Team Leadership(中文)

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leadership第四单元翻译

本章的目标，续
描述了发展的双因素理论在俄亥俄州立大学
讨论了管理方格识别和地方五个锚方式对网格
INTRODUCTION
When traits theory was not productive the focus shifted toward behavior of leaders
“What do leaders actually do and how do they do it?”
组织工作
考虑初始结构是独立的规模
TWO-FACTOR APPROACHES, cont.
Blake and Mouton managerial grid:
Explored the concern for task and concern for relationship
Built upon the work of the Michigan and Ohio State studies
其他研究人员把重点放在分歧的专制（任务）与民主（社会）风格
生产导向与员工导向
工作中心和员工为中心
专制与参与
任务导向与社会情感面向
McGREGOR THEORY X AND THEORY Y
McGregor created two alternative sets of assumptions of human motivation
早期行为的方法
勒温，利比特，和白色（爱荷华大学）发现三个不同的领导风格
专制作风–正式规则，法规，控制
民主作风–合作，参与和参与，互动
–自由放任风格“让”，不干涉，不参与
连续的
EARLY BEHAVIORAL APPROACHES, cont.
General findings:

团队领导力——打造高绩效团队

喜欢谈论闲闻轶事看问题比较关心人的因素喜欢与别人一起工作衣着较随便利用时间不那么有规律
Team Leadership
感应性较弱者行为的特点
不大流露自己的情感比较拘谨缄默面部表情较少较少用手势语调转折比较少对日常小事不大感兴趣
更多地根据事实而不是道听途说作推论看问题比较关心具体的工作喜欢单独一个人干衣着较讲究时间安排比较有规律
Driver 特征
果断有作为指挥人强调效率独立有目光接触有能力说话快且有说服力热情语言直接，有目的性面部表情比较少使用日历计划审慎的情感不外露
Driver 的沟通技巧
驱策型的人非常强调效率，要在最短的时间里给他一个非常准确的答案，而不是一种模棱两可的结果。
可问一些封闭式的问题，他会觉得效率会非常高。沟通的时候，身体一定要略微前倾。要讲究实际情况，有具体的依据和大量创新的思想。
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领导力的本质——影响力
要想成为团队核心，要拥有能影响周围人的能力；有利于提升领导力的“影响”包括：影响上级、下级、同级以及周围的人；
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影响力的核心——非权力影响力
影响力的本质在于自如调动对方的情绪，使得周围的人跟随自己。
构成行为的两大基本要素
被他人影响的能力（感应性），反应了一个人在别人眼里显示个人情感或关心他人的程度。
Self-Control
弱
感应性
Emotic
强
受他人影响的程度
Team Leadership
感应性较强者行为的特点

汇丰银行面试技巧

香港汇丰银行的面试经历汇丰的面试经历决定写点面经，其实不是写，是把我以前收集的关于ac的面经贴出来，够大家伙们用了。

汇丰的面试经历汇丰银行banker development 的筛选过程是我经历的面试里面最严格、最正规的网上大家对此的介绍不多，今天跟大家分享，算是为师弟师妹积累点有益的东西吧汇丰银行今年有两个program，一个management trainee, 一个是banker development 前者是针对数据中心的经理人员培养计划，后者则是培养你成为熟悉全面银行业务的银行家，期限都是2年，后者要在北京、上海、香港等地rotation bd的面试有四轮1st,shl的test, 跟kpmg的一样，只不过全是英文，数学部分的时间有点紧，试题与恒生银行竟然完全一样，因此在大家都做过的前提下必须保证足够的正确率。

2nd, 与hr manager face to face interview，全部问题与个人的soft skills有关，cbeam有详细记载，基本就是让你举例子，如何与team中不同style的人相处，解决冲突，convince对方，体现leadership，以及自己的职业发展目标什么的。

全英文，45分钟。

此轮最大的困难是要有源源不断的例子支持你的简历中的内容，以及一些处理人际关系的经验，直到自己被问的黔驴技穷为止。

3rd,case study，这是最难的一关，也是shl出的试题，分析一个案例，让你作一个文案工作，给无数人物排列优先级，然后写出memo以及一个计划书，此轮最大的障碍是时间非常紧，比如需要作三个重要决策，而留给你分析问题、解释原因并提出个人最终决策的时间只有8分钟，还要用英文书写出来，可见时间之紧，hr小姐拿一个秒表计时，多一秒时间都不给留。

整个1个半小时始终保持一种高度紧张状态，铅笔机械式的挥动（xiaosu曾提醒大家一定要带自动铅笔，偶也深受其害，两只2b铅笔被磨的没有尖，还要尽量保持卷面的整体整洁工整，这是一个良好的职业态度！）最后，作一个100道选择题的personality测试，考察你的性格是否适合银行家这种职业4th,final assessment center,最tough也最有意思的一轮啦！整整一天，包括三个部分：group discussion,face to face interview, case analysis an presentation.这一轮分两组，每组六个人，先作一个1小时的group discussi on，需要组里的人通例合作，解决一个日程安排的问题，最重要的是每人找到自己的位置，在组中有一个很好的contribution，是不是做leader不是很重要，我们围坐在一个圆桌中，背后被4个考官监视着，一举一动都被记录在案，不过一点也不紧张，还好讨论是用中文。

管理学课件-第17章-领导Leadership

17–6
Exhibit 17–1 Seven Traits Associated with Leadership
Source: S.A.Kirkpatrick and E.A.Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive, May 1991, pp.48–60; T.A.Judge, J.E.Bono, R.llies, and M.W.Gerhardt, “Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology, August 2002, pp.765–780.
Early Leadership Theories
• Discuss what research has shown about leadership traits. • Contrast the findings of the four behavioral leadership
theories. • Explain the dual nature of a leader’s behavior.
17–11
Early Leadership Theories (cont’d)
• Behavioral Theories (cont’d)
➢ University of Michigan Studies（密歇根大学的研究）
❖ Identified two dimensions of leader behavior
17–2
L E A R N I N G O U T L I N E (cont’d)

pmbok 项目经理职责英语

pmbok 项目经理职责英语The Responsibilities of a Project Manager According to PMBOK.The role of a project manager is crucial in ensuring the successful delivery of any project. They are responsible for leading and guiding the team, managing resources, and overseeing the entire project lifecycle from inception to completion. The Project Management Body of Knowledge (PMBOK) provides a comprehensive framework for project management, outlining the key responsibilities and skills required for project managers to succeed.1. Project Planning:A project manager's journey begins with planning. They need to develop a detailed project plan that outlines the scope, timeline, budget, and resources required for the project. This plan serves as a roadmap for the entire team, guiding them through the various stages of the project. Theproject manager is responsible for ensuring that all stakeholders are aligned with the plan and understand their roles and responsibilities.2. Stakeholder Management:Project managers must effectively manage stakeholders, which includes understanding their needs, expectations, and concerns. They need to communicate regularly with stakeholders, keeping them informed about the project's progress and addressing any issues or concerns that arise. Stakeholder management is crucial for maintaining buy-in and support throughout the project lifecycle.3. Team Leadership:The project manager is responsible for leading and motivating the project team. They need to delegate tasks, monitor progress, and provide feedback to ensure that the team is working efficiently and effectively. The project manager must also foster a positive team culture that encourages collaboration, innovation, and continuousimprovement.4. Risk Management:Identifying, analyzing, and responding to project risks is a crucial responsibility of the project manager. They need to develop a risk management plan that outlines strategies for mitigating, monitoring, and responding to risks that could potentially impact the project's success. The project manager must also have the ability to make quick decisions in response to unexpected risks that arise during the project lifecycle.5. Scope Management:Ensuring that the project remains within the defined scope is a fundamental responsibility of the project manager. They need to closely monitor the scope and ensure that any changes are properly evaluated, approved, and communicated to the team and stakeholders. Scope creep can quickly lead to budget overruns and timeline delays, soit's crucial for the project manager to maintain a strictscope management process.6. Time Management:Time is money, and project managers understand this better than anyone. They are responsible for ensuring that the project stays on track and meets its deadlines. This involves creating a realistic timeline, monitoring progress, and taking corrective actions when necessary. The project manager must also have the ability to prioritize tasks and adjust the plan as needed to ensure that the project is completed on time.7. Cost Management:Managing the project budget is another keyresponsibility of the project manager. They need to develop a budget plan, track expenses, and ensure that the project remains within the allocated budget. Cost overruns can quickly erode project profits, so it's crucial for the project manager to have a strong understanding of financial management and cost control techniques.8. Quality Management:Delivering a high-quality project is the ultimate goalof any project manager. They are responsible for ensuring that the project meets the defined quality standards and expectations. This involves developing a quality management plan, conducting quality assurance activities, and leading quality improvement initiatives. The project manager must also have the ability to identify and correct qualityissues to ensure that the final deliverable meets the customer's requirements.9. Communication Management:Effective communication is essential for project success. The project manager is responsible for developinga communication plan that outlines how information will be shared within the team and with stakeholders. They need to ensure that regular updates are provided, and that all stakeholders are kept informed about the project's progress, challenges, and successes. The project manager must alsohave the ability to communicate clearly and effectively in both written and verbal formats.10. Closure Management:Although the project may be nearing its end, theproject manager's responsibilities do not end there. They are responsible for ensuring that the project is properly closed out, including documenting lessons learned, conducting a post-project review, and disbursing any remaining funds. Closure management is crucial for ensuring that the project team can move on to the next project with a clear understanding of what worked well and what could be improved upon in future projects.In conclusion, the role of a project manager is diverse and demanding, requiring a strong understanding of project management principles, excellent leadership skills, and the ability to adapt to changing project environments. By effectively managing the project lifecycle, leading the team, and communicating effectively with stakeholders, project managers can ensure that projects are delivered ontime, within budget, and meeting the expectations of all involved.。

Team Leadership

What you should know
Teams thrive on clarity and common goals.
The bare committed to achieving shared goals. To build commitment to a goal, a leader needs to communicate what the team is expected to deliver, why their work is important, and the deadlines.
What you should know
The five dysfunctions of teams According to Patrick Lencioni's teaming model, there are five dysfunctions that get in the way of building great teams. The five dysfunctions are: Absence of trust -- unwilling to be vulnerable within the group. Fear of conflict -- seeking artificial harmony over constructive debate. Lack of commitment -- feigning buy-in for group decisions creates ambiguity throughout the organization. Avoidance of accountability -- ducking the responsibility to call peers on counterproductive behavior which sets low standards. Inattention to results -- focusing on personal success, status and ego before team success.

团队用英语怎么说英文说法时候什么

布鲁斯·斯普林斯汀重新组建了他的音乐团队，E街乐队。
4. Her crew consisted of children from Devon and Cornwall.
她的团队由来自德文郡和康沃尔郡的孩子们组成。
5. The team was given a roasting by manager Alex Feguson.
总统的外交政策团队正密切关注事态发展。
10. That's what we need, some new blood in the team.
这正是我们所需要的，为团队注入新鲜血液。
11. His team solved the engineering problem by stealing an idea from nature.
现代社会总是在讲团队团队，那你知道它的英文是什么吗?以下是小编给大家带来团队的英语说法，以供参阅。
团队的英语说法
1.team
2.group
团队的相关短语
团队运动 team sport
虚拟团队virtual team
团队建设 team building ; Team construction ; Bulding my Community ;
注重团队合作精神, 人与人之间, 部门与部门之间相互沟通与协调.
8. Cooperate with team members to ensure tasks assigned by clients.
与团队合作,成功完成各项人才寻访委托任务.
9. Result oriented, team oriented , self motivated, communication skills, open minded.

团队领导能力

Becoming a team leaderTable of contents1.0 Introduction (2)2.0 Definition of leadership (2)3.0 Key elements of effective leadership (3)4.0 Conclusion (8)References (9)1.0 IntroductionThis paper is to going to discuss how to become a successful team leader. For work team, leader plays an extremely important role. Normally, effective leader always is based on four dimensions, which respectively are the development of motivating vision or goal, effective actions to lead a team to work, creation of team cohesiveness, as well as attention to employees (Scouller, 2011). Effective team leader can offer effective guidance and instruction for other employees in the team to complete expected goal (Strang & Kuhnert, 2009) In addition to this, effective leaders always can make their best of their talents and inner qualities to motivate other employees to work with higher performance, and thereby reaching satisfactory results. Undoubtedly, a successful leader not only should process some essential qualities such as outstanding charisma and outstanding self awareness and so on, but also should master some effective ability and skills such as communication ability, organizing ability, management skills and so on. In order to help an individual to be a successful leader in work team, many previous scholars researched on the essential elements of an effective leader. Based on this background, this paper will focuses on discussing some key elements of effective leadership by trait theory of leadership and drawing on my personal experiences. 2.0 Definition of leadershipIn terms of leadership, there also still is not a uniform definition. Different scholars have defined leadership based on different perspectives. According to the definition proposed by Ginkel and Knippenberg (2012), leadership means that the person leading must be able to inspire others to follow. In addition to this, Knippenberg (2011) defined that leadership the influence one exerts, either overtly or covertly, to encourage others to strive to reach objectives. According to these definitions, leadership could be considered as a kind of ability owned by leader to motivate employees to accomplish expected goals. Wang et al (2011) highlighted that leadership is a behavioral process in which a leader perform right behavior to lead a team to work with higher working performance. According to this definition, a successful leader always can engage in rights behaviors to lead a team to work hard in order to achieve expected goals. Strang and Kuhnert (2009) definition leadership as leader’s ability to provide effective direction, guidance and instructions to fellow workers to accomplish jobtasks in order to achieve some common goals.For a work team or an organization, effective leader plays an extremely important role because effective leader can lead a team or an organization to accomplish some relevant job effectively and thereby increasing team working performance and achieving positive organizational performance. However, to be a successful leader is not very easy. Normally, a successful leader often must process some essential elements such as good communication ability and effective motivational skills and so on. For this, it is vital for individuals to pay more attention to develop some essential elements of effective leadership in order to make themselves to be successful leaders in a team.3.0 Key elements of effective leadershipEffective leadership is vital for any organizations because it could help an organization to reach further development and success. Normally, in order to become a successful leader, some essential elements should be met. For this, this section is going to discuss some key elements of effective leadership by using trait theory of leadershipTrait theory of leadership is a typical theoretical model that is widely used to illustrate some essential characteristics of leaders (Derue et al, 2011). According to the trait theory of leadership, the essential element of effective leadership could be embodied in the following aspects (Colbert et al, 2014). The first element is achievement drive. Normally, successful leaders always will have higher ambition and initiative to achieve higher achievement (Colbert et al, 2014). Under this condition, successfully leaders will try their best to perform relevant job tasks with higher performance in order to achieve their expectation for achievement. Take Steve Jobs as an example, he created Apple Computer, Inc in 1976, and achieved huge success in the following years. However, Steve Jobs did not content with the status quo. He has higher ambition to achieve more higher achievement. Driven by his desire for higher achievement, he led Apple Inc to innovative continuously. Depending on his efforts, Apple Inc eventually become the largest information technology firm around the world. Undoubtedly, Steve Jobs was so successfully because he has higher achievement drive. Thus, achievement drive is one of the key elements of effective leadership.The second element of effective leadership is leadership motivation, which describes that a leader have strong desire to lead their fellow employees to achieve expected goals. It is suggested that a successful leader often lead his or her fellow employees to work hard in order to achieve expected goals (Strang & Kuhnert, 2009). Take Angela Ahrendts who is CEO of Burberry as an example, in the workplace, he always works with its fellow employees together. In the workplace, he often will provide effective guidance and instructions to fellow workers to accomplish job tasks. Depending on his effective leadership motivation, he has successful led his work team to achieve outstanding achievements and has rated as a successful leader. From this point of view, it can be found that a successful leader should has powerful leadership motivation.The third element of effective leadership is honesty and integrity. A successful leader always can crate inspiring organizational culture to increase team cohesiveness based on honesty and integrity. Normally, excellent leaders are trustworthy and reliable (Joseph et al, 2015). In the workplace, their fellow employees often will consider that their leaders tell the truth and provide right guidance for them to perform relevant job tasks with higher performance. In this case, the fellow employees often will believe them and follow their lead because their leaders are leading them to do right things. As a result, the team cohesiveness will be increased significantly, and thus leading to the achievement of expected goals. In turn, if a leader engages in some behaviors without honesty and integrity, the leaders will not be trusted by his or her subordinates (Bauman, 2013). As a result, the leader will fail in leading the work team to complete job task smoothly and to achieve expected goals as the subordinates no longer believe the leader.Take my previous experience as an example, I worked with others classmates to complete a group assignment. To ensure the group assignment to be completed smoothly, we has selected a team member as group leader to lead other members to perform relevant job tasks. Before we carry out our group assignment, our leader need to be responsible for developing specific action plan and jobs allocation. He told all members that he will complete the action plan and job arrangement after three days. But three days later we hold a group meeting to discuss relevant job details. But, unfortunately, our leader hidden the fact that he did not develop thedetail action plan and job arrangement. He told all group members that he forgot to bring the detail action plan and job arrangement for the meeting. He said that he will send the detail action plan and job arrangement to other members’ email accounts next day. H owever, we did received any email from our leader about the detail action plan and job arrangement. Consequently, we approached him directly in the classroom for the purpose of obtaining the detail action plan and job arrangement. But, unfortunately, he told us that he did not complete. After then, all members no longer believed in him, and decided to change group leader. Undoubtedly, our group lead is an unsuccessful leader as he was trustworthy and reliable. Thus, a successful leader also should process the trait of honesty and integrity.The fourth element of effective leadership is self-confidence. Normally, successful leaders often are confident of themselves. In the workplace, successful leaders always are very confident that they have ability to lead a team to perform relevant job task smoothly and to achieve expected goals (Girdauskiene & Eyvazzade, 2015). Their confidence also will influence their fellow workers to work hard because their confidence will form a huge force to encourage the fellow employees to accomplish relevant jobs so as to reach expected goal. Additionally, they also are not afraid of failure because they are confident that they will achieve success through their efforts no matter how many difficulties faced by them. Due to their confidences, the successful leaders always can lead a team to overcome difficulties and then achieve success.Take Steve Jobs and Steve Wozniak, the founders of Apple company, as examples, they created Apple Company in 1976. Although they led the company to achieve success at the beginning. However, during the later years, they faced the danger of investment failure due to the shortages of funds. Many peers commented that this new setting up company will go out of business. In face of such awful moment, Steve Jobs and Steve Wozniak did not give up their idea to produce personal computers. They believed that they have ability to address the difficulty faced by them, and were confident that their business will succeed in the near future. For this, they actively sought for investors to invest their company. Through their tireless efforts and their self-confidences, they obtained the fund investment from multimillionaire Mike Markkula. As a result, Steve Jobs and Steve Wozniak successfully addressed thedifficulty faced by them and led their company to achieve glorious achievements. Until now, Apple company has become the largest information technology company worldwide. Undoubtedly, Steve Jobs and Steve Wozniak were so successful thanks to their confidence. Based on this perspective, it can be found that self-confidence also is a key element of effective leadership.The final element of effective leadership is cognitive ability. According to Wai & Rindermann (2015), cognitive ability is an individual’s ability to make right judgment on real situation and to think and reason in order to seek for the best solution or to generate ideas to respond to the real situation. Normally, a successful leader often owns good ability to making good judgment and have strong analysis ability to perform relevant ideas (Imboden, 2014). For leaders, they often will face many opportunities and threats when they lead a team to achieve organizational goals. For this, whether leader can effectively judge the opportunities and threats faced by them directly determine the effectiveness of their leadership. In many case, successful leaders often can make right judgments according to real situations and then make right decisions to respond to the real situations. Depending on effective cognitive ability, a leader can lead work team to achieve success. In turn, if a leader has not good cognitive ability, the leader often cannot make right judgment and strategies decision, let alone leading work team to achieve success. For this, cognitive ability also is a key element that determines the effectiveness of leadership.Take Jack Ma, the founder of Alibaba Group Holding Limited, as an example, he realized that online shopping will become a new consumption trend in China as internet rapid develops and is widely used by people. He judged that online shopping will bring a good business opportunity to develop his business. By making this judgment, Jack Ma began to develop Alibaba website in 1999. On April 15, 1999, Alibaba website was put into normal operation. after more than ten years of development, Jack Ma led Alibaba Group Holding Limited to achieve huge in both Chinese market and international markets. To a large extent, Jack Ma’s success also benefits from his cognitive ability because he made the right judgment on the development of E-business in today’s society. Based on this point of view, it can be fou nd that the good cognitive ability also is a key element of effective leadership.Normally, the elements of effective leadership are various. Drawing on my personal experience of playing a team leader role, effective leadership also should meet the key essential elements. The first element is effective communication is one of the most important element of effective leadership. According to Ibrahim (2015), communication is an important quality of a successful leader. Normally, as a leader, he or she often need to communicate with others. Under this condition, whether a leader can conduct effective communication will determine the effectiveness of leadership (Ibrahim, 2015). Take my personal experience as an example, when I take part in a group assignment. In my group assignment, I was appointed as group leader. In order to lead my group to accomplish our assignment smoothly, I realized the importance of communication. For this, I decided to hold a meeting per a week. In the meeting, each employees were required to report their work progress and tell some problems faced by them when they perform their perspective jobs. Based on the problems identified, I organized my team members to conduct relevant discussion in order to find out the best solution to address the problems faced by us. Through effective communication, each members can share their idea with others. Additionally, the effective communication between team members also helps to address all kinds of problems faced by us. Due to effective communication, I eventually led my group to complete the group assignment smoothly. Therefore, effective communication is essential for effective leadership.Another element is employee motivation and empower. In a team, leader plays an important role in encouraging subordinate employees to work hard in order to achieve expected goal. To reach this, leader should conduct effective employee motivation and empower. Undoubtedly, any individual has goals and expectations in team. Under this condition, successful leader also will enlarge employee empower and conduct employee motivation in order to help them to achieve their goal by performing relevant job task with higher performance. Through employee motivation and empower, leader can increase employees’ satisfaction towards their job, and then could effectively encourage them to their best to accomplish their job tasks. Thus, employee motivation and empower is important element of effective leadership.4.0 ConclusionIn summary, this report has discussed some key elements of effective leadership based on relevant trait theory of leadership and my personal experience. In this report, the author argued that achievement drive, leadership motivation, honesty and integrity, self-confidence, cognitive ability, communication ability as well as employee motivation and empower are key elements of effective leadership. Thus, to be a successful team leaders, these key elements should be developed and mastered... .ReferencesBauman, D (2013). Leadership and the three faces of integrity. The Leadership Quarterly, 24 (3), Pages 414-426Colbert, A & Judge, T & Choi, D & Wang, G (2012). Assessing the trait theory of leadership using self and observer ratings of personality: The mediating role of contributions to group success. The Leadership Quarterly. 23 (4), Pages 670–685Derue, D. S., Nahrgang, J. D., Wellman, N., & Humphrey, S. E. (2011). Trait and behavioral theories - of leadership: An integration and :meta‐analytic test of their relative validity. Personnel Psychology, 4(1), Pages 7-52Ginkel, W & Knippenberg, D (2012). Group leadership and shared task representations in decision making groups. The Leadership Quarterly, 23 (1), Pages 94-106Girdauskiene, L & Eyvazzade, F (2015). The Profile of an Effective Female Leadership in Multicultural Context. Procedia - Social and Behavioral Sciences, (210), Pages 11-20 Imboden, S (2014). Chapter 36 - Effective Leadership. Food Safety Management,Pages 959-973Ibrahim, M (2015). Model of Virtual Leadership, Intra-team Communication and Job Performance Among School Leaders in Malaysia. Procedia - Social and Behavioral Sciences, 186, Pages 674-680Joseph, D & Dhanani, L & Shen, W & McHugh, B & McCord, M (2015). Is a happy leader a good leader? A meta-analytic investigation of leader trait affect and leadership. The Leadership Quarterly. 26 (4), Pages 557–576Knippenberg, D (2011). Embodying who we are: Leader group prototypicality and leadership effectiveness. The Leadership Quarterly, 22 (6), Pages 1078-1091Scouller, J. (2011). The Three Levels of Leadership: How to Develop Your Leadership Presence, Knowhow and Skill. Cirencester: Management Books 2000Strang, S & Kuhnert, K (2009). Personality and Leadership Developmental Levels aspredictors of leader performance. The Leadership Quarterly, 20 (3), Pages 421-433Wang, H & Tsui, A & Xin, K (2011). CEO leadership behaviors, organizational performance, and employees' attitudes. The Leadership Quarterly, 22 (1), Pages 92-105Wai, J & Rindermann, H (2015). The path and performance of a company leader: A historical examination of the education and cognitive ability of Fortune 500 CEOs. Intelligence,53, Pages 102-107。

Team leadership(如何提升团队领导力？)

SIPIVT
SIPIVT
五大能力（二）Mycos:五大能力群与五大能 35项基本能力项基本能力
理解性阅读积极聆听语言沟通积极学习学习方法理解他人服务他人
一、理解与交流能力（7项）理解与交流能力（项
二、科学思维能力（4项）科学思维能力（项
科学分析数学解法批判性思维针对性写作
（四）如何打造卓越团队？如何打造卓越团队？
选拔合适人员
创造协作氛围
开展培训与研讨及时鼓励与改进
用明天的科技培养今天的学员为未来服务

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二、如何领导团队？如何领导团队？
用明天的科技培养今天的学员为未来服务
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团队的根本属性是“ ＋＞团队的根本属性是“1＋1＞2”
T—together E—everyone A—achieve M—more
团：通过沟通形成共同愿景队：通过倾听形成集体合力

用明天的科技培养今天的学员为未来服务
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用明天的科技培养今天的学员为未来服务

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（二）团队推介
评分依据（分制分制）：评分依据（10分制）：（1）队名是否有特色？）队名是否有特色？（2）口号是否有感染力？）口号是否有感染力？（3）队员背景是否多元化？）队员背景是否多元化？（4）分工是否恰当？）分工是否恰当？

教学方式学习路径学习效果
用明天的科技培养今天的学员为未来服务
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Team leadership

Team leadershipStephen J.Zaccaro a,*,Andrea L.Rittman a ,Michelle A.Marks ba Psychology Department,George Mason University,3064David ngehall,4400University Drive,Fairfax,VA 22030-4444,USA b Florida International University,Miami,FL,USAAbstractDespite the ubiquity of leadership influences on organizational team performance and the large literatures on leadership and team/group dynamics,we know surprisingly little about how leaders create and handle effective teams.In this article,we focus on leader–team dynamics through the lens of ‘‘functional leadership.’’This approach essentially asserts that the leader’s main job is to do,or get done,whatever functions are not being handled adequately in terms of group needs.We explicate this functional leadership approach in terms of 4superordinate and 13subordinate leadership dimensions and relate these to team effectiveness and a range of team processes.We also develop a number of guiding propositions.A key point in considering such relationships is the reciprocal influence,whereby both leadership and team processes influence each other.D 2002Elsevier Science Inc.All rights reserved.1.IntroductionEffective team performance derives from several fundamental characteristics (Zaccaro &Klimoski,in press).First,team members need to successfully integrate their individual actions.They have specific and unique roles,where the performance of each role contributes to collective success.This means that the causes of team failure may reside not only in member inability,but also in their collective failure to coordinate and synchronize their individual contributions.Team processes become a critical determinant of team performance,and often mediate the influences of most other exogenous variables.1048-9843/02/$–see front matter D 2002Elsevier Science Inc.All rights reserved.PII:S 1048-9843(01)00093-5*Corresponding author.Tel.:+1-703-993-1355.E-mail address :szaccaro@ (S.J.Zaccaro).The Leadership Quarterly 12(2001)451–483Second,teams are increasingly required to perform in complex and dynamic environments.This characteristic applies particularly to organizational teams,and especially to top management teams.The operating environment for today’s organizational teams features multiple stakeholders with sometimes clashing agendas,high information load,dynamic situational contingencies,and increased tempo of change.Advances in communication technology have made the use of virtual teams (i.e.,teams whose members are not physically colocated)more practical and prominent in industry.These performance requirements heighten the need for member coordination.Further,because of the greater rate of change in today’s environment,team members need to operate more adaptively when coordinating their actions.Team leadership represents a third characteristic of effective team performance.Most teams contain certain individuals who are primarily responsible for defining team goals and for developing and structuring the team to accomplish these missions.These roles exist even in self-managing teams (Nygren &Levine,1996),although the conduct of leadership roles in such teams varies considerably from similar roles in more traditional teams.However,the success of the leader in defining team directions and organizing the team to maximize progress along such directions contributes significantly to team effectiveness.Indeed,we would argue that effective leadership processes represent perhaps the most critical factor in the success of organizational teams.Despite the ubiquity of leadership influences on organizational team performance,and despite large literatures on both leadership (Bass,1990;Yukl,2002)and team /group dynamics (Forsyth,1999;McGrath,1984),we know surprisingly little about how leaders create and manage effective teams.Previous leadership theories have tended to focus on how leaders influence collections of subordinates,without attending to how leadership fosters the integration of subordinate actions (i.e.,how leaders promoted team processes).Path-goal theory,for example,represents an excellent example of leadership influences on subordinate outcomes.However,it specifies the leader’s role in creating performance expectancies and valences for individual subordinates (House &Mitchell,1974),not in developing and maintaining effective team interaction and integration.Most leadership theories that mention team processes treat them as moderators that indicate what leadership behaviors are most appropriate or effective in particular circum-stances (e.g.,Fiedler,1964;Kerr &Jermier,1978;Kerr,Schriesheim,Murphy,&Stogdill,1974).Accordingly,Hackman and Walton (1986)noted,‘‘we have not found among existing leadership theories one that deals to our satisfaction with the leadership of task-performing groups in organizations ’’(p.73).Kozlowski,Gully,Salas,and Cannon-Bowers (1996)also stated,‘‘Although there are substantial literatures in both [the team development and leadership]areas (e.g.,Levine &Moreland,1990;Yukl &Van Fleet,1992),existing models are limited in their ability to provide prescriptions to guide team leadership and to enhance team development’’(p.255).Alternatively,few team performance models specify leadership processes as central drivers of team processes (e.g.,Hirokawa,1980;McGrath,1991).Thus,in summarizing future research needs on team performance,McIntyre and Salas (1995)raised some critical questions related to the behaviors that define effective team leadership and the correspondingS.J.Zaccaro et al./The Leadership Quarterly 12(2001)451–483452S.J.Zaccaro et al./The Leadership Quarterly12(2001)451–483453 knowledge,skills,abilities,and other characteristics that enable such behaviors.These observations point to the need for conceptual models of collective performance that integrate both leadership influences and team dynamics.In this article,we present a conceptual framework for thinking about leadership effects on team performance.We argue that leadership processes influence team effectiveness by their effects on four sets of team processes:cognitive,motivational,affective,and coordination. We would argue further that a number of environmental,organizational,and team character-istics moderate the magnitude of these effects.In the next section,we present a functional model of leadership processes.We then examine how leaders influence the four aforemen-tioned team processes.Our examination of leader–team dynamics in this article rests on some central assumptions. First,we clearly presuppose hierarchical teams,having a defined leadership role,with a specified role incumbent.Most organizational teams have such structures.As noted,even most self-managing teams have supervisors who are held accountable by‘‘higher-ups’’for team outcomes,and who are likely responsible for selecting team personnel,providing the team with resources and establishing the normative basis for team functioning(Nygren&Levine,1996; Sundstrom,1999).Second,our examination in this article tends to focus on action,performing, and production work teams.Sundstrom(1999)cites these teams,as well as service teams, management teams,project teams,and parallel teams,as indicative of the kinds of team forms that operate in organizations.We have developed our conceptual ideas around action teams,but we believe that the propositions offered here extend to other kinds of teams.The difference among team forms probably alters the specific display of particular leadership activities,but we believe that generic leadership functions apply across different kinds of teams.Third,in a related point,we have not qualified our propositions according to the types of tasks being completed by the team.For example,McGrath(1984)offers a typology of eight different types of group tasks.Our examination of leader-team dynamics reflects primarily research using performance/psychomotor tasks,competitive tasks,and perhaps decision making and intellectual tasks.However,most work teams engage in other kinds of tasks as well(e.g.,creativity tasks,planning tasks).Again,we would argue that our generic leadership functions and our propositions apply generally across different team tasks.Task characteristics probably moderate the specific application of these generic functions.2.Functional leadershipOne perspective of leadership,the functional leadership approach,specifically addresses in broad terms the leader’s relationship to the team(Fleishman,Mumford,Zaccaro,Levin, Korotkin,&Hein,1991;Hackman&Walton,1986;Lord,1977;Mumford,Zaccaro, Harding,Fleishman,&Reiter-Palmon,1993;Roby,1961).As described succinctly by Hackman and Walton(1986,p.75),The key assertion in the functional approach to leadership is that‘[the leader’s]main job is to do,or get done,whatever is not being adequately handled for group needs’(McGrath,1962,p.5).If a leader manages,by whatever means,to ensure that all functions critical to both task accomplishment and group maintenance are adequately taken care of,then the leader has done his or her job well.This perspective defines leadership as social problem solving,where leaders are responsible for (a)diagnosing any problems that could potentially impede group and organizational goal attainment,(b)generating and planning appropriate solutions,and (c)implementing solutions within typically complex social domains (Fleishman et al.,1991;Mumford et al.,1993;Zaccaro,Marks,O’Connor-Boes,Costanza,1995;Zaccaro,Mumford,Baughman,Johnson,Marshal-Meis,&Fleishman,in preparation).This definition offers several critical distinctions regarding team leadership.First,it emphasizes leadership as a boundary role linking teams to their broader environment (Katz &Kahn,1978).Because most team problems originate from their environment,their diagnosis requires that leaders be attuned to developments and events outside of the team (Ancona,1987;Ancona &Caldwell,1988).Further,leaders have the responsibility of interpreting and defining environment events for their team.The second distinction is that leadership typically involves discretion and choice in what solutions would be appropriate in particular problem domains.Team actions that are completely specified or fully elicited by the situation do not require the intervention of team leaders.Leadership is necessitated by team problems in which multiple solution paths are viable and/or requisite solutions need to be implemented in complex social domains through careful planning.Individuals in leadership roles are then responsible for making the choices that define subsequent team responses.A third distinction is that functional leadership is not defined by a specific set of behaviors but rather by generic responses that are prescribed for and will vary by different problem situations.That is,the emphasis switches from ‘‘what leaders should do [to]what needs to be done for effective performance’’(Hackman &Walton,1986,p.77).This distinction separates functional leadership perspectives from other models of leader-team interactions that either specify particular leadership behaviors (e.g.,task-oriented,relationship-oriented)that are considered optimal in most team situations (Blake &Mouton,1964;Fleishman,1953;Katz,Maccoby,Gurin,&Floor,1951;Likert,1961,1967),or would vary in application according to specific team properties and situational characteristics (Fiedler,1964;Kerr &Jermier,1978;Kerr et al.,1974).Instead,leadership is defined in terms of problem-solving activities directed at the generation of solutions that advance team goal attainment.Thus,in effect,any behavior pattern that reflects effective goal-directed action by leader role incumbents would constitute leadership (Mumford,1986).We need to add a note of caution here.The definition of functional leadership suggests a tautological relationship —if the group is successful,then the leader can be defined as effective.Or,any action by the leader is effective if the group succeeds.We can suggest several points that may counter this concern.First,the leadership processes that should contribute to effective group performance are dictated by the performance requirements posed by the group task,group environment,and properties or attributes of the team as a whole and its individual members.Zaccaro and Klimoski (2001)describe seven contextual imperatives that drive the nature of organizational leadership:cognitive,social,personal,political,technological,financial,andS.J.Zaccaro et al./The Leadership Quarterly 12(2001)451–483454S.J.Zaccaro et al./The Leadership Quarterly12(2001)451–483455 staffing.At the team level,these imperatives call for specific leader activities that are likely to be instrumental for group success,and alternatively define particular leadership responses that will not contribute to group performance.Thus,group effectiveness can be theoretically defined in particular contexts and circumstances as a function of specific leadership actions. In other words,not just any leadership action contributes to group effectiveness.A critical task for researchers in team leadership,then,becomes the definition and validation of the contextual influences that enhance the efficacy of some leadership actions and diminishes others.Some of the propositions offered later in this article represent a step toward this task.Alternatively,we do not mean to argue that group effectiveness can be explained entirely by leadership action.Member capabilities and skills are likely to explain a large amount of variance in team effectiveness,beyond the influence of team leadership.Likewise,leader effectiveness does not always translate into team effectiveness.Team composition and environmental or resource constraints may severely mitigate leader influence and result in team failure despite leadership efforts.Thus,the central premise of functional leadership theory is that team circumstances prescribe certain necessary leadership activities for success, while negating the utility of other activities.Indeed,effective team leaders often possess skills in defining what the critical leadership activities and responses are for particular team situations(Zaccaro,2002).2.1.Leader performance functionsThe perspective of leadership as functional social problem solving suggests a core of basic requisite leadership functions that are linked to the effective generation,selection,and implementation of problem solutions.Fleishman et al.,1991organized these activities into a taxonomy of leadership performance functions having four superordinate dimensions and thirteen subordinate dimensions(see Table1).The superordinate dimensions are: Information search and structuring.Information use in problem solving.Managing personnel resources.Managing material resources.Information search and structuring refers to the leader’s systematic search,acquisition, evaluation,and organization of information regarding team goals and rmation sources exist both within and outside of the team.Here,the leader’s boundary role requirements are most evident.For example,Roby(1961)described vigilance,environmental scanning,and forecasting as key leadership functions linking the team to its external environment.Further,the team leader is responsible for interpreting tasks assigned to the team.In most organizations,for example,direct line supervisors are typically required to translate the vision and strategic intent of company executives into collective action(Zaccaro, 2001b).While this translation is likely to involve multiple leadership activities,a primary one is the acquisition of information regarding a team or unit’s mission and the resources required to complete it.Information use in problem solving refers to the leader’s application of acquired information to problem solving in the service of team goal attainment.After a team mission or goal is established,the leader identifies task needs and requirements,develops and evaluates possible solutions,and plans the implementation of selected solutions.Here,the team leader is responsible for translating an assigned mission into a workable plan that utilizes available team resources and accomplishes several objectives for the team (Fleishman et al.,1991;Hackman &Walton,1986).First,and perhaps foremost,an effective plan implements the solution that is the best-fitting one to the problem domain and the team’s goal state.Second,an effective plan provides a strong direction to the team such that team members have a clear representation of performance objectives and outcomes.Third,the plan provides an ‘‘enabling performance situation’’(Hackman &Walton,1986),where adequate levels of team members’efforts,knowledge,and skills are elicited and coordinated.Further,the plan employs ‘‘task performance strategies that are appropriate to the work,and to the setting in which it is performed’’(Hackman &Walton,1986,p.82).A major function of team leadership is to communicate solution plans to team members so that they understand the actions required for solution implementation,how these actions need to be coordinated,and what situation constitutes task or mission accomplishment.The remaining two leader performance dimensions,managing personnel resources and managing material resources ,include leadership activities involved in the actual imple-mentation of developed plans and solutions.These activities are perhaps the most prominent responsibilities of organizational team leaders,particularly at lower company ranks.Man-aging personnel resources involves obtaining,motivating,coordinating,and monitoring the individuals under one’s command.Note,however,that leader responsibilities extend beyond the motivation and orchestration of collective action.Leaders are also responsible for training and developing the personnel resources under their command.Table 1Leader behavior dimensions (from Fleishman et al.,1991)(1)Information search and structuring(a)Acquiring information(b)Organizing and evaluating information(c)Feedback and control(2)Information use in problem solving(a)Identifying needs and requirements(b)Planning and coordinating(c)Communicating information(3)Managing personnel resources(a)Obtaining and allocating personnel resources(b)Developing personnel resources(c)Motivating personnel resources(d)Utilizing and monitoring personnel resources(4)Managing material resources(a)Obtaining and allocating material resources(b)Maintaining material resources(c)Utilizing and monitoring material resourcesS.J.Zaccaro et al./The Leadership Quarterly 12(2001)451–483456S.J.Zaccaro et al./The Leadership Quarterly12(2001)451–483457 Solution implementation also requires that team leaders procure adequate material resources for team action(Hackman&Walton,1986).This activity is often neglected in most classifications of leader performance functions(Fleishman et al.,1991).However,the lack of such resources will cripple team efforts,regardless of the motivation of team members and the quality of a leader’s solutions and performance strategies(Hackman& Walton,1986).These leader performance functions emphasize primarily the leader’s recognition and construction of team problems,generation of appropriate solutions,planning the implementa-tion of the best-fitting one,and coordinating and monitoring solution implementation.These functions represent how effective leaders respond when facilitating team goal attainment, particularly in complex and dynamic environments(Mumford et al.,1993).They also represent a good starting point for describing how leaders facilitate team effectiveness.The next point is to specify more clearly how these leadership functions influence the components of team effectiveness.2.2.Team effectivenessSalas,Dickinson,Converse,and Tannenbaum(1992)provided a good working definition of a‘‘team’’as:a distinguishable set of two or more people who interact,dynamically,interdependently,andadaptively toward a common and valued goal/objective/mission,who have been assigned specific roles or functions to perform,and who have a limited life-span of membership(p.4).This definition,echoed by other team researchers(Nieva,Fleishman,&Rieck,1978; Orasanu&Salas,1993),emphasizes that team members typically have different and unique roles,each representing critical contributions to collective action.This means that there exists a high degree of interdependence among team members.This interdependence requires coordination and synchronization among members and integration of their contributions to achieve team goals.During team action,members need to exchange information and resources,as well as constantly monitor the coordination of their efforts,adjusting individual and team actions when coordination breaks down(Salas et al.,1992).Thus,successful team action requires(a)the identification of appropriate individual member contributions and(b)a plan for the best way these contributions can be combined into an integrated team response (Hinsz,Tindale,&V ollrath,1997).Another essential element of this definition is that team interaction is expected to be adaptive with respect to environmental conditions.In essence,truly effective teams are those that are able to maintain high levels of collective performance,even as team and environmental circum-stances become decidedly adverse.Such high performance requires that teams develop norms and operating procedures that promote individual and collective flexibility and adaptability.A number of researchers have specified determinants of team effectiveness(Gladstein, 1984;Hackman,1987;Salas et al.,1992).Based on these models,we suggest that effective teams integrate four fundamental processes:cognitive,motivational,affective,and coordi-nation.We propose that leadership influences on team effectiveness occur in part throughtheir effects on these four processes.Fig.1shows the proposed model of leadership and team effectiveness.3.Leadership and team processesThe model in Fig.1specifies that the leader performance functions described earlier alter team processes that contribute to team effectiveness.For example,leader information search and meaning making can result in defining the frame of reference that team members use to understand and complete their collective tasks.The performance strategies used by team members are most likely to emerge from leader planning and coordination activities.Likewise,their motivation and choices regarding team effort should be influenced in part by leader exhortation and encouragement.In the next sections,we describe key team processes in more detail and specify how leadership functions may act to facilitate these processes3.1.Team cognitive processesA significant development in the recent teams literature has been the increasing application of cognitive theories and models to understand team performance.For example,Cannon-Bowers et al.have argued that effective team coordination and performance depends upon the emergence of accurate shared mental models of requisite team strategies and interaction tactics among team members (Cannon-Bowers,Salas,&Converse,1990,1993).Such team models help team members anticipate each other’s actions and reduce the amount of processing and communication that is required during team performance.The result is better coordination and more efficient collective responses to immediate taskrequirementsFig 1.A model of leader performance functions contributing to team effectiveness.S.J.Zaccaro et al./The Leadership Quarterly 12(2001)451–483458S.J.Zaccaro et al./The Leadership Quarterly12(2001)451–483459(Minionis,Zaccaro,&Perez,1995).In addition,other theorists have recently argued that metacognitive and self-correction processes in teams are critical for team performance, especially in situations requiring teams to adapt quickly to dynamic environmental circum-stances(Blickensderfer,Cannon-Bowers,&Salas,1998;Kozlowski et al.,1996).3.1.1.Team mental modelsMental models have been defined as‘‘mechanisms whereby humans are able to generate descriptions of system purpose and form,explanations of system functioning and observed system states,and predictions of future system states’’(Rouse&Morris,1986,p.351). Mental models organize information about systems,the environments within which they operate,and the response patterns required of systems with respect to environmental dynamics(Veldhuyzen&Stassen,1977).With respect to a team,such mental models developed by individual team members represent knowledge and understanding about the purpose of the team and its characteristics,the connections and linkages among team purposes,characteristics,and collective actions,and the various roles/behavior patterns required of individual members to successfully enact collective action.With well-developed team mental models,team members may be better able to anticipate each other’s actions and reduce the amount of processing and communication required during team performance.These characteristics of mental models have led several researchers to argue that effective team coordination depends upon the emergence of a shared mental model(Cannon-Bowers et al.,1990,1993;Klimoski&Mohammed,1994).Shared mental models refer to common understanding established through experience among team members regarding expected collective behavior patterns during team action(Cannon-Bowers et al.,1990,1993;Kleinman &Serfaty,1989;Levine&Moreland,1989).When such models are shared among team members,they may be better able to anticipate each other’s actions and reduce the amount of processing and communication required during team performance.Cannon-Bowers et al.(1993)suggested that four different kinds of mental models encoded by team members were applicable to team coordination and performance.One includes knowledge about the equipment used by the team in the acquisition of information from its environment or in the monitoring of its own functions(equipment model).This model also includes equipment information necessary for the conduct of collective action.Another model contains knowledge about the purpose of the team and more specifically the task require-ments related to this purpose(task model).This model includes task procedures,strategies, and how the task changes in response to environmental contingencies.A third model represents knowledge about team-member characteristics,including their task knowledge, abilities,skills,attitudes,preferences,and tendencies(team model).The final model,and the one that is perhaps the most significant in terms of regulating team action,encodes information with respect to the individual and collective requirements for successful interactions among team members.Cannon-Bowers et al.(1993)argued that to be effective,team members:must understand their role in the task,that is their particular contribution,how they must interact with other team members,who requires particular types of information,and so forth.Related to this,they must also know when to monitor their teammates’behavior,and when to step in,and help a fellow member who is overloaded,and when to change his or her behavior in response to the needs of the team (p.232).When shared among team members,this model,called the team interaction model,is particularly crucial to effective coordinated action.Equipment,task,and team mental models are presumably crucial building blocks for the team interaction model.That is,the prescribed roles of team members need to emerge from a consideration of (a)the equipment or other materials that team members will use in completing subsequent collective tasks,(b)the specific task requirements that must be addressed through collective action,and (c)the task-relevant characteristics of team members that help define the contributions each can make to successful collective action.The strategies and tactics that emerge from a consideration of these factors,their moderating contingencies,and specific roles of each task member in particular action plans become incorporated into the team interaction model.The quality and elaboration of this model is associated with how well team members will be able to coordinate their subsequent activities.3.1.2.Team information processingThe most proximal cognitive influence on team coordination and performance is the collective information processing that occurs when teams confront task and problem situations.A complete review of group information processing models is beyond the scope of this article;interested readers are referred to Hinsz et al.(1997).However,some basic processes include (a)developing a shared understanding of team problem parameters and processing objectives,(b)utilizing individual and shared knowledge structures to define solution alternatives,(c)evaluating and reaching consensus on an acceptable solution,(d)planning and implementing actions that form selected solutions,and (e)monitoring the implementation,outcomes,and consequences of selected solutions (Forsyth,1999;Moreland &Levine,1992).Collective metacognition represents a form of team information processing that is critical for team performance in complex environments.Metacognition refers to reflection upon the cognitive processes used in problem solving;in essence,it represents ‘‘knowledge and cognition about cognitive phenomena’’(Flavell,1979,p.906).Sternberg et al.also define metacognitive processes as executive functions that control the application and operation of cognitive abilities and skills (Davidson,Deuser,&Sternberg,1994;Sternberg,1985).Collective metacognition refers to individual and collective reflection upon how members constructed team problems,evaluated possible solutions,and implemented selected solutions.To achieve a high level of expertise that promotes adaptation in a dynamic operating environment,team members need to set aside time to consider,individually and collectively,the consequences of their strategies,how they considered and arrived at a team solution,and how they worked together to implement selected solutions.This is a difficult process to initiate and to complete successfully.When teams have succeeded at a task,members may not see the need for reflecting upon collective information processing and interaction patterns;likewise,when they fail,they are more likely to engage in such reflection,but it may be S.J.Zaccaro et al./The Leadership Quarterly 12(2001)451–483460。

12种不同类型的领导风格

12种不同类型的领导风格12 Different Types of Leadership StylesAccording to Research by asaecenter, leadership style is the way a person uses power to lead other people. Research has identified a variety of leadership styles based on the number of followers. The most appropriate leadership style depends on the function of the leader, the followers and the situation.Some leaders cannot work comfortably with a high degree of followers’ participatio n in decision making. Some employers lack the ability or the desire to assume responsibility. Furthermore, the specific situation helps determine the most effective style of interactions. Sometimes leaders must handle problems that require immediate solutions without consulting followers.What are Different Leadership Styles?We have covered 12 different types of ways people tend to lead organizations or other people. Not all of these styles would deem fit for all kind of situations, you can read them through to see which one fits right to your company or situation.12种不同类型的领导风格根据asaecenter的研究，领导风格是一个人利用权力领导他人的方式。

呼吸康复训练团队组建与人员配置计划

呼吸康复训练团队组建与人员配置计划（中英文实用版）Title: Respiratory Rehabilitation Training Team Establishment and Personnel Configuration Plan为了提升我国呼吸康复训练水平，我们计划组建一支专业的呼吸康复训练团队。

以下是团队的组建和人员配置计划：To improve the level of respiratory rehabilitation training in our country, we plan to establish a professional respiratory rehabilitation training team.Here is the plan for the team"s establishment and personnel allocation:1.团队领导：我们计划聘请一位具有丰富经验和专业知识的呼吸康复专家担任团队领导，负责团队的总体规划和日常管理。

1.Team leadership: We plan to hire a respiratory rehabilitation expert with rich experience and professional knowledge as the team leader, responsible for the overall planning and daily management of the team.2.呼吸康复师：我们将招聘若干名具有呼吸康复师资格的专业人员，负责患者的呼吸康复评估、训练方案制定和训练指导。

2.Respiratory rehabilitation therapists: We will recruit several professional personnel with respiratory rehabilitation therapist qualifications to responsible for patients" respiratory rehabilitation assessment, training program development, and training guidance.3.康复护士：招聘若干名具有康复护理经验的护士，负责患者的日常护理、病情观察和紧急处理。

企业介绍英语

企业介绍英语1. Introduction (介绍)2. Company (公司)3. Business (业务)4. Products (产品)5. Services (服务)6. Customers (客户)7. Mission (使命)8. Vision (愿景)9. Values (价值观)10. Goals (目标)11. Team (团队)12. Leadership (领导)13. Innovation (创新)14. Quality (质量)15. Efficiency (效率)16. Growth (增长)17. Sustainability (可持续性)18. Competitive advantage (竞争优势)19. Market (市场)20. Revenue (收入)21. Profitability (盈利能力)22. Success (成功)1. Our company, ABC Inc., specializes in providing IT solutions to businesses worldwide.我们的公司ABC Inc.专注于为全球企业提供信息技术解决方案。

2. We offer a wide range of products, including hardware and software solutions.我们提供各种产品，包括硬件和软件解决方案。

3. Our services are tailored to meet the specific needs of each customer.我们的服务是根据每个客户的具体需求定制的。

4. We value our customers' satisfaction above all else.我们将客户的满意度视为至高无上的。

5. Our mission is to empower businesses with cutting-edge technology.我们的使命是使用尖端技术赋予企业力量。

在团队中领导人负责是最重要的英语作文

在团队中领导人负责是最重要的英语作文Effective Leadership in Teamwork: The Pivotal Role of Team LeadersTeamwork is the foundation of success in many organizations, as it allows individuals with diverse skills and expertise to collaborate towards a common goal. Within the framework of a team, the role of the leader is paramount, as they are responsible for guiding the group, fostering a positive work environment, and ensuring the successful completion of assigned tasks. In this essay, we will explore the critical importance of leadership in team dynamics and the key attributes that define an effective team leader.One of the primary responsibilities of a team leader is to provide clear direction and vision for the group. Effective leaders have a deep understanding of the team's objectives and are able to communicate these goals effectively to their team members. They establish a clear plan of action, outlining the steps necessary to achieve the desired outcomes, and ensure that each team member understands their role and responsibilities within the larger context of the project. By setting a clear direction, the leader helps to align the team's efforts and maintain a focused approach, ultimately increasing the likelihood of success.In addition to providing direction, team leaders must also possess strong organizational and planning skills. They are responsible for coordinating the various tasks and activities within the team, ensuring that deadlines are met and that resources are utilized efficiently. Effective leaders are adept at task management, delegating responsibilities, and monitoring progress to ensure that the team remains on track. By demonstrating strong organizational abilities, team leaders can help to minimize confusion, reduce the risk of delays or missed deadlines, and foster a sense of accountability among team members.Effective communication is another crucial aspect of successful team leadership. Team leaders must be skilled at conveying information, ideas, and feedback to their team members in a clear and concise manner. They must be able to listen actively, understand the perspectives and concerns of their team, and respond in a way that promotes open dialogue and collaboration. Additionally, team leaders must be able to provide constructive feedback, both positive and negative, to help team members identify areas for improvement and recognize their strengths.Furthermore, team leaders must possess the ability to motivate and inspire their team members. Effective leaders understand that team members are not merely cogs in a machine, but rather individualswith their own unique talents, aspirations, and needs. By recognizing and addressing the individual motivations of team members, leaders can foster a sense of engagement and commitment, encouraging team members to go above and beyond in their contributions. This can be achieved through a variety of strategies, such as providing recognition and praise, offering opportunities for professional development, and creating a positive and supportive work environment.Another crucial aspect of effective team leadership is the ability to manage conflict and resolve disputes within the team. Inevitably, disagreements and tensions will arise as team members work together, and it is the responsibility of the team leader to address these issues in a constructive manner. Effective leaders must be skilled at mediation, negotiation, and problem-solving, able to listen to all perspectives, identify the root causes of conflicts, and facilitate a resolution that preserves the team's cohesion and productivity.Finally, the most effective team leaders are those who lead by example, demonstrating the values and behaviors they expect from their team members. They are committed to their own professional development, continuously seeking to enhance their skills and knowledge, and they model the behaviors they wish to see in their team, such as integrity, accountability, and a strong work ethic. By leading by example, team leaders inspire their team members tofollow suit, fostering a culture of excellence and dedication within the team.In conclusion, the role of the team leader is critical to the success of any team-based endeavor. Effective team leaders must possess a range of skills and attributes, including the ability to provide clear direction, demonstrate strong organizational and planning abilities, communicate effectively, motivate and inspire their team members, manage conflict, and lead by example. By embodying these qualities, team leaders can help to create a cohesive, productive, and successful team that is capable of achieving its goals and exceeding expectations. Ultimately, the success of a team is inextricably linked to the leadership and guidance provided by its team leader.。

团队组建与领导艺术(TeamLeadership)

TEAM & LEADERSHIP
团队的建立与发展系列培训
团队的组建与领导艺术
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TEAM & LEADERSHIP
学习的方法
体验 + 启发 = 收获参与 + 放松 = 效果
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TEAM & LEADERSHIP
让我们互相认识……Knowing you
每人对自己一句话总结我是一个怎样的人
标而共同合作的人的共同体。 --Lawrence Holpp (美)
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TEAM & LEADERSHIP
团队 5 要素？
人目标职权定位计划
还有…… ?
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TEAM & LEADERSHIP
团队5要素
目标-- 工作的任务定位-- 在组织结构内的位置职权-- 工作的范围与权限计划-- 工作的分配与进行人 -- 成功与否的关键
领导方式定位
- 问题一：关系人还是关心事？-- 管理方格理论
俱乐部式
关心人的程度
贫乏式
集体战斗式任务式
关心事的程度
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TEAM & LEADERSHIP
领导方式定位
- 问题二：什么样的管理方式才合适？ – 群体成熟程度理论
说服式
管理方式转变
指令式
鼓励式授权式
群体成熟程度
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TEAM & LEADERSHIP
授权误区
1. 只授骨头、不授肉 2. 只授责任、不授权 3. 要么不授、要么全授 4. 要么太紧、要么失控
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TEAM & LEADERSHIP
不能授的权
1.棘手矛盾 2.绩效评估 3.奖励 4.支持 5.“授权”本身 6.责任

大学英语三级A级分类模拟题288

大学英语三级A级分类模拟题288(总分：94.00，做题时间：90分钟)一、Translation(总题数：25，分数：94.00)1.All these successful people share one point: they go after what they want-earnestly and passionately accomplishing their dreams.（分数：4.00）A.所有这些成功者都有一个共同的特点：他们追求自己想要的一切——真诚而热切地实现自己的梦想。

√B.所有这些成功的人有一个共同的特点：他们追求自己想要的——认真、热情地实现他们的梦想。

C.所有这些成功人士有一个共同点：他们追逐梦想——认真、热情地完成自己的梦想。

D.所有这些成功者都分享一点：得到要的之后他们就走——认真热情地实现他们的梦想。

解析：[解析] go after是追逐、追求的意思，for example: to go after a job/a girl设法谋取一份工作/追求一位姑娘。

2.We look forward to joining you at the cocktail party at your home on Sunday, March 2, at 8 o"clock p.m.（分数：1.00）A.我们盼望成为你3月2日星期日晚8点的家庭鸡尾酒会的组织者。

B.我们盼望出席你3月2日星期日晚8点在家举行的家庭鸡尾酒会。

√C.我们盼望在3月2日星期日晚8点举行的鸡尾酒会上见到你。

D.我们非常愿意为你3月2日星期日晚8点举行的家庭鸡尾酒会到你家帮忙。

解析：3.Those who control advertising control culture by controlling what we spend our money on and what our values and lifestyles are.（分数：4.00）A.控制广告的人可以控制文化，其对文化的控制是通过控制我们的消费取向、自身价值和生活方式来实现的。