 3-component model (3C)

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