《Leadership_introduction_lecture领导力》(英文版)课件.ppt
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1、Leadership_introduction_lecture领导力(英文版)ActivitieswFilmReview&Applications(Individual)GandhiBraveheartPatchAdamswIn-ClassFilmsDanielGolemanRonKauffmanFishPrincipleNinoyAquinoWhatisaGoodLeader?wThinkofthreeleadersthatyouwillfollowfreely.Whataretheirqualities?Whatdotheydothatmakeyouwanttofollowthem?How
2、dotheyaffectyou?wThinkofthreeleaderswhomyouwillfollowonlyifyouareforcedtodosoorifyouarepaidwithlotsofmoneyorwhoyouwillnotfollowatallnomatterwhat.Whywontyoufollowthemvoluntarily?Whataretheirtraits?Whatdotheydo?Whatistheirimpactonyou?FollowVoluntarilywLotsofexperiencewConsideratewEmpowerspeoplewVision
3、arywOpen-mindedwInspiringwLeadsbyexamplewHonestwCommendspeoplewGoodcommunicatorwPassionatewGreatmotivatorwHardworkingwHumblewIntelligent/smartwRisktakerwCharmingwThinksofthewelfareofhisfollowerswApproachablewFlexiblewTransparentwfirmwprincipledFollowUnwillinglyorWontFollowAtAllwCorruptwImmoralwClose
4、dmindedwDoesnotacceptaccountabilitywInefficientwIndecisivewIncompetentwHypocritewDoesntacceptmistakeswBuckpasserwRumorMongererwFavoriteswUnethicalwSelfishwSarcasticwArrogantwSelf-servingwLazywSelf-righteouswTaintedwithdishonorwUnprofessionalwNarrowmindedwImpatientResearchFindingsGameAnimalGameWinner
5、VsLoserThewinnerispartoftheanswerTheloserispartoftheproblemBest Boss Worst Boss by Best Boss Worst Boss by James B.MillerJames B.MillerWinnerVsLoserThewinnerhasaprogramTheLoserhasanexcuseBest Boss Worst Boss by Best Boss Worst Boss by James B.MillerJames B.MillerWinnerVsLoserThewinnerseesananswerine
6、veryproblemTheloserseesaproblemineveryanswerBest Boss Worst Boss by Best Boss Worst Boss by James B.MillerJames B.MillerWinnerVsLoserThewinnersays,“Letmedoitforyou”Thelosersays,“Thatsnotmyjob”Best Boss Worst Boss by Best Boss Worst Boss by James B.MillerJames B.MillerWinnerVsLoserThewinnerseesagreen
7、neareverysandtrapTheLosersees2or3sandtrapsneareverygreenBest Boss Worst Boss by Best Boss Worst Boss by James B.MillerJames B.MillerWinnerVsLoserThewinnersays,”Itmaybedifficultbutitsnotimpossible”Thelosersays,”Itmaybepossible,butitsdifficult”Best Boss Worst Boss by Best Boss Worst Boss by James B.Mi
8、llerJames B.MillerWinnerVsLoserwThewinnerispartoftheanswerwTheloserispartoftheproblemwThewinnerhasaprogramwTheLoserhasanexcusewThewinnersays,“Letmedoitforyou”wThelosersays,“Thatsnotmyjob”wThewinnerseesananswerineveryproblemwTheloserseesaproblemineveryanswerwThewinnerseesagreenneareverysandtrapwTheLo
9、sersees2or3sandtrapsneareverygreenwThewinnersays,”Itmaybedifficultbutitsnoimpossible”wThelosersays,”Itmaybepossible,butitsdifficult”Best Boss Worst Boss by Best Boss Worst Boss by James B.MillerJames B.MillerChangingManagementMindsetFrom:wManagingotherswDirectingwCompetingwRelyingonruleswUsingHierar
10、chywConsistency/SamenesswSecrecywPassivitywIsolationwPeopleasanexpenseTo:wLeadingotherswGuidingwCollaboratingwFocusingonoutcomeswUsingnetworkwDiversity/FlexibilitywSharinginformationwRisktakingwInvolvementwPeopleasassetsBest Boss Worst Boss by Best Boss Worst Boss by James B.MillerJames B.MillerHuma
11、nRelationswThesixmostimportantwords:I admit I made a mistake.wThefivemostimportantwords:You did a good job!wThefourmostimportantwords:What is your opinion?wThethreemostimportantwords:If you please.wThetwomostimportantwords:Thank you.wThesinglemostimportantword:WewTheleastimportantword:IBest Boss Wor
12、st Boss by Best Boss Worst Boss by James B.MillerJames B.MillerLeadershipwLListeningwEEmpoweringviewpointwAAmbitionwDDesirewEExamplewRRespectwSSelf-esteemwHHeartwIInitiativewPPatienceBest Boss Worst Boss by Best Boss Worst Boss by James B.MillerJames B.MillerFamousLeaderwDick&Mauriceveryentrepreneur
13、ialestablishedatheaterthenadrive-inrestaurantin1937.w1948theystartedtoservewalk-inclientswithfastservice(Speedyservicesystem),streamlinedtheiroperationsandconcentratedonsellinghamburgers.w1954RayKrocownerofamilkshakemachinefactoryjoinedthem.Hehasthevisiononwhatthecompanycanbe.Agreatleaderthatalwaysi
14、nsearchofgoodleadersthatcanhelphiminrunningthecompany.WhatLeadersDowEstablishdirection:developingavisionofthefuture(strategies)wAligningpeople:Communicating,directingbywordsanddeedswMotivatingandinspiring:EnergizingpeopletoovercomeproblemswProducingchange:dramaticchangeLeadershipwWereallleaderswLead
15、ershipspringsfromwithinwLeadershipisnotanact.ItisawayoflivingwOngoingprocessSession2PuzzleGameTeamworkCompetitivenessVs.CooperationLookatothersasenemiesConcentrateonyourselfBecomesuspiciousofothersWinonlyifyouaregoodWinningdeterminedbyyourskillsSmallvictorySomejoyTherearewinnersandlosersLookatothers
16、asfriendsConcentrateonothersBecomesupportiveofothersWinifyouorothersaregoodWinningdeterminedbyskillsofmanyLargevictoryMuchjoyThereareonlywinnersLeadershipHierarchyLevel1HighlycapableindividualMakes productive contributions through talent,knowledge,skills and good work habitsLevel2ContributingTeamMem
17、berContributes individual capabilities to the achievement of group objectives and works effectively with others in a group settingLevel3CompetentManagerOrganizes people and resources toward the effective pursuit of predetermined objectivesLevel4EffectiveLeaderCatalyzes commitment to and vigorous pur
18、suit of a clear and compelling vision,stimulating higher performance standardsLevel5ExecutiveBuilds enduring greatness through a paradoxical blend of personal humility and professional willDifferenceinconcernbetweenLevel4andLevel5LeadersLevel4Leaders1.Finetuneconcept2.Strategyquestionsfirst:AsklWhat
19、todo?lWhattomake?lHowmuchtochargeit?Level5Leaders1.Whosfirst2.Strategylater,Rightpeopletodecide3.Statementoftrust4.Senseofownership5.CommitmentLevel5Leadership(ProfessionalWill)wBurningambitionforcompanySuccessLovefirmWorkrelentlessforresultsBeyondambitionLevel5Leadership(ProfessionalWill)wCommitted
20、tobuilding“Generationally”LongevityPassingofbatonDiscoverabilityNotweaksuccessorLevel5Leadership(PersonalHumility)wUnassumingwQuietlyproducingwNotclaimingcreditwDirectattentiontoothers(MirrorWindowprinciple)TipstoavoidMediocrityintheworkplacewKeepRaisingstandardswGivechoicewhotolosewLetgotopeopleuna
21、bletomeetbarsetKEYPOINTSwEvery good-to-great company had Level 5leadershipduringthepivotaltransitionyears.w“Level 5”refers to a five-level hierarchy ofexecutive capabilities,with Level 5 at the top.Level 5 leaders embody a paradoxical mix ofpersonalhumilityandprofessionalwill.Theyareambitious,to be
22、sure,but ambitious first andforemostforthecompany,notthemselves.KEYPOINTSwLevel5leaderssetuptheirsuccessorsforevengreater successin the next generation,whereasegocentric Level 4 leaders often set up theirsuccessorsforfailure.wLevel 5 leaders display a compelling modesty,are self-effacing and underst
23、ated.In contrast,two-thirds of the comparison companies hadleaders with gargantuan personal egos thatcontributedtothedemiseorcontinuedmediocrityofthecompany.KEYPOINTSwLevel 5 leaders are fanatically driven,infectedwith an incurable need to produce sustainedresults.Theyareresolvedtodowhateverittakest
24、omakethecompanygreat,nomatterhowbigorhardthedecisions.wLevel5leadersdisplayworkmanlikediligencemoreplowhorsethanshowhorse.KEYPOINTSwLevel 5 leaders look out the window toattribute success to factors other thanthemselves.When things go poorly,however,theylookinthemirrorandblamethemselves,takingfullre
25、sponsibility.Thecomparison CEOs often did just theoppositetheylookedinthemirrortotakecreditforsuccess,butoutthewindowtoassignblamefordisappointingresults.KEYPOINTSwOne of the most damaging trends in recenthistoryisthetendency(especiallybyboardsofdirectors)toselectdazzling,celebrityleadersandtode-sel
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