领导力课程 中英文培训资料
领导力培训 Leadership Training
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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
领导力课程中英文培训资料
•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
•Service 服务 •Helpfulness 帮助性
•Merchandise 商品 •Value 价值
•Customer •Referrals •客户推荐
WB 3
领导力课程中英文培训资料
•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
2.
发生了什么事？在开始、中间和最后，你体验到了怎样的感觉？
3. 2. Was there a leader? Why do you think so?
4.
当时有没有一个领导者？为什么？
5. 3. What can you learn from this experience?
6.
从中你能学到什么？
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
•Great Hotels •Guests Love
•出色的酒店 •客人的最爱
• Do the right thing • 做对的事
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!
最新领导力培训LEADERSHIP IN ORGANIZATIONS-1精品资料
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
提升你的领导力英文版
PASSION
2.Growing to your maximum potential
➢Success is not a destination, it is a journey. ➢The secret of your success [or failure] is discovered in your daily agenda. ➢Growth is not an automatic process. ➢You must have a plan for growth
• “Leadership is the process of PERSUASION and example, by which an individual (or leadership team) induces a group to take action that is in accord with the leader's purpose, or the shared purposes of all.” - John W. Gardner
• It’s a personal choice – you've got a choice
• Your attitude is the deference or separator.
• Successful people have great and uncommon attitude about life, problems or obstacles.
“He who thinks he leads but has no followers, is only taking a walk”.
• If you cant influence others, they won’t follow you.
【领导力】领导力课程中英文培训资料
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
Lesson_12_Leadership_(领导力)-专业文档资料-PPT文档资料
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
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
情境领导力培训材料Situational Leadership Training
Manual for participants情景领导II研讨会Data Source:The Ken Blanchard CompaniesDefinition定义“情境领导”模式：在领导和管理公司或团队时，不能用一成不变的方法，而要随着情况和环境的改变及员工的不同，而改变领导和管理的方式。
管理的重点在于领导者自身。
2情境领导II的目的Open up communication 打开沟通Help others develop competence and commitment 发展能力和意愿Teach others how to provide their own direction and support 帮助员工自我发展Value and honor differences. 珍惜不同Three Skills of a Situational Leader 情境领导的三种技巧Diagnosis 诊断Flexibility因材施教Partnering 合作伙伴基本的改变Boss老板, Evaluator评估者, Judge法官and Critic 批评家Partner伙伴, Facilitator 促动者, Cheerleader 啦啦队队长, Supporter 支持者and Coach教练.Benefits of SL2 好处When leaders are situational leaders, the people who work with and peers当所有领导都是情境领导,其同事和员工会:公司里少紧张气氛认为他们的领导愿意改变或者接受新的观念或者方法认为他们的领导愿意帮助他们成长认为他们的领导是训练有素的更高的士气感觉被授权展现更多的自我领导研究显示当公司实施了情境领导以后-更强的领导力更高的员工满意度更低的流失率更高的客户满意度利率提高销量提高7Diagnosis: The First Skill of a Situational Leader 诊断:情境领导的第一种技巧发展水平Development Level Situations depending on team members’competence and commitment levels to a specific goa l or task情景关注团队成员在一个任务任务任务或目标目标目标上能力和意愿水平.Competence (Demonstrated Knowledge, not potential or intelligent)能力(外显的知识,不是潜在的或理解力方面的)-Goal or Task Knowledge and skills. 任务相关的技巧-Transferable knowledge and skills. 可转换的技巧Commitment 意愿-Motivation 动机-Confidence. 自信The Four Development Levels四个发展水平D1Low Competence High Commitment低能力,高意愿D2Low to Some Competence Low Commitment低能力,低意愿D3Moderate to High Competence Variable Commitment中等到高的能力,变化的意愿D4High Competence High Commitment高能力,高意愿五个用来诊断发展水平的关键问题 任务或者目标?所展现的与任务相关的知识和技能?可转移的技巧?动力,兴趣,或者热情?自信心?The Need of Each Development Level 每个发展水平的需求The Need of D1—The Enthusiastic Beginner 热情洋溢的初学者Recognition of enthusiasm and transferable skills(认可热情和可转换的技巧)Clear goals and roles(清晰的目标和角色)Standards for what a good job looks like(设置何为好工作的标准)Timelines(时间限制)Priorities (优先顺序)Information on how data about performance will be collected and shared(分享绩效如何被收集的信息),,)Action plans—specific direction about how, when and with whom(行动计划-关于如何开展,何时开展,与谁一起开展给予明确的方向)Boundaries and limits (界限)The unwritten rules on “how things work around here” (不成文的规定)Information about the goal or task and the organization(分享组织目标和任务的信息)A step-by-step process for learning new skills(逐步学习新技巧的过程)Concrete examples of how others accomplish the goal or task (具体的例子)Opportunities to practice (练习的机会)Frequent feedback on results (频繁的反馈) Solutions to problems (解决方案)The Need of D2—The Disillusioned Learner困惑的学习者Clear goal(明确的目标)Frequent feedback(频繁反馈)Praise for making progress(赞扬进步)Help in analyzing success and failures; assurance that it is okay to make mistakes(分析成功和失败)Explanations of why the goal or task is important and explanations of “how”(解释为什么目标和任务是重要的合解释如何重要)Opportunities to discuss concerns and share feelings(讨论顾虑和分享感受)Involvement and influence in decision making and problem solving(参与和影响决策制定和解决问题的过程)Encouragement(鼓励)Advice and additional next steps and alternatives (备选方案)Coaching to build and refine skills(指导建立和完善工作技巧)The Need of D3—The Capable, but Cautious Performer能干的,但小心的贡献者An approachable mentor or coach (导师或者教练)Opportunities to test ideas(提供尝试新想法的机会)Opportunities to express concerns and share feelings(表达担忧和分享感受的机会)Support and encouragement to develop self-reliant problem solving skills(支持和鼓励发展自我解决问题的技巧)Help in looking at experience and skills objectively, so confidence is built(帮助员工客观识别自我经验和技巧,建立自信)Praise and recognition for high levels of competence and performance(赞扬和认可高能力和绩效)Obstacles to goal accomplishment removed(移去障碍)A kick-start to overcome delay(克服延迟)The Need of D4—The Self-Reliant Achiever独当一面的目标达成者Variety and challenge (多样性和挑战)A leader who is more of a mentor and colleague than amanager(需要导师或同伴式的领导)Acknowledgement of contributions(对贡献的认可)Autonomy and authority (自由和自主权)Trust (信任)Opportunities to share knowledge and skills with others(有机会与别人分享知识和经验)Flexibility: The Second Skill of a Situational Leader 灵活性:情境领导的第二种技巧Leadership Behavior 领导行为Directive Leadership Behavior Vs. Supportive Leadership Behavior指导性行为和支持性行为(D & S)Directive Leadership Behavior指导性Sets goals and clarified expectations设立目标,澄清期望Tells and shows an individual what to do, when, and how to do it 告诉并呈现做什么,什么时候做,如何做Closely supervises, monitors, and evaluates performance. 密切监督,监管和评估业绩19Supportive Leadership Behavior支持性Engages in more two-way communication投入到双向沟通的过程中Listens and provides support and encouragement 聆听并提供支持和鼓励Involves the other person in decision making 让别人参与决策的过程Encourages and facilitates self-reliant problem solving 鼓励并促进自我解决问题的能力20Using Directive Behavior运用指导性行为Goal Setting设置目标Developing Action Plans发展行动计划 Clarifying Roles澄清角色Showing and Telling How呈现和告知如何做Evaluating评估Establishing Timelines建立时间限制Setting Priorities优先顺序Using Supportive Behavior运用支持性行为Listening and Confirming You Heard聆听和确认听到了Praising and Encouraging赞扬和鼓励Sharing information about the Organization, Goal, or Task分享关于组织，目标和任务的信息Sharing information about self分享自我信息Facilitating Self-reliant Problem Solving促进自我解决问题的能力Asking for input询问意见Providing Rational and Explaining Why提供合理性建议和解释为什么Leadership Style 1(S1) –Telling / Directing领导风格1（S1）-告知/指导S1: High directive and low supportive behavior高指导低支持Template for Style 1:S1模板--Find something to acknowledge寻找需要告知的领域--Give direction-teach or show how给予指导-教育或者亲自示范如何做--Check for understanding检查是否理解Style 1: Intension意图You really want to help others develop their competence!你想帮助别人发展他们的自身能力！Leadership Style 2 (S2) –Selling / Coaching领导风格2（S2）-推销/教练S2: High Directive and High Supportive Behavior高指导和高支持Template for Style 2: S2模板-Find something to praise找到可以赞扬的方面-Lead with your ideas and explain why指导你的想法和解释为什么-Consult and listen咨询和聆听-Make the final decision做出最终决定Style 2: Intension意图You want to show your care! To build others’ competence and commitment 你想要显示你的关心！你要建立别人的能力和意愿。
中英文对照领导力课程ppt
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.
如何培养领导力（双语）
如何培养领导力（双语）如何培养领导力（双语）(2011-08-09 13:47:10)Leadership SkillsWhen entering a room, are you looking around or are you plain confident and going straight somewhere?Well, if you answered that you’d be looking around, you do not have leadership skills yet.Leaders enter every place having in mind that they are the leader and that people will be looking at them for cues on how to behave in their presence. They have an aura of confidence and they let no one walk on their foot.在进入一个房间之后，你是四处张望，还是胸有成竹地直奔某个位置？如果是前者，那么目前你还没什么领导力。
领袖们每到一处，心中都铭记自己是领袖，是众人瞩目的榜样，他们身上笼罩着自信的光环，并且特立独行。
Improving your leadership skills提升你的领袖才能Increasing your leadership skills is a question of taking responsibility and especially assuming them.想要提升领袖能力，重点在于甘于负责，尤其要勇于承担责任。
First, you must accept to take responsibility you would not take in the past and you must accept that you might do them not correctly. It is fine for everyone to learn and to make errors. Imagine if you were to start learning out to write and you wouldn’t be allowed to practice. If after a few time you were not able to write correctly, you would have quit, who would you beennow? Well, you wouldn’t be able read this and you wouldn’t be able to comment or to write anything. You would not be able to get a job that requires you to report to someone else. You would not be able to communicate over the Internet with others using e-mails. You see, it’s okay to fail even if it’s the first time or 2000th time.首先，你必须承担过去不曾承担的责任，而且必须明白你可能因此而犯错。
国际著名领导力课程 领导者 之剑
领导者之剑—突破思维技巧 T H E L E A D E R ’ S E D G E
战场在我们头脑中
我们所处的时代是一个伟大的时代，也是一个快速变化的时代。知识和信息急剧膨胀， 科学技术日新月异，工作与生活节奏起来越快，周边竞争更加激烈。天才已不再是成功的自 然通道，经验在多变的环境已尼不再奏效，知识也不再是成功的惟一因素，动机和勤奋只能 有你…… 社会的发展向每一个人、每一个组织、每一个国家都提出了新的挑战：怎样才能在多变 的环境中更好地生存和发展，进而取得新时代竞争的胜利，并且永远立于不败之地？
It is more flexible than traditional classroom learning; it allows you to learn at your own pace in an environment that you are comfortable. It means less resource disruption; you don't need to send 20 people out to a class. It is just as effective as traditional instructor-led training methods. Some of the eLearning benefits: •Available anytime to anyone, anywhere •Accessible to your entire organization simultaneously ，Truly interactive and engaging with testing and comprehensive case studies
领导者之剑—突破思维技巧 T H E L E A D E R ’ S E D G E
领导力课程中英文培训资料
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 Leadership Training(课堂PPT)
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
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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
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？。
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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WB 6
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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
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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。
一个高效的领导者未必众人皆爱。
其追随者都以正确的方式工作。
受人欢迎并不是领导力。成效才是。”
Peter Drucker
彼得 .德鲁克
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WB 4
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Activity: Electric Maze 活动：电子迷宫
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Turn 3 转变 3
Turn 2 转变 2
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. 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。
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Changing Role of the Supervisor
主管的角色变化
Traditional 过去
Traditional 过去
5% Strategy 策略谋划
21st Century 21世纪
20% Strategy 策略谋划
Main role was to direct and control the way work was done by the people that reported to them 主要角色是指挥和管理下属员工的 工作方法
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WB 2
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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
Quality of IHG Leadership IHG的领导 力水平
Great Hotels Guests Love
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
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
Brand performance
Strategy 战略
Build the industry‟s strongest operating system focused on the biggest markets and segments where scale really counts
Purpose 目标
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
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Activity: Warm It Up!
活动：热身一下！
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The True Leader 真正的领导者
“The only true leader is someone who
has followers.
An effective leader is not someone who is loved or admired. He or she is someone whose followers do the right thing. Popularity is not leadership. Results are.” “真正的领导者拥有自己的追随者。
Service 服务 Helpfulness 帮助性 Employee Behavior 员工的行为
Merchandise 商品
Customer Impressions 客户的印象
Value 价值
Attitude about the company 对公司的看法
Customer Retention 客户保持力
出色的酒店 客人的最爱
组织联盟
• 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 • Aim Higher • 追求卓越
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WB 5
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What is Managing 什么是管理
The root of the word management is “manas” -- meaning hands.
英语管理（management）一词的词 根是 “mana”，本意是双手。
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80% Directing & Maintaining 指挥和管理
60% Coaching, Developing, Supporting, Building 辅导、发展、 支持、培养
20% Directing & Maintaining 指挥和管理
WB 4
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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ghts Reserved 2007
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洲际酒店集团的领导者培养
Developing Leaders at IHG
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WB 6
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Leaders and Managers 领导者和管理者
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洲际酒店集团主管级能力
战略思考
IHG Supervisor Competencies
鼓励协作
行业理解
领导和发展员工
注重客户和市场
成效驱动
支持变革
将愿景转化为行动
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WB 3
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Introduction 简介
“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” “阻碍我为公司的最终收益做出更大贡献”
15% Coaching, Developing, Supporting, Building 辅导、发展、支持、培 养
Today 现在
Successful supervisors are primarily driven by the roles of coach, leader, developer, mentor, and planner 成功的主管以担任教练、领导、 培养者、导师和计划者的角色为 主
Leading is… influencing, guiding in direction, action, or opinion. 领导是指……在方向、行动或意见上给予影 响、指导 It involves inspiring others to follow, creating goodwill and supporting others. Leaders achieve things that could not have been done without them. 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。