《Leadership_introduction_lecture领导力》(英文版)课件.ppt

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1、Leadership_introduction_lecture领导力（英文版）ActivitieswFilmReview&Applications(Individual)GandhiBraveheartPatchAdamswIn-ClassFilmsDanielGolemanRonKauffmanFishPrincipleNinoyAquinoWhatisaGoodLeader?wThinkofthreeleadersthatyouwillfollowfreely.Whataretheirqualities?Whatdotheydothatmakeyouwanttofollowthem?How

2、dotheyaffectyou?wThinkofthreeleaderswhomyouwillfollowonlyifyouareforcedtodosoorifyouarepaidwithlotsofmoneyorwhoyouwillnotfollowatallnomatterwhat.Whywontyoufollowthemvoluntarily?Whataretheirtraits?Whatdotheydo?Whatistheirimpactonyou?FollowVoluntarilywLotsofexperiencewConsideratewEmpowerspeoplewVision

3、arywOpen-mindedwInspiringwLeadsbyexamplewHonestwCommendspeoplewGoodcommunicatorwPassionatewGreatmotivatorwHardworkingwHumblewIntelligent/smartwRisktakerwCharmingwThinksofthewelfareofhisfollowerswApproachablewFlexiblewTransparentwfirmwprincipledFollowUnwillinglyorWontFollowAtAllwCorruptwImmoralwClose

4、dmindedwDoesnotacceptaccountabilitywInefficientwIndecisivewIncompetentwHypocritewDoesntacceptmistakeswBuckpasserwRumorMongererwFavoriteswUnethicalwSelfishwSarcasticwArrogantwSelf-servingwLazywSelf-righteouswTaintedwithdishonorwUnprofessionalwNarrowmindedwImpatientResearchFindingsGameAnimalGameWinner

5、VsLoserThewinnerispartoftheanswerTheloserispartoftheproblemBest Boss Worst Boss by Best Boss Worst Boss by James B.MillerJames B.MillerWinnerVsLoserThewinnerhasaprogramTheLoserhasanexcuseBest Boss Worst Boss by Best Boss Worst Boss by James B.MillerJames B.MillerWinnerVsLoserThewinnerseesananswerine

6、veryproblemTheloserseesaproblemineveryanswerBest Boss Worst Boss by Best Boss Worst Boss by James B.MillerJames B.MillerWinnerVsLoserThewinnersays,“Letmedoitforyou”Thelosersays,“Thatsnotmyjob”Best Boss Worst Boss by Best Boss Worst Boss by James B.MillerJames B.MillerWinnerVsLoserThewinnerseesagreen

7、neareverysandtrapTheLosersees2or3sandtrapsneareverygreenBest Boss Worst Boss by Best Boss Worst Boss by James B.MillerJames B.MillerWinnerVsLoserThewinnersays,”Itmaybedifficultbutitsnotimpossible”Thelosersays,”Itmaybepossible,butitsdifficult”Best Boss Worst Boss by Best Boss Worst Boss by James B.Mi

8、llerJames B.MillerWinnerVsLoserwThewinnerispartoftheanswerwTheloserispartoftheproblemwThewinnerhasaprogramwTheLoserhasanexcusewThewinnersays,“Letmedoitforyou”wThelosersays,“Thatsnotmyjob”wThewinnerseesananswerineveryproblemwTheloserseesaproblemineveryanswerwThewinnerseesagreenneareverysandtrapwTheLo

9、sersees2or3sandtrapsneareverygreenwThewinnersays,”Itmaybedifficultbutitsnoimpossible”wThelosersays,”Itmaybepossible,butitsdifficult”Best Boss Worst Boss by Best Boss Worst Boss by James B.MillerJames B.MillerChangingManagementMindsetFrom:wManagingotherswDirectingwCompetingwRelyingonruleswUsingHierar

10、chywConsistency/SamenesswSecrecywPassivitywIsolationwPeopleasanexpenseTo:wLeadingotherswGuidingwCollaboratingwFocusingonoutcomeswUsingnetworkwDiversity/FlexibilitywSharinginformationwRisktakingwInvolvementwPeopleasassetsBest Boss Worst Boss by Best Boss Worst Boss by James B.MillerJames B.MillerHuma

11、nRelationswThesixmostimportantwords:I admit I made a mistake.wThefivemostimportantwords:You did a good job!wThefourmostimportantwords:What is your opinion?wThethreemostimportantwords:If you please.wThetwomostimportantwords:Thank you.wThesinglemostimportantword:WewTheleastimportantword:IBest Boss Wor

12、st Boss by Best Boss Worst Boss by James B.MillerJames B.MillerLeadershipwLListeningwEEmpoweringviewpointwAAmbitionwDDesirewEExamplewRRespectwSSelf-esteemwHHeartwIInitiativewPPatienceBest Boss Worst Boss by Best Boss Worst Boss by James B.MillerJames B.MillerFamousLeaderwDick&Mauriceveryentrepreneur

13、ialestablishedatheaterthenadrive-inrestaurantin1937.w1948theystartedtoservewalk-inclientswithfastservice(Speedyservicesystem),streamlinedtheiroperationsandconcentratedonsellinghamburgers.w1954RayKrocownerofamilkshakemachinefactoryjoinedthem.Hehasthevisiononwhatthecompanycanbe.Agreatleaderthatalwaysi

14、nsearchofgoodleadersthatcanhelphiminrunningthecompany.WhatLeadersDowEstablishdirection:developingavisionofthefuture(strategies)wAligningpeople:Communicating,directingbywordsanddeedswMotivatingandinspiring:EnergizingpeopletoovercomeproblemswProducingchange:dramaticchangeLeadershipwWereallleaderswLead

15、ershipspringsfromwithinwLeadershipisnotanact.ItisawayoflivingwOngoingprocessSession2PuzzleGameTeamworkCompetitivenessVs.CooperationLookatothersasenemiesConcentrateonyourselfBecomesuspiciousofothersWinonlyifyouaregoodWinningdeterminedbyyourskillsSmallvictorySomejoyTherearewinnersandlosersLookatothers

16、asfriendsConcentrateonothersBecomesupportiveofothersWinifyouorothersaregoodWinningdeterminedbyskillsofmanyLargevictoryMuchjoyThereareonlywinnersLeadershipHierarchyLevel1HighlycapableindividualMakes productive contributions through talent,knowledge,skills and good work habitsLevel2ContributingTeamMem

17、berContributes individual capabilities to the achievement of group objectives and works effectively with others in a group settingLevel3CompetentManagerOrganizes people and resources toward the effective pursuit of predetermined objectivesLevel4EffectiveLeaderCatalyzes commitment to and vigorous pur

18、suit of a clear and compelling vision,stimulating higher performance standardsLevel5ExecutiveBuilds enduring greatness through a paradoxical blend of personal humility and professional willDifferenceinconcernbetweenLevel4andLevel5LeadersLevel4Leaders1.Finetuneconcept2.Strategyquestionsfirst:AsklWhat

19、todo?lWhattomake?lHowmuchtochargeit?Level5Leaders1.Whosfirst2.Strategylater,Rightpeopletodecide3.Statementoftrust4.Senseofownership5.CommitmentLevel5Leadership(ProfessionalWill)wBurningambitionforcompanySuccessLovefirmWorkrelentlessforresultsBeyondambitionLevel5Leadership(ProfessionalWill)wCommitted

20、tobuilding“Generationally”LongevityPassingofbatonDiscoverabilityNotweaksuccessorLevel5Leadership(PersonalHumility)wUnassumingwQuietlyproducingwNotclaimingcreditwDirectattentiontoothers(MirrorWindowprinciple)TipstoavoidMediocrityintheworkplacewKeepRaisingstandardswGivechoicewhotolosewLetgotopeopleuna

21、bletomeetbarsetKEYPOINTSwEvery good-to-great company had Level 5leadershipduringthepivotaltransitionyears.w“Level 5”refers to a five-level hierarchy ofexecutive capabilities,with Level 5 at the top.Level 5 leaders embody a paradoxical mix ofpersonalhumilityandprofessionalwill.Theyareambitious,to be

22、sure,but ambitious first andforemostforthecompany,notthemselves.KEYPOINTSwLevel5leaderssetuptheirsuccessorsforevengreater successin the next generation,whereasegocentric Level 4 leaders often set up theirsuccessorsforfailure.wLevel 5 leaders display a compelling modesty,are self-effacing and underst

23、ated.In contrast,two-thirds of the comparison companies hadleaders with gargantuan personal egos thatcontributedtothedemiseorcontinuedmediocrityofthecompany.KEYPOINTSwLevel 5 leaders are fanatically driven,infectedwith an incurable need to produce sustainedresults.Theyareresolvedtodowhateverittakest

24、omakethecompanygreat,nomatterhowbigorhardthedecisions.wLevel5leadersdisplayworkmanlikediligencemoreplowhorsethanshowhorse.KEYPOINTSwLevel 5 leaders look out the window toattribute success to factors other thanthemselves.When things go poorly,however,theylookinthemirrorandblamethemselves,takingfullre

25、sponsibility.Thecomparison CEOs often did just theoppositetheylookedinthemirrortotakecreditforsuccess,butoutthewindowtoassignblamefordisappointingresults.KEYPOINTSwOne of the most damaging trends in recenthistoryisthetendency(especiallybyboardsofdirectors)toselectdazzling,celebrityleadersandtode-sel

26、ectpotentialLevel5leaders.wIbelievethatpotentialLevel5leadersexistallaroundus,ifwejustknowwhattolookfor,andthat many people have the potential to evolveintoLevel5.DefinitionsofLeadershipw“Theartofmobilizingotherstowanttostruggleforsharedaspirations.”-KouzesandPosner,1995“liberatingpeopletodowhatisre

27、quiredoftheminthemosteffectiveandhumanewaypossible.”-MaxDePree,1990DefinitionsofLeadershipw“Leadershipisexercisedwhenpersonsofcertainmotivesandpurposesmobilize,incompetitionorinconflictwithothers,institutional,political,psychological,andotherresourcessoastoarouse,engage,andtosatisfythemotivesoffollo

28、wers.”JamesMacGregorBurns,1975DefinitionsofLeadershipw“Transformingfollowers,creatingvisionsofthegoalsthatmaybeattained,andarticulatingforthefollowersthewaystoattainthosegoals”Bass,1985;TichyandDevanna,1986DifferenceBetweenManagingandLeadingwManagingPlanningandBudgettingOrganizingandStaffingControll

29、ingandProblemSolvingSource:AForceforChange,JohnP.KotterwLeadingEstablishingDirectionAligningPeopleMotivatingandInspiringWhatLeadersDoWhatLeadersDowRelentlesslyupgradetheirteams,usingeveryencounterasanopportunitytoevaluate,coach,andbuildself-confidence.wMakesurepeoplenotonlyseethevision,theyliveandbr

30、eatheit.wGetintoeveryonesskin,exudingpositiveenergyandoptimism.wEstablishtrustwithcandor,transparency,andcredit.wHavethecouragetomakeunpopulardecisionsandgutcalls.wProbeandpushwithcuriositythatbordersonskepticism,makingsuretheirquestionsareansweredwithaction.wInspirerisktakingandlearningbysettingthe

31、examplewTheycelebrate!JackWelch-WinningRelentlesslyupgradetheirteams,usingeveryencounterasanopportunitytoevaluate,coach,andbuildself-confidence.wYouhavetoevaluate-makingsuretherightpeopleareintherightjobs,supportingandadvancingthosewhoare,andmovingoutthosewhoarenot.wYouhavetocoach-guiding,critiquing

32、,andhelpingpeopletoimprovetheirperformanceineveryway.wBuildself-confidence-pouringoutencouragement,caringandrecognition.Makesurepeoplenotonlyseethevision,theyliveandbreatheitwNojargonsmustbeused(cannotbenoblebutvague)!wLeadersmustcommunicatethevisiondownstream(neverfilter!).wRewardsmustbealigned.wNo

33、visionisworththepaperitsprintedonunlessitiscommunicatedconstantlyandreinforcedwithrewards.Getintoeveryonesskin,exudingpositiveenergyandoptimism.w“Thefishrotsfromthehead”.wTheleadersmoodiscatching.wUnhappytribesahaveatoughtimewinning.wAnupbeatmanagerwhogoesthroughthedaywithapositiveoutlooksomehowends

34、uprunningateamororganizationfilledwithupbeatpeoplewithpositiveattitude.Establishtrustwithcandor,transparency,andcredit.wTrusthappenswhenleadersaretransparent,candidandkeeptheirwords.wPeopleshouldknowwheretheystandintermsoftheirperformance.wPeopleshouldknowhowthebusinessisdoing.wGivecreditswherecredi

35、tisdue.TheCandorEffectwGetsmorepeopleintheconversationandwhenyougetmorepeopleintheconversation,yougetmoreideas.wGeneratesspeed.Whenideasaredebatedrapidly,expandedandenhanced,theygetactedupon.wCutscost.Iteliminatesmeaninglessmeetings.Havethecouragetomakeunpopulardecisionsandgutcalls.wYouarenotaleader

36、towinapopularitycontest.wYourjobistolistenandexplainyourselfclearlybutmoveforward.wYouvebeenaleaderbecauseyouveseenmoreandbeenrightmoretimes(listeningtoyourgut).Probeandpushwithcuriositythatbordersonskepticism,makingsuretheirquestionsareansweredwithaction.wThejoboftheleaderistoaskquestions.Questions

37、like“whatif?,Whynot?AndHowcome?”wYourquestionsmuststimulatedebatesandraiseissuesthatgetaction.wYoumustalwayschallengetogetabiggerandbettersolution.InspirerisktakingandlearningbysettingtheexamplewSuccessfulcompaniesembracerisktakingandlearning.wCreateaculturethatwelcomesriskbyfreelyadmittingyourmista

38、kesandtalkingaboutwhatyouvelearnedfromthem.wLearnfromourpeople.wGetpeoplewhocancomplementyourweaknesses.Theycelebrate!wCelebratingmakespeoplefeellikewinnersandcreatesanatmosphereofrecognitionandpositiveenergy.wWorkistoomuchapartoflifenottorecognizemomentsofachievement.Session3MeetingandMakingFriends

39、“BreakingDownWalls”wTheobjectiveofthegameistohavethemostnumberofcorrectmatchesbetweenthepersonbeingpertainedtoandthe“descriptor.”wInyourgroup,individuallyanswerthefollowingquestions:AnamazingfactaboutyourselfnotmanypeopleknowAnicknameyouwerefondlycalledwhenyouwereachildWhatyouwouldbringtoyourHighSch

40、oolreunionYourgreatestfearYourpricelesspossession“BreakingDownWalls”wAsagroup,decidewhichofthefactsunderthefiveheadingsyouwouldincludeinthecontest.Yourobjectiveistomisleadtheotherteamssothattheycouldnotaccuratelymatchtheanswerwiththepersonitcamefrom.Sochoosethosethatfewpeopleknowabouttheperson.G O!G

41、andhiGandhiwPrivatemanw/owealth,propertyofficialtitlewNotcommanderofArmywNoraRulerofvastlandwNoscientificachievementsartisticgiftGandhiGen.GeorgeC.Marshall-HasbecomethespokesmanfortheconscienceofallmankindHemadehumilityandsimpletruthmorepowerfulthanempiresEventsinGandhislifewSouthern Africa train ri

42、de 1893-“No colored atty in South AfricawCant walk in the pavement with white men(equal rights)w Burning of passes(courage and persistence)wWalking in the pavement with a clergy man(When your enemy strike you on your right cheek offer your left also)wCreation of a paper to unite the communityEventsi

43、nGandhislifewQuarrel with wife regarding cleaning the restroom(you are human only human)wNew Law(all Indians must be fingerprinted like criminals,Only Christian marriage are valid,Policemen demand card of Indian woman)wMiners strike wPrison cellEventsinGandhislifewHis return to India(Politician want

44、s to use him)He saw poverty He was wearing a tunic the same clothes his prison mates wear(No political ambitions)wHis train ride going back to his province he saw the insurgentswCongress independence rally Politicians who wants to replace the British(Millions that toil the soil under the sun can one

45、 say he represents India)wLive like an India(goes back to basic)EventsinGandhislifewWhen ever there is injustice I always believe in fighting.Question do you fight to change things or to punish it;leave punishment to GodwThe visit of the old poor farmer complaining about their landlordswSecond arres

46、t(No shirt if I want to be one with them,I have to live like them)He asked his clergy friend to leave India(is not an easy to decision)Refusal to leave the province and refusal to pay 100 rupees.(Show of character)release without bailwNo Luxuries riding on 3rd class and walkingwA day of fasting(Gene

47、ral strike)EventsinGandhislifew3rdarrest(fightingerupted)wMassacreoftheinnocentgatheringfiringsquad(couragetotaketheiranger)wJointmeetingherequestedtheBritishtoliveIndiawBurningoftheclothesfromEnglandwPolicemenkilledbymarchersleadtoGandhisfirstfasting(willingnesstodieforacause)w4tharrestsedition(non

48、cooperationwithevilisaduty)6yearsimprisonmentwSaltmaking(Royalmonopoly)EventsinGandhislifewGandhis5tharrestwRallytosaltfactorywhereintherallyistwerebeatenbythesoldiersandtheydidnotretaliatew6tharrestthedeathofhiswifewHinduvsMuslimw2ndfastingforpeacebetweenHinduandMuslimwHinduwhokilledachildwDeathofG

49、andhiSayingswWhenyourefightingforajustcausepeopleseemedtopopupevenwhenitsdangerouswYoumustshowcouragewillingtotakeablowandnotfightback(decreaseangerandincreasesrespect)wMinorityofonethetruthisthetruthwEachmanslaborisasimportantasanotherswItsnotme,itstheprinciple.AndyouwilldoitwithjoyornotatallwNocau

50、se,thatIampreparedtokill.TheycannottakeawaytheirselfrespectifwedonotgiveittothemSayingswFightagainsttheirangernottoprovokeitwReceivetheblowsinourpainwewillmakethemtheirinjusticewTheymaketorturemybodyandkillmetheywillhavemybodynotmyobediencewMydignitycomesfromfollowingmyhusbandwEmbarrassthosewhotreat