成为一个卓越的情境领导者.ppt

SITUATIONAL LEADERSHIP;第一单元 领导概述;Develop Individuals 部属成长;三、Leadership Management 领导与管理;领导与管理的主要区别;经理人与领导人（管理者与领导者）：Manager and Leader:;四、 Leadership Power领导与权力;权力的类型;两大权力系统的比较;五、Styles of Leadership 领导风格;以领导者为中心 以下属为中心;; 第二单元 Situational Leadership 情境领导;二、Situational Leadership Model 情境领导模型;Two Scales两个维度;Directive Behavior指令式行为;Supportive Behavior 支持式行为;The Four Leadership Styles 四种风格;Development Level of Individual四个阶段;个人发展阶段取决于两个因素的组合：;Competence工作能力;Commitment对工作的投入;Four Development Levels of individual部属发展四个阶段;Matching Leadership Style to Development Level领导风格与发展阶段的配合;Style Diagnosis --- Directing 领导方式剖析第一种领导方式 --- 指挥型;;Style Diagnosis --- Coaching 领导方式剖析第二种领导方式 --- 教练型;;;Style Diagnosis --- Supporting 领导方式剖式第三种领导方式 --- 支持型; ;;;Style Diagnosis --- Delegating 领导方式剖析第四种领导方式 --- 授权型;;;在每种领导方式下领导者要：;The Development and Regressive Cycles发展及倒退循环;The Development Cycle发展循环;The Regressive Cycle倒退循环;第三单元 An Excellent Situational Leader 成为一个卓越的情境领导者;领导者在各种情境下的领导方式;二、Five Steps to Becoming A Situational Leader 成为情境领导者的五个步骤;Step 3: Determine the development level of the person on that task. 第三步：决定该人对其任务所处的发展水平。 Step 4: Draw a straight line from the development level continuum up to the leadership style curve. The point where the straight line interacts the curve indicates the LEADERSHIP STYLE that is most appropriate for influencing that follower or group in that particular responsibility or task. 第四步：在个人发展水平和领导方式曲线之间画一条直线，两者的交点就是最适合影响负责该职责或任务的追随者（或群体）的领导方式。 ;Step 5: The appropriate leadership style is a combination of directive behavior and supportive behavior to manage the individual or group on this task. The four leadership styles vary in term of (1) the amount of direction the leader provides, (2) the amount of support, and (3) the amount of follower involvement in decision making. 第五步：适当的领导方式是管理负责该任务的个人或群体的指令式行为与支持式行为的组合。四种领导方式根据以下三个方面作出相应变化： 1）领导者提供指令的