Leadership领导力演示课件
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领导力培训如何成为卓越的领导者课件PPT
有一个清晰的愿景并且能够生动、清楚地加以表达努力寻找机会并制定与愿景一致的战略帮助个体定义与组织愿景一直的个人愿景和角色定期地检查组织愿景、作出必要的修正，并让战略与愿景保持一致能够放开过去的实践和期望，以便从一个未来愿景中创造出未来
领导力的具体体现
笃行移情能力，注重倾听以及与同事的坦诚对话愿意面对冲突，并努力解决所有的纠纷清楚自己的意见，能够让大家听到自己的声音寻求评价反馈并相应地改变自己的行为建设性地利用争执和冲突来促成创新的、协作的解决方案
在公共组织中良好的行政组织结构是完成组织目标提高组织效率的物质基础。而组织自身结构的设置既决定着领导行为责任的界定与实现，又决定着领导力的要求。公共组织自身结构在人员的配备、部门的分工等方面起着非常重要的作用，而组织功能的定位则是领导行为责任和领导力的出发点。
领导不力的表现及原因
领导力是关键，做卓越的领导者，Leadership is the key. Be a great leader.
培育个人特质
建立信任关系
横向—团队组织成员之间可以通过加强沟通、增进了解、相互支持对方的正确观点等建立彼此间的信任。
纵向—领导授权是建立与组织成员之间有效信任关系的有效途径。
活化领导方式
运用法定权力行使影响力时，应避免让追随者有受到操纵、控制或威胁的感觉。做一个建设型取向，而非操纵型取向的领导者。 “建设型”领导方式的主要体现：
做卓、竞争和冒险的能力
情商（EQ）
领导者处理情绪和处理人际关系的能力
智商（IQ）
领导者智力高低的指标
志商（WQ）
领导者的志向大小和志向的坚持程度
健商（HQ）
指领导者健康水平和健康意识的高低
财商（FQ）
领导者对财产的态度
个人领导力SelfLeadership(PPT49页)
盲点
团队
自我揭示或给予反馈
别人不 知道的
虚假的表面 (隐密区 )
未知区域 无意识的
MBTI 测评结果及领导风格练习
根据你的MBTI测评结果: • 你的领导风格是什么？ • 你有什么优势？ • 你觉得什么可能是你潜在的盲点？
Communication Style Discussion Questions
presented, if it does not fit their internal understanding of the world
Developing Communication Style Flexibility
What Motivates…
ISTP and INTP? • Motivation stems from being challenged to rationally organize and understand
判断
在外部世界里你用的是 哪一个?
理解
• 果断的 • 有组织的 • 有计划的 • Seeks closure • 列出清单并使用之
• 开放的 • 灵活的 • 自然的 • Seeks opinions • 列出清单并遗失之
四个维度
外向 感觉 思考 判断
个人如何获得活力 个人注意什么Leabharlann 个人如何作出决定 个人选择的生活方式
一个交谈的扑克牌游戏
• 确定一个你的小组感兴趣的话题并开始讨论
• 把你所有的扑克牌放在你的面前，你每发言1次，就把一张 牌放入你的袋子里。 一旦你面前没有牌了，你就不能再说 话，直到小组里所有人的牌都放进他们的袋子里。
• 总结别人的观点、提出自己的新想法两者都是有效的发言。
扑克牌游戏小结
领导力介绍(英文ppt课件)资料
Leadership and Organisations
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.
…..However, managers must have leadership qualities if they are to be effective.
Leadership and Organisations
Leadership vs. Management
Point to ponder……..
whilst
Management could be seen as planning, organising, directing and
controlling.
(Henri Fayol in Mullins, 2010 p429)
Leadership and Organisations
Leadership vsctive leader does not need to be a manager but a manager must have leadership qualities in order to be effective!
领导力教案ppt课件
马期很想和子贱交流一下工作心得，于是他找到了宓子贱。
宓子贱是一个不到三十岁的小伙子，有着健康的身体和充沛的精力。在他的面前
，巫马期感觉到了一定的压力。但作为师兄弟，大家还是开始了谈话。
两
个人的谈话是从寒暄客套开始的，不过很快就进入了正题。巫马期带着崇拜的眼
神，羡慕地握着子贱的手说：“你比我强，你有个好身体啊，前途无量！看来我
要被自己的病耽误了。”子贱听完巫马期的话，摇摇头说：“我们的差别不在身
体，而在于工作方法。你做工作靠的是自己的努力，可是事业那么大、事情那么
多，个人力量毕竟有限，努力的结果只能是勉强支撑，最终伤害自己的身体；而
我用的方法是调动能人给自己做工作，事业越大可调动的人就越多，调动的能人
越多事业就越大，于是工作越做越轻松。”
情绪掌控：
1、主动保持和谐人际关系；2、公开场合不乱发脾气，不谩骂员工；3
、对员工之指正斥责，能掌握适当场合与情境；4、会换位思考
决断力：
1、碰到问题时，能根据事实，收集正确信息，当机立断做决定，
并勇于承担后果；2、对于突发状况，能作完善的判断与处理。
-
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领导者的七项责任
确定组织的价值观 确定发展方向和绩效目标 关注顾客需求和期望 营造积极的经营环境 完善组织的治理 评审组织的绩效 履行社会责任
设计 执行 改善
2. 市场
人员 3.
流程 4.
组织运行系统 组织免疫系统
-
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9洞察力之环境营造
1. 对顾客和伙伴讲求诚信 1-10分
2. 组织有的可持续发展的目标 1-10分
3. 个人有的学习成长的空间 1-10分
4. 5.
员 领工导的人健带康头和遵安守全 游得 戏到 规保 则障1-110-1分0分文
leadership领导力 ppt课件
leadership领导力 ppt课件
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1．Tannenbaum and Schmidt continuum 2．Rensis Likert Support Relation Theory 3．Chris Argyris Immature – Mature continuum 4. Blake and Mouton Managerial Grid 5．John Adair Action Centred Leadership
2. Autocratic 2 (A2) – you ask team members for specific information and once you have it, you make the decision. Here you don't necessarily tell them what the information is needed for. .
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leadership领导力 ppt课件
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管理者的两种类型：
1. 任务导向型：task oriented 2. 人员导向型：relationship oriented
衡量管理情况的三个维度：
1.Position and authority 领导者的权利和地位 2.Objective structure 任务结构
Contigency Theory
三选一
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leadership领导力 ppt课件
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1.Fiedler’s Contingency Theory 菲德勒的权变管理思想
中心思想：不同管理（situation）情况适用 不同领导风格（leadership behaviour）—— 把人放进情况里
Leadership领导力演示课件
Who Will Lead? (cont)
➢ Demographic background of leaders
▪ Height, weight, & age ▪ Ethnicity ▪ Sex: Bias against women (even thought women
possess more skills needed to be a successful leader).
➢ Practically
▪ productively, economically, idealistically
➢ Personally
▪ interpersonally, ethically, selfishly
➢ Scientifically
▪ empirically, conceptually
FiLedPlerC’s CSonctinagelnecy Theory
➢ High LPC leaders most effective in “moderately” favorable situations
➢ Low LPC leaders most effective in very favorable or very unfavorable situations
Criticisms include most of research was in the lab
Path-Goal Theory (House 1971)
Path-goal theory focuses on the kinds of leader behaviors that allow subordinates to achieve personal and organizational goals
Lesson_12_Leadership_(领导力).pptx
Leadership is the ability to influence a group toward the achievement of goals (Robbins).
Leading is the process of creating vision, inspiring commitment and directing humanresource efforts toward organisational objectives (Schmerhorn).
Key Words: Influencing; Organisational Objectives; Vision; Inspiration; Commitment
3
WHY STUDY LEADERSHIP?
Employees believe that organisational successes and failures are linked to leadership. (Robbins)
Based on the assumption that certain physical, social, and personal characteristics are inherent in leaders;
Argues that presence or absence of these characteristics distinguishes leaders from nonleaders.
Corp)
cont…
5
Quotes on Leadership
In any case, leadership is finally a collaborative endeavour. (Warren Bennis, author and leadership scholar)
Leading is the process of creating vision, inspiring commitment and directing humanresource efforts toward organisational objectives (Schmerhorn).
Key Words: Influencing; Organisational Objectives; Vision; Inspiration; Commitment
3
WHY STUDY LEADERSHIP?
Employees believe that organisational successes and failures are linked to leadership. (Robbins)
Based on the assumption that certain physical, social, and personal characteristics are inherent in leaders;
Argues that presence or absence of these characteristics distinguishes leaders from nonleaders.
Corp)
cont…
5
Quotes on Leadership
In any case, leadership is finally a collaborative endeavour. (Warren Bennis, author and leadership scholar)
领导力教案ppt课件
竞赛法四模式 个体之间 组织之间 要素之间 要素组合之间
34
竞赛法七原则 ★让模仿升级为竞赛 ★设立更多奖项 ★让竞争者认同规则 ★提升单元的相似性 ★组织赛场啦啦队 ★将竞赛控制在限度内
17激励力之认同法
认同是最积极的动力。荣誉感会使人不惧任何艰难险阻。
原理
案例 策略
拿破仑的勋章 空军大队长的信
22
文化
制度
D·职业化的教导力
23
领导称职度测评
1. 他会在一分钟内说清他的职责目标。 2. 他有达成目标所需要的必要条件。 3. 他有机会做他最擅长做的事。 4. 在过去的七天里，他受到表扬。 5. 他觉得你关心他的个人情况。 6. 他觉得他的意见受到重视。 7. 他觉得他的工作对公司重要。 8. 他的同事有一个正确的工作态度。 9. 团队里有一个鼓励他的知心朋友。 10.一年里他有一次特别的机会。
• 宓子贱是一个不到三十岁的小伙子，有着健康的身体和充沛的精力。在他的面前，巫马期感觉到了一定的压力。
但作为师兄弟，大家还是开始了谈话。
两个人的谈话是从寒暄客套开始的，不过很快就进入了正题。巫马期
带着崇拜的眼神，羡慕地握着子贱的手说：“你比我强，你有个好身体啊，前途无量！看来我要被自己的病耽误
了。”子贱听完巫马期的话，摇摇头说：“我们的差别不在身体，而在于工作方法。你做工作靠的是自己的努力，
B·专业化的决策力
14
4决策力之战略三角
R资源R高利
梦想 快速
O目标
AA能优力质
15
5决策力之计划矩阵
通过什么道路达到？
在既定时间我要达到哪里？
我的事业所处起点？
16
我必须借助于哪些资源？
6决策力之平衡艺术
E model-Leadership领导力的5E模型ppt课件
Lead the process to develop the vision to create internal passion & external inspiration
Foster innovation through connect & develop and benchmark internal/external to reapply
Utilize total stegy deployment to crystallize business & organization future needs
Use real life tough calls to reinforce the vision/strategies/principles to prevent drift
Develops and leads a vision and strategies that ‘change the game’
Change agent that champions connect and develop, balanced innovation, creativity, benchmarking and reapplication
Integrates diverse perspectives in developing the vision and strategies
. 8
Envision: Create the Future
How do you do it?
Understand and articulate current and future needs of consumers/customers
A.G. Lafley President and CEO The Procter & Gamble Company January 23, 2002
Foster innovation through connect & develop and benchmark internal/external to reapply
Utilize total stegy deployment to crystallize business & organization future needs
Use real life tough calls to reinforce the vision/strategies/principles to prevent drift
Develops and leads a vision and strategies that ‘change the game’
Change agent that champions connect and develop, balanced innovation, creativity, benchmarking and reapplication
Integrates diverse perspectives in developing the vision and strategies
. 8
Envision: Create the Future
How do you do it?
Understand and articulate current and future needs of consumers/customers
A.G. Lafley President and CEO The Procter & Gamble Company January 23, 2002
个人领导力SelfLeadership(PPT49页)
Developing Communication Style Flexibility
What Motivates…
ESTP and ESFP? • motivation comes from new, interesting experiences and the opportunities to
人并直接指正下属绩效问题
ESFJ
团队导向，有自制力，遵从规章 ， 精力充沛；擅长建立良好人际关系；
工作－生活平衡
ENFJ
灵活机智, 宽容,移情能力强, 喜欢 起主导作用; does whatever it
takes;令人轻松自在.
ENTJ
果断，独立, 有组织性，有责任心， 喜欢起主导作用，喜好交际；makes
Accelerated Leadership Course
个人领导力
学习目标
• 对MBTI工具的使用有基本认识，以便理解领导技能 • 了解个人偏好及其如何影响我们对事物的看法 • 了解因我们的心理模式而产生的偏见和盲点 • 用MBTI更好地与他人沟通 • 理解不同的沟通方式 • 用MBTI激励他人，使团队成员充分参与，在你所在团队创
INTP INFJ INFP
个性的作用Functions of the Personality
理解
– 收集数据 – 接收信息 – 观察你周围的世界
判断
– 评价数据 – 根据信息做决定 – 批判性地看你的观察结果
四个维度
外向 感觉 思考 判断
个人如何获得活力 个人注意什么
个人如何作出决定 个人选择的生活方式
一个交谈的扑克牌游戏
• 确定一个你的小组感兴趣的话题并开始讨论
• 把你所有的扑克牌放在你的面前，你每发言1次，就把一张 牌放入你的袋子里。 一旦你面前没有牌了，你就不能再说 话，直到小组里所有人的牌都放进他们的袋子里。
Leadership领导力PPT演示课件
9
Wraphic background of leaders
Height, weight, & age Ethnicity Sex: Bias against women (even thought women
possess more skills needed to be a successful leader).
Three key components to this definition:
- an interpersonal process between one person and a group
- can’t have ‘leaders’ without ‘followers’
- criterion for effective leadership = goal
Leaders are born (but leaders are also “made”) All groups have leaders (large groups tend to
require a leader) People resist their leaders (most groups accept
followers, and the group situation.
7
The Great Man Theory
Early explanations of leadership studied the “traits” of great leaders
“Great man” theories (Gandhi, Lincoln, Napoleon) Belief that people were born with these traits and
Wraphic background of leaders
Height, weight, & age Ethnicity Sex: Bias against women (even thought women
possess more skills needed to be a successful leader).
Three key components to this definition:
- an interpersonal process between one person and a group
- can’t have ‘leaders’ without ‘followers’
- criterion for effective leadership = goal
Leaders are born (but leaders are also “made”) All groups have leaders (large groups tend to
require a leader) People resist their leaders (most groups accept
followers, and the group situation.
7
The Great Man Theory
Early explanations of leadership studied the “traits” of great leaders
“Great man” theories (Gandhi, Lincoln, Napoleon) Belief that people were born with these traits and
领导力培训 Leadership Training(课堂PPT)
财务基础 文化融合 解决问题
15
SE能力模型 (CrossFunction 2)
团体建设 变革管理
工作报告 有效沟通 社会协调
16
自我评估练习
入门 基本 胜任 高手 专家
L01 L02 L03 L04 L05 L06 L07 L08 L09
C00 C00 C00 C00 C00 C00 C00 C00 C00 C01 1234567890
我愿
Attitude
Skill 我会
11
SE能力模型轮廓
目 标 认 知
授 权 与 育 人
实 现 目 标
影 响 与 说 服 力
沟 通 技 巧
分 析 解 决 问 题
计 算 机 使 用
3 2 1 3 2
1
专 业 技 能 （
）
专 业 技 能 （
）
专 业 技 能 （
）
专 业 知 识 （ ）
专 业 知 识 （
）
专 业 知 识 （
）
领导力
通用技巧
专业技能
专业知识
12
SE能力模型 (Leadership 1)
目标与策略 创新进取 影响带动
结果导向 专注顾客
13
SE能力模型 (Leadership 2)
团队协作 支持授权 学习适应 核心团队
14
SE能Байду номын сангаас模型 (CrossFunction 1)
项目管理 电脑运用
Culture
制定计划
沟通
COMPETENCE （我能）
Skill & Knowledge Behaviour & Attitude
团队建设
15
SE能力模型 (CrossFunction 2)
团体建设 变革管理
工作报告 有效沟通 社会协调
16
自我评估练习
入门 基本 胜任 高手 专家
L01 L02 L03 L04 L05 L06 L07 L08 L09
C00 C00 C00 C00 C00 C00 C00 C00 C00 C01 1234567890
我愿
Attitude
Skill 我会
11
SE能力模型轮廓
目 标 认 知
授 权 与 育 人
实 现 目 标
影 响 与 说 服 力
沟 通 技 巧
分 析 解 决 问 题
计 算 机 使 用
3 2 1 3 2
1
专 业 技 能 （
）
专 业 技 能 （
）
专 业 技 能 （
）
专 业 知 识 （ ）
专 业 知 识 （
）
专 业 知 识 （
）
领导力
通用技巧
专业技能
专业知识
12
SE能力模型 (Leadership 1)
目标与策略 创新进取 影响带动
结果导向 专注顾客
13
SE能力模型 (Leadership 2)
团队协作 支持授权 学习适应 核心团队
14
SE能Байду номын сангаас模型 (CrossFunction 1)
项目管理 电脑运用
Culture
制定计划
沟通
COMPETENCE （我能）
Skill & Knowledge Behaviour & Attitude
团队建设
LEADERSHIP 领导力
• Leader seeks majority decision-making by the group • They tend:
– To involve the group in decision making – To let group determine work methods – To make overall goals known – To use feedback as an opportunity for helpful coaching
Different
In China : leaders focus on building their image and authority .
In west: Directive,
Participative
Empowering Charismatic Celebrity.
• First, determining what kind of leaders you want to be • Second, finding out the traits featuring your aspired types of leaders • Cultivating yourself by foster charisma, exerting determination in decision-making; being openminded and forward-looking; learning from great leaders
FORETHOUGHT
STAY HUNGRY, STAY FOOLISH.
谨以此片献给那些用强大领导力改变世界的人们 让我们向那些疯狂、特立独行、想法与众不同的家伙们致敬
本PPT仅供个人学习研究使用Leabharlann LEADERSHIP IS
– To involve the group in decision making – To let group determine work methods – To make overall goals known – To use feedback as an opportunity for helpful coaching
Different
In China : leaders focus on building their image and authority .
In west: Directive,
Participative
Empowering Charismatic Celebrity.
• First, determining what kind of leaders you want to be • Second, finding out the traits featuring your aspired types of leaders • Cultivating yourself by foster charisma, exerting determination in decision-making; being openminded and forward-looking; learning from great leaders
FORETHOUGHT
STAY HUNGRY, STAY FOOLISH.
谨以此片献给那些用强大领导力改变世界的人们 让我们向那些疯狂、特立独行、想法与众不同的家伙们致敬
本PPT仅供个人学习研究使用Leabharlann LEADERSHIP IS
Leadership领导力24372PPT课件
.
5
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)
▪ Reciprocal ▪ Transactional ▪ Transformational ▪ Cooperative ▪ ?
➢ Leadership is power (with people rather than over people)
achievement
.
3
What is Leadership?
➢ Leadership: guidance of others in their pursuits, often by organizing, directing, coordinating, supporting, and motivating their efforts.
only the great people possessed them
.
8
The Great Man Theory
➢ Personal qualities of leaders
▪ Personality traits, such as extraversion, conscientiousness, and openness.
followers, and the group situation.
.
7
The Great Man Theory
Leadership(卓越领导力和领导艺术)培训课件
卓越领导力和领导艺术李世昌Stephen Li2012年4月21日课程提纲 创新变革者——学习力及其艺术组织领导者——影响力及其艺术团队建设者——凝聚力及其艺术人性沟通者——表达力及其艺术工作教练者——指导力及其艺术人才选用者——开发力及其艺术能力发展者——培养力及其艺术战略管理者——决策力及其艺术绩效驱动者——激励力及其艺术开场白领导力（Leadership）：一个人最重要的资产企业层面：个人领导力团队领导力组织领导力没有领导力就没有执行力！创新变革者——学习力及其艺术1.“我是拥有智慧的我是拥有智慧的，，但我拥有的是昨天的智慧但我拥有的是昨天的智慧。
”——杰克·韦尔奇2. “与改变世界相比与改变世界相比，，改变自己更困难”。
——曼德拉 3. 人最难的就是始终要有初学者的心态人最难的就是始终要有初学者的心态！！——乔布斯学习型组织 自我超越改善心智模式共同愿景团队学习系统思考彼得.圣吉的代表作《第五项修炼——学习型组织的艺术与实务》1990年在美国出版该书在1992年获世界企业学会最高荣誉开拓奖圣吉本人也同年被美国《商业周刊》推崇为当代最杰出的新管理大师之一。
《第五项修炼第五项修炼》》命运性格习惯行为观念观念（（思想思想））心态认知学习态度态度，，观念观念，，习惯习惯的的改变改变会会很难。
eg. 十指交叉游戏但往往但往往不习惯的时候就是成长的时候不习惯的时候就是成长的时候居安思危革故鼎新自强不息穷变通久Video：鹰之重生鹰之重生“取得成功的方法就是取得成功的方法就是757575--80%80%靠领导靠领导靠领导，，其余其余202020--25%25%靠管理靠管理靠管理，，而不能反过来而不能反过来。
”——约翰-科特(John P. Kotter)美国哈佛大学终身教授，2001年10月，《商业周刊》杂志称其为美国第一“领导力大师”2004年被评为全世界最具声望的五位管理和商业领袖之一。
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Who Will Lead? (cont)
➢ Demographic background of leaders
▪ Height, weight, & age ▪ Ethnicity ▪ Sex: Bias against women (even thought women
possess more skills needed to be a successful leader).
What is Leadership ?
“The process of influencing the activities of an organized group in its efforts toward goal setting and goal achievement” (Stogdill, 1950, p. 3)
▪ Trait Model: The great leader theory ▪ Situational Model ▪ Interactional Model: depends on the leader,
followers, and the Great Man Theory
only the great people possessed them
The Great Man Theory
➢ Personal qualities of leaders
▪ Personality traits, such as extraversion, conscientiousness, and openness.
➢ Practically
▪ productively, economically, idealistically
➢ Personally
▪ interpersonally, ethically, selfishly
➢ Scientifically
▪ empirically, conceptually
Contingency Approaches
Three key components to this definition: - an interpersonal process between one person and
a group - can’t have ‘leaders’ without ‘followers’ - criterion for effective leadership = goal
Implicit leadership theories (ILTs): members general beliefs about the qualities of leaders
Eagly’s social role theory: ILTs are not consistent with intuitive expectations about men & women: “think leader, think male”
▪ Reciprocal ▪ Transactional ▪ Transformational ▪ Cooperative ▪ Adaptive
Leadership Myths?
➢ Leadership is power (with people rather than over people)
➢ Leaders are born (but leaders are also “made”) ➢ All groups have leaders (large groups tend to
require a leader) ➢ People resist their leaders (most groups accept
the need for a leader)
Leadership myths (cont.)
➢ Leaders make or break their groups
➢ Early explanations of leadership studied the “traits” of great leaders
▪ “Great man” theories (Gandhi, Lincoln, Napoleon) ▪ Belief that people were born with these traits and
achievement
What is Leadership?
➢ Leadership: guidance of others in their pursuits, often by organizing, directing, coordinating, supporting, and motivating their efforts.
The “romance of leadership” exaggerates the impact of a leader
Leaders do make a difference (e.g., sports teams)
Who Will Lead?
➢ Perspectives on leadership emergence
▪ Intelligence and emotional intelligence (degree of social skill).
▪ Expertise, skill, and experience. ▪ Level of participation in discussion: the
“babble effect.”
LEADERSHIP
Chapter 11
Leadership Matters….
➢ Intellectually
▪ historically, psychologically, sociologically
➢ Politically
▪ societally, culturally, globally, communally, & perhaps idealistically