【领导力】领导力课程中英文培训资料
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领导力培训
Leadership Programme 领导力培训
Sheshan July 2008
Intro and thanks 介绍及致谢
• Thanks for the time – good to get out of the office and see you in this • • •
environment 感谢各位的时间 – 可以离开办公室，在如此美丽的环境中遇见各位 Leadership is such a overused and therefore undervalued word “领导力”这个词常常被滥用，它的价值却被低估了 Should be positive never negative “领导力”应该总是积极的，从不应有消极影响 When I hear it is often negative The leadership team made the decision 常常听到对领导团队所作出之决定的负面评论
Uk experience 英国领导力培训发展的经验
• LDP has been running in the UK for 6 years in 2nd year of rollout here in China • •
领导力培训在英国已经持续6年，在中国这是第二年 Huge financial and emotional commitment from the board 不仅是巨大的财政投资也是巨大的情感投资 The UK realised if it was to truly move forward following years of fast expansion it needed thousands of leaders to maximise its position 董事会意识到为了更好地推动未来几年公司的快速发展，我们需要大量的领导人 Leaders not only in the workplace but at home and in peoples personal life 领导不仅仅是指在公司，也是在家里及个人的生活中 A realization that many of us can be better leaders. But things affect us. History, our bosses, our family, the results of our majong game 认识到我们中的许多人可以做更好的领导。但是我们会受到各种因素的影响，过 去的因素、老板、家庭、也可能是因为前天的麻将打输了！ They can then affect us – positive and negative- but it is important that we are aware of this and have the understanding and tools to deal with it 这些因为都会给我们带来积极或消极的影响，但是重要的是我们要意识、理解到 这一点，并恰当地处理这些因素
Sheshan July 2008
Intro and thanks 介绍及致谢
• Thanks for the time – good to get out of the office and see you in this • • •
environment 感谢各位的时间 – 可以离开办公室，在如此美丽的环境中遇见各位 Leadership is such a overused and therefore undervalued word “领导力”这个词常常被滥用，它的价值却被低估了 Should be positive never negative “领导力”应该总是积极的，从不应有消极影响 When I hear it is often negative The leadership team made the decision 常常听到对领导团队所作出之决定的负面评论
Uk experience 英国领导力培训发展的经验
• LDP has been running in the UK for 6 years in 2nd year of rollout here in China • •
领导力培训在英国已经持续6年，在中国这是第二年 Huge financial and emotional commitment from the board 不仅是巨大的财政投资也是巨大的情感投资 The UK realised if it was to truly move forward following years of fast expansion it needed thousands of leaders to maximise its position 董事会意识到为了更好地推动未来几年公司的快速发展，我们需要大量的领导人 Leaders not only in the workplace but at home and in peoples personal life 领导不仅仅是指在公司，也是在家里及个人的生活中 A realization that many of us can be better leaders. But things affect us. History, our bosses, our family, the results of our majong game 认识到我们中的许多人可以做更好的领导。但是我们会受到各种因素的影响，过 去的因素、老板、家庭、也可能是因为前天的麻将打输了！ They can then affect us – positive and negative- but it is important that we are aware of this and have the understanding and tools to deal with it 这些因为都会给我们带来积极或消极的影响，但是重要的是我们要意识、理解到 这一点，并恰当地处理这些因素
领导力培训 Leadership Training
ENCR
40000 30000 20000 10000
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
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NQC
1.5%
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练习：列出你的主要指标及责任人
培训内容与方案
第一天 09:00-10:30 前言、学员发言 10:30-10:45 休息 10:45-12:15 SE领导力发展简介 12:15-13:15 午餐 13:15-14:45 回顾：管理基础 14:45-15:00 休息 15:00-16:30 从监工到经理导
第二天 09:00-10:30 从经理到领导 10:30-10:45 休息 10:45-12:15 变革管理 12:15-13:15 午餐 13:15-14:45 变革管理 14:45-15:00 休息 15:00-16:30 总结与行动计划
胜任能力胜任能力competenciescompetenciesknowledgeskillattitudebehaviorbehaviorsese能力模型轮廓能力模型轮廓领导力通用技巧专业技能专业知识sese能力模型能力模型leadership目标与策略创新进取影响带动结果导向专注顾客sese能力模型能力模型leadership团队协作支持授权学习适应核心团队sese能力模型能力模型crossfunction项目管理电脑运用财务基础文化融合解决问题sese能力模型能力模型crossfunction团体建设变革管理工作报告有效沟通社会协调自我评估练习自我评估练习l01l02l03l04l05l06l07l08l09c00入门胜任专家高手基本管理者成长历程3e3e1015education6070experience2025exposure管理者修炼三层面三拳两脚急需的管理技巧套路系统的管理知识方法具有普遍意义的哲理简单复杂简单人生的追求人生的追求生理安全社会尊重自我实现自我实现人生追求
40000 30000 20000 10000
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2.0%
NQC
1.5%
1.0%
0.5%
0.0% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
练习：列出你的主要指标及责任人
培训内容与方案
第一天 09:00-10:30 前言、学员发言 10:30-10:45 休息 10:45-12:15 SE领导力发展简介 12:15-13:15 午餐 13:15-14:45 回顾：管理基础 14:45-15:00 休息 15:00-16:30 从监工到经理导
第二天 09:00-10:30 从经理到领导 10:30-10:45 休息 10:45-12:15 变革管理 12:15-13:15 午餐 13:15-14:45 变革管理 14:45-15:00 休息 15:00-16:30 总结与行动计划
胜任能力胜任能力competenciescompetenciesknowledgeskillattitudebehaviorbehaviorsese能力模型轮廓能力模型轮廓领导力通用技巧专业技能专业知识sese能力模型能力模型leadership目标与策略创新进取影响带动结果导向专注顾客sese能力模型能力模型leadership团队协作支持授权学习适应核心团队sese能力模型能力模型crossfunction项目管理电脑运用财务基础文化融合解决问题sese能力模型能力模型crossfunction团体建设变革管理工作报告有效沟通社会协调自我评估练习自我评估练习l01l02l03l04l05l06l07l08l09c00入门胜任专家高手基本管理者成长历程3e3e1015education6070experience2025exposure管理者修炼三层面三拳两脚急需的管理技巧套路系统的管理知识方法具有普遍意义的哲理简单复杂简单人生的追求人生的追求生理安全社会尊重自我实现自我实现人生追求
领导力培训教材
3
领导之旅中的授权艺术
能迪自动化
3.1用目标和激情去领导 用目标和激情去领导
你的激情在哪里？ 成为一名领导者永远不会为 时过晚。 你的领导目标是什么？ 如何围绕目标调配资源？
3
领导之旅中的授权艺术
能迪自动化
3.1用目标和激情去领导 用目标和激情去领导
2
发现你的真诚领导力
能迪自动化
2.2实践价值观和个人原则 实践价值观和个人原则
那些在你生命中比较重要的事情是什么？ 那些在你生命中比较重要的事情是什么？
价值观
领导原则
从你的价值观衍生而来， 从你的价值观衍生而来，是你在担任领导 工作时所遵从的标准。原则是转化为具体 工作时所遵从的标准。 行动的价值观。 行动的价值观。
1
领导是一段旅程
能迪自动化
真 TRUENORTH 北
2
发现你的真诚领导力
能迪自动化
2.1认识你的真诚自我 认识你的真诚自我
认识你自己
2
发现你的真诚领导力
能迪自动化
2.1认识你的真诚自我 认识你的真诚自我
能迪自动化
2.1认识你的真诚自我 认识你的真诚自我
认清自己可以让你的人生指针变 得稳定，接受自己则可以让你内 心的力量变得更加强大，具备了 这两个条件之后，你就可以集中 精力面对自己的价值观和个人原 则了。
2
发现你的真诚领导力
能迪自动化
2.1认识你的真诚自我 认识你的真诚自我
道德界限
根据你的道德原则， 根据你的道德原则，你在工作中为自己定 下的标准
2
发现你的真诚领导力
能迪自动化
2.2实践价值观和个人原则 实践价值观和个人原则
领导力介绍(英文课件)资料
Source: Adapted from O’Reilly & Pfeffer (2000) Hidden Value - How Great Companies Achieve Extraordinary Results from Ordinary People, Boston: Harvard Business School Press
getting An effective leader does not need to be a manager but a manager must have leadership qualities in order to be effective!
y basis and ensuring consistency”
Daft, Richard L. (2008)The Leadership Experience.
According to Carlyle, effective leaders are those gifted with divine inspiration and the right characteristics. "The history of the world is but the biography of great men."
Leadership and Organisationsቤተ መጻሕፍቲ ባይዱ
Why do we study Leadership?
The research demonstrates that organisations with the highest quality leaders were much more likely to outperform their competition in key bottom line metrics, such as: •Financial performance •Quality of products and services •Employee engagement •Customer satisfaction.
最新领导力培训LEADERSHIP IN ORGANIZATIONS-1精品资料
Define leadership and explain its importance for organizations. Identify personal characteristics associated with effective
leaders. Explain the five sources of power and how each causes different
subordinate behavior. Describe the leader behaviors of initiating structure and
consideration and when they should be used. Describe Hersey and Blanchard’s situational theory and its
Leadership Traits
Traits: the distinguishing personal characteristics
of a leader, such as intelligence, values, and appearance.
Personal Characteristics of Leaders
organizational characteristics can substitute for leadership behaviors. Describe transformational leadership and when it should be used. Explain innovative approaches to leadership in the new workplace.
Manager qualities
leaders. Explain the five sources of power and how each causes different
subordinate behavior. Describe the leader behaviors of initiating structure and
consideration and when they should be used. Describe Hersey and Blanchard’s situational theory and its
Leadership Traits
Traits: the distinguishing personal characteristics
of a leader, such as intelligence, values, and appearance.
Personal Characteristics of Leaders
organizational characteristics can substitute for leadership behaviors. Describe transformational leadership and when it should be used. Explain innovative approaches to leadership in the new workplace.
Manager qualities
Lesson_12_Leadership_(领导力)-专业文档资料-PPT文档资料
16
Participative
Leader allows and expects worker participation Leaders tend to:
Involve subordinates in decision-making through consultation
Asking them for their opinions Share information with subordinates
Extent to which the leader defines and structure the role of the subordinates, such as defining work task, assigning task responsibilities, set clear work standards
Autocratic Democratic Laissez-faire Participative
13
Autocratic
Leaders tells employees what to do Leaders tend to make:
Unilateral decisions Dictate work method Limit worker knowledge about goals to justify the
With leadership, you either use it or lose it.
(Lee laccoca, Chairman of the board of Chrysler
Corp)
cont…
5
Quotes on Leadership
In any case, leadership is finally a collaborative endeavour. (Warren Bennis, author and leadership scholar)
Participative
Leader allows and expects worker participation Leaders tend to:
Involve subordinates in decision-making through consultation
Asking them for their opinions Share information with subordinates
Extent to which the leader defines and structure the role of the subordinates, such as defining work task, assigning task responsibilities, set clear work standards
Autocratic Democratic Laissez-faire Participative
13
Autocratic
Leaders tells employees what to do Leaders tend to make:
Unilateral decisions Dictate work method Limit worker knowledge about goals to justify the
With leadership, you either use it or lose it.
(Lee laccoca, Chairman of the board of Chrysler
Corp)
cont…
5
Quotes on Leadership
In any case, leadership is finally a collaborative endeavour. (Warren Bennis, author and leadership scholar)
Leadership领导力学习教程
leader)
第4页/共38页
Leadership myths (cont.)
➢Leaders make or break their groups
• The “romance of leadership” exaggerates the impact of a leader
Leaders do make a difference (e.g., sports teams)
• Four leadership styles can be adopted to facilitate employee attainment of goals
• Directive
第16页/共38页
Path-Goal Situations and Preferred Leader Behaviors
needed to be a successful leader).
Implicit leadership theories (ILTs):
members general beliefs about the qualities of leaders Eagly’s social role theory: ILTs are not consistent wit第h9页in/共t3u8页itive expectations
• Control depends on relationship between leader/followers, the degree of task structu第re11,页a/共n38d页 the leader's
The LPC Scale
Measuring
Motivational Style
➢ Low LPC leaders most effective in very favorable or very unfavorable situations
第4页/共38页
Leadership myths (cont.)
➢Leaders make or break their groups
• The “romance of leadership” exaggerates the impact of a leader
Leaders do make a difference (e.g., sports teams)
• Four leadership styles can be adopted to facilitate employee attainment of goals
• Directive
第16页/共38页
Path-Goal Situations and Preferred Leader Behaviors
needed to be a successful leader).
Implicit leadership theories (ILTs):
members general beliefs about the qualities of leaders Eagly’s social role theory: ILTs are not consistent wit第h9页in/共t3u8页itive expectations
• Control depends on relationship between leader/followers, the degree of task structu第re11,页a/共n38d页 the leader's
The LPC Scale
Measuring
Motivational Style
➢ Low LPC leaders most effective in very favorable or very unfavorable situations
领导力课程 中英文培训资料
All Rights Reserved 2007
WB 6
15
What is Leading 什么是领导
The root of the word leadership is “lead” -- meaning to go, to guide.
英语领导力（leadership）一词的词根 是 “lead”，本意是通向、引导。
Rucci, et al, 1998
All Rights Reserved 2007
5
The Cost of a Bad Boss
不称职上司的代价
58% of people who have worked with subpar managers are affected as follows: 58%曾与不合格经理人工作过的员工表示受到以下影响：
76% 81% 82% 86%
“Made me want to leave the company” “使我想离开这家公司”
Source: McKinsey’s War for Talent 2000 survey of 6,500 senior & mid-level managers at 35 large US companies 来源：麦肯锡2000年人才之战调查，对象是35家大型美国公司的6,500名高级和中层经理人
Managing is… to accomplish, to be in charge of or responsible for, to conduct. 管理是指……完成、负责、执行。 It involves the process of setting and achieving the goals through the planning, organizing, directing and controlling. 管理包括通过计划、组织、指挥和控制来 设定和实现目标的流程。
领导力课程中英文培训资料
Leaders seek COMMITMENT 领导者追求“承诺”
Management Versus Leadership
Introduction 简介
What is your most important responsibility as a supervisor? 作为一名主管，你最重要的职责是什么？
To produce results ...
创造成效……
but the only way to do this is through the efforts of the people around you
WB 6
Management Versus Leadership
管理与领导
Management 管理
Focus on Processes
注重过程
Embodies goals & objectives 体现目的和目标
Concern with efficiency 关注效率
Controlling & problem-solving 控制和解决问题
What’s This Got To Do With Me?
这与我有什么关系？
我们对员工
的期望是什 么？
我们对员工
的付出是什 么？
Developing Leaders at IHG
洲际酒店集团的领导者培养
Turn 2 转变 2
Turn 3 转变 3 Turn 1 转变 1
▪ The ALDP is a 10-module leadership development program based on the IHG Competency Model, that is designed to skill Band 6 & 7 supervisors in essential leadership practices.
Management Versus Leadership
Introduction 简介
What is your most important responsibility as a supervisor? 作为一名主管，你最重要的职责是什么？
To produce results ...
创造成效……
but the only way to do this is through the efforts of the people around you
WB 6
Management Versus Leadership
管理与领导
Management 管理
Focus on Processes
注重过程
Embodies goals & objectives 体现目的和目标
Concern with efficiency 关注效率
Controlling & problem-solving 控制和解决问题
What’s This Got To Do With Me?
这与我有什么关系？
我们对员工
的期望是什 么？
我们对员工
的付出是什 么？
Developing Leaders at IHG
洲际酒店集团的领导者培养
Turn 2 转变 2
Turn 3 转变 3 Turn 1 转变 1
▪ The ALDP is a 10-module leadership development program based on the IHG Competency Model, that is designed to skill Band 6 & 7 supervisors in essential leadership practices.
企业管理培训之领导力培训课件PPT
客户 员工
员工
客户
领导者
“是100%的顾客满意,而不是100%的老板满意” “照顾好员工,员工就会照顾好客户,进而照顾好公司的利润”
- 10 -
办图网
03 PART
领导的权利基础
办图网 第三章 领导的权力基础 权力基础
弱的权力
1、合法权——组织制定 2、报酬权——利益引诱 3、强制权——惩罚威胁
办图网
01 PART
员工心目中的领导
办图网 第一章 员工心目中的领导 国外调查
-4-
01 美国管理学家霍根的调查（国外）
无论在哪里、什么时候、针对什么行业： 60-75%的员工认为在他们的工作中：
最大的压力和最糟糕的感受来自他们的直接上司 在美国，不称职的经营管理者的比例是60-75% 德国人在过去的10年，有一半的高级主管在管理方面
- 19 -
办图网 第四章 下属的分类
人在型特征
人在型特征 听从别人指挥
• 习惯跟随别人，而不是领导别人。 • 需要刺激鼓励才能去做事。 • 不愿意发表意见，不喜欢冒险、没创新。 • 渴望被人认同。 • 困难时会装聋作哑，表现与世无争。
- 20-
办图网 第四章 下属的分类
人灾型特征
人灾型特征 所思所想表示否定／消极／怀疑
因事而异
• 此部分内容作为文字排版占位显示（建议使用主题字体） • 此部分内容作为文字排版占位显示（建议使用主题字体）
感谢聆听
Thanks For Your Listening
部”，应该砍掉的那部 看别人再行事
分。
办图网 第四章 下属的分类
如何对待附加值不同的下属
-23-
保护上层的20%的人财 公司危难时，这类人最易流失。
领导力(英文)
• Employee-oriented leaders were associated with higher group productivity & higher job satisfaction.
3.The managerial grid
Blake & Mouton
• A 9-by-9 matrix outlining 81 different styles • concern for people, production • 9 possible positions along each axis • managers perform best under a 9,9 style;
1.(2)Cognitive resource theory
update in 1987
• A theory of leadership stating that a leader obtains effective group performance by,1st, making effective plans,decisions,& strategies;2nd, communicating them through directive behavior
• “false starts” based on their erroneous conception
• Contingency models to explain the inadequacies of previous leadership
• attempting to identify the set of traits that people implicitly refer to as a leader
3.The managerial grid
Blake & Mouton
• A 9-by-9 matrix outlining 81 different styles • concern for people, production • 9 possible positions along each axis • managers perform best under a 9,9 style;
1.(2)Cognitive resource theory
update in 1987
• A theory of leadership stating that a leader obtains effective group performance by,1st, making effective plans,decisions,& strategies;2nd, communicating them through directive behavior
• “false starts” based on their erroneous conception
• Contingency models to explain the inadequacies of previous leadership
• attempting to identify the set of traits that people implicitly refer to as a leader
中英文对照领导力课程ppt
Tannenbaum & Schmidt
管理者风格的影响因素
基层管理人员
Roland Smith
Writers on Managers
“Managers convert effort into performance & a rabble into an organisation”
Peter Drucker
“Managers are the grit in the oyster”
individual
John Adair
以行动为中心的领导力
完成任务
建设与保持团队 发展个人
约翰·阿代尔（John Adair）
Leadership Continuum
Boss-centred leadership
Use of authority by the manager
Subordinate-centred leadership
throughout the organisation
• Respond to the needs of employees through support, encouragement or direction
• Sense of direction
• Initiate action
一个组织内领导者的职能
function
领导者特征
• 创造理想未来状态的愿景 • 影响他人的能力 • 他人认可这种能力 • 目标导向型 • 领导者具有重要象征性意义
Leader or Manager?
• Leaders create a vision of the future: managers are concerned about the here and now of goal attainment.
管理者风格的影响因素
基层管理人员
Roland Smith
Writers on Managers
“Managers convert effort into performance & a rabble into an organisation”
Peter Drucker
“Managers are the grit in the oyster”
individual
John Adair
以行动为中心的领导力
完成任务
建设与保持团队 发展个人
约翰·阿代尔（John Adair）
Leadership Continuum
Boss-centred leadership
Use of authority by the manager
Subordinate-centred leadership
throughout the organisation
• Respond to the needs of employees through support, encouragement or direction
• Sense of direction
• Initiate action
一个组织内领导者的职能
function
领导者特征
• 创造理想未来状态的愿景 • 影响他人的能力 • 他人认可这种能力 • 目标导向型 • 领导者具有重要象征性意义
Leader or Manager?
• Leaders create a vision of the future: managers are concerned about the here and now of goal attainment.
领导力课程中英文培训资料
Revenue Growth 资产收益率 营运利润率 收入增长
All Rights Reserved 2007
Rucci, et al, 1998
5
The Cost of a Bad Boss
不称职上司的代价
58% of people who have worked with subpar
managers are affected as follows:
注重客户和市场 支持变革
All Rights Reserved 2007
WB 3
成效驱动 将愿景转化为行动
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Introduction 简介
What is your most important responsibility as a supervisor? 作为一名主管，你最重要的职责是什么？
To produce results ...
Traditional 过去
5% Strategy 策略谋划
15% Coaching, Developing,
Supporting, Building 辅导、发展、支持、培
养
80% Directing & Maintaining
指挥和管理
21st Century 21世纪
20% Strategy 策略谋划
领导包括激励他人追随、建立友好关系和对 他人提供支持。领导者所完成的事情，缺少 他们便无法成功。
All Rights Reserved 2007
WB 6
16
Leaders and Managers 领导者和管理者
• Aim Higher • 追求卓越
All Rights Reserved 2007
4
All Rights Reserved 2007
Rucci, et al, 1998
5
The Cost of a Bad Boss
不称职上司的代价
58% of people who have worked with subpar
managers are affected as follows:
注重客户和市场 支持变革
All Rights Reserved 2007
WB 3
成效驱动 将愿景转化为行动
9
Introduction 简介
What is your most important responsibility as a supervisor? 作为一名主管，你最重要的职责是什么？
To produce results ...
Traditional 过去
5% Strategy 策略谋划
15% Coaching, Developing,
Supporting, Building 辅导、发展、支持、培
养
80% Directing & Maintaining
指挥和管理
21st Century 21世纪
20% Strategy 策略谋划
领导包括激励他人追随、建立友好关系和对 他人提供支持。领导者所完成的事情，缺少 他们便无法成功。
All Rights Reserved 2007
WB 6
16
Leaders and Managers 领导者和管理者
• Aim Higher • 追求卓越
All Rights Reserved 2007
4
领导力培训-中英文
Leadership Improvement Plan Worksheet领导力改进计划工作表My Plan to Become a Better Leader by Monday Morning我的计划在下周一做一个更优秀的领导1.How much do I need to improve my leadership skills?我的领导能力需要提高多少?2. What area（s） of leadership is/are my strongest?我的领导能力在哪个领域是最强的？3. What area（s) of leadership need the most improvement？领导能力在哪些领域最需要改进？4.What will I do on “Monday morning?"（Implement SituationalLeadership or use another tool)“星期一早上"我该怎么办？(运用情境领导力或其他方法）5.What steps will I then take on “Tuesday morning?”“星期二早上”我该采取什么步骤？•Start Personal Leadership Inventory开启个人领导力储备的能力•Keep a log on both good and bad leaders把好的和不好的领导者都记录下来•Carefully observe leadership in other organizations仔细观察其他单位的领导•Organize and lead a peer leadership group组织和领导一个同龄人的领导班子•Seek a mentor找一位导师6.What will I do on “Wednesday morning”…and beyond…to sustainmy leadership improvement？“星期三早上”我该怎么办……以后……继续保持领导力的进?•Evaluate the impact of day-to-day responsibilities on your effort 评估在你的努力下对日常指责的影响•What challenges do you anticipate to your commitment and how do you plan on dealing with them？对你的承诺有什么样的挑战，你将如何应对？•What guidance do you need and where will you seek it?你需要什么样的指导,你去哪里寻找？7.Who can I count on to champion my efforts to improve myleadership?我可以指望谁来支持我改进我的领导了力？。
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Turn 2 转变 2
Turn 3 转变 3 Turn 1 转变 1
The ALDP is a 10-module leadership development program based on the IHG Competency Model, that is designed to skill Band 6 & 7 supervisors in essential leadership practices.
All Rights Reserved 2007
WB 2
3
The Quality of IHG’s Leadership …
IHG的领导力水平……
… drives our corporate priorities ……推动我们的企业优先事项的进程
Priorities 优先事项
Strategy 战略
Service 服务 Helpfulness 帮助性
Merchandise 商品 Value 价值
Customer Referrals 客户推荐
Customer Impressions 客户的印象
Customer Retention 客户保持力
Return on Assets
Operating Margin
Purpose 目标Qu源自lityof IHGLeadership IHG的领导 力水平
Brand performance 品牌绩效
Excellent hotel returns 出色的酒店回报
Market scale/knowledge 市场规模、知识
Aligned organisation 组织联盟
All Rights Reserved 2007
6
What’s This Got To Do With Me?
这与我有什么关系？
我们对员工
的期望是什 么？
我们对员工
的付出是什 么？
All Rights Reserved 2007
7
Developing Leaders at IHG
洲际酒店集团的领导者培养
Great Hotels Guests Love
出色的酒店 客人的最爱
• Do the right thing • 做对的事
Winning Ways 致胜之道
• Work Better Together • 协作共赢
• Show we care • 体现关爱
• Celebrate Difference • 求同存异
ALDP 领导力发展课程以洲际 酒店集团能力模型为基础，由 10个板块构成，旨在为6级和 7级主管人员提供基础领导力 实践的技巧培训。
All Rights Reserved 2007
8
IHG Supervisor Competencies
2
Why Are We Here? 目的
Differentiate Management and Leadership 区分管理能力与领导力之间的差异
Gain critical knowledge and self-awareness to be a successful leader 获得成为一个成功领导者的必备知识和自我认知 能力
Build the industry’s strongest operating system focused on the biggest markets and segments where scale really counts 打造业内最强的运营系统， 集中于由规模决定优势的最 大的市场和细分市场
Adapt style preferences to be more effective 能够适应不同的风格，实现更高效率
Apply appropriate leadership behaviours in different situations to be more effective 在不同情况下能够采取适合的领导行为，以实现 更高效率
• Aim Higher • 追求卓越
All Rights Reserved 2007
4
The Service-Profit Chain 服务利润链
Attitude about the job
对工作的态度
Employee Behavior 员工的行为
Attitude about the company 对公司的看法
“阻碍我为公司的最终收益做出更大贡献”
“Made me want to leave the company” “使我想离开这家公司”
76% 81% 82% 86%
Source: McKinsey’s War for Talent 2000 survey of 6,500 senior & mid-level managers at 35 large US companies 来源：麦肯锡2000年人才之战调查，对象是35家大型美国公司的6,500名高级和中层经理人
Leadership Fundamentals 领导力基础课程
Accelerated Leadership Development Program (ALDP) 强化领导力发展课程（ALDP） August 2007
1
Activity: Warm It Up!
活动：热身一下！
All Rights Reserved 2007
Revenue Growth 资产收益率 营运利润率 收入增长
All Rights Reserved 2007
Rucci, et al, 1998
5
The Cost of a Bad Boss
不称职上司的代价
58% of people who have worked with subpar
managers are affected as follows:
58%曾与不合格经理人工作过的员工表示受到以下影响：
“Prevented me from learning” “阻碍我学习”
“Hurt my career development” “损害我的职业发展”
“Prevented me from making a larger contribution to the bottom line”