Situational-Leadership-情境领导

AOO/HR/Training/Sit-Lead/2010091情境领导SituationalLeadership(KenBlanchard)讲师：王国盛2010年9月AOO/HR/Training/Sit-Lead/2010092太上，不知有之。其次，亲而誉之。其次，畏之。其次，侮之。信不足焉，有不信焉。悠兮其贵言，功成事遂，百姓皆谓:我自然。——老子道德经节选AOO/HR/Training/Sit-Lead/2010093ThisSessionWillHelpYouTo:-本课程将帮助你IdentifyfourstylesofLeadership了解四种领导风格Demonstratehowtodiagnosecompetenceandmotivationlevelsofyourstaff学习如何识别下属的能力和意愿水平DemonstratehowtoshowusingdifferentLeadershipStylescanbenefityouandhelpdeliverbetterresults演示如何运用不同的领导风格来改善管理Objectives目标AOO/HR/Training/Sit-Lead/2010094Whatkeyobjectivesdoyouhaveforthistraining?对于本课程你设定了哪些学习目标？Listtheminworkbook请列在讲义上Reviewthemasweprogress随着课程的进行面回顾Crossitoffifyoufeelwehavedealtwithitsuccessfully课程进展过程中每达到一个你的学习目标，就划掉一个Finalreviewattheend课程结束时进行总结PersonalObjectives个人学习目标AOO/HR/Training/Sit-Lead/2010095Howwouldyoudescribeyourleadershipstyle?你怎样描述自己的领导风格？What’sComfortableForYou?你感觉怎样（领导别人）才舒服？AOO/HR/Training/Sit-Lead/2010096“Thegreatleadersarelikethebestconductors-theyreachbeyondthenotestoreachthemagicintheplayers.”卓越的领导正如杰出的乐队指挥一样，能够超越乐谱使乐队的表演达到美妙的境界--BlaineLeeAOO/HR/Training/Sit-Lead/2010097WhatIsSituationalLeadership?什么是情境领导？APopularandProvenLeadershipTheory一个流行且实用的领导理论ARequirementtodemonstrateflexibilityinmatchingdifferentLeadershipstylestodifferentsituationstoachieveresults它要求管理者展示可以在不同情境下采用不同领导风格的灵活性。ReadilyAvailableToolkitsforManagers供管理者信手拈来的工具AOO/HR/Training/Sit-Lead/2010098AQUOTE;What’simportantisnotwhathappenswhenyou’rethere,it’swhathappenswhenyou’renotthere…你在场的时候发生什么并不重要，重要的是你不在场时发生什么。AOO/HR/Training/Sit-Lead/2010099Leaderbehaviourisdrivenbytwoimportantdimensions;决定领导行为的两个变量1)TheamountofDirection(telling)yougivetheindividual给予下属指挥的多少2）TheamountofSupportyougive(encouragement)给予下属支持的多少SituationalLeadership情境领导AOO/HR/Training/Sit-Lead/20100910DirectiveBehaviour指挥型行为Primarilyrelatedtoproductivity.主要和做事效率相关Focusisongettingthejobdone.专注于将任务完成Behaviorsincludeorganizing,educating,structuringandfocusing行为包括组织、培训、工作安排和确定重点STRUCTURE安排CONTROL控制SUPERVISE监督AOO/HR/Training/Sit-Lead/20100911SupportiveBehaviour支持型行为Focusesprimarilyonhowteamisworkingtogether.关注如何使得团队Consistofmorale-relatedbehavior鼓励士气类的行为Includesinvolving,listening,praisingandencouraging.包括参与，倾听，表扬巨鼓励。PRAISE表扬LISTEN倾听FACILITATE协助AOO/HR/Training/Sit-Lead/20100912HIGH高HIGH高LOW低S1Directing指挥DIRECTION(AMOUNTOFTELLING)指挥SUPPORT支持AOO/HR/Training/Sit-Lead/20100913HIGH高HIGH高LOW低S1Directing(Telling)DIRECTION(AMOUNTOFTELLING)指挥SUPPORT支持S1Directing指挥S2Coaching辅导AOO/HR/Training/Sit-Lead/20100914S3Supporting(Encouraging)HIGH高HIGH高LOW低S2Coaching(Selling)S1Directing(Telling)DIRECTION(AMOUNTOFTELLING)指挥SUPPORT支持S1Directing指挥S2Coaching辅导S3Supporting支持AOO/HR/Training/Sit-Lead/20100915HIGH高HIGH高LOW低S2Coaching(Selling)S1Directing(Telling)S3Supporting(Encouraging)DIRECTION(AMOUNTOFTELLING)指挥SUPPORT支持S1Directing指挥S2Coaching辅导S3Supporting支持S4Delegating授权AOO/HR/Training/Sit-Lead/20100916指挥行为支持行为多指挥少支持多指挥多支持少指挥多支持少指挥少支持低高高AOO/HR/Training/Sit-Lead/20100917CommonToAllFourStyles四种领导风格的共同点（常量）Settinggoals设定目标Observingandmonitoringperformance观察和监督工作进展Givingfeedback提供反馈AOO/HR/Training/Sit-Lead/20100918VariationintheFourStyles四种领导风格的不同点（变量）Theamountofdirectionprovided提供的指挥有多少Theamountofsupportprovided提供的支持有多少Theamountoffollowerinvolvementindecisionmaking下属参与做决定的程度AOO/HR/Training/Sit-Lead/201009191)TheCompetenceoftheindividual能力2)TheMotivationoftheindividual动机（意愿、态度）Employeebehaviourisdrivenbytwoimportantdimensions;决定员工行为的两个变量SituationalLeadership情境领导AOO/HR/Training/Sit-Lead/20100920DevelopmentLevel发展阶段Competence能力Taskrelevantknowledgeandskills和工作相关的知识和技能Transferableskills通用的技能Commitment意愿Motivation动机Confidence自信AOO/HR/Training/Sit-Lead/20100921DevelopmentLevels发展阶段D1-Theenthusiasticbeginner充满热情的新手阶段D2-Thedisillusionedlearner回归现实的学习阶段D3-Thecapablebutcautiousperformer有能力但意愿不稳的阶段D4-Theself-reliantachiever自我依赖的成就者阶段AOO/HR/Training/Sit-Lead/20100922TheFourDevelopmentLevels四个发展阶段AOO/HR/Training/Sit-Lead/20100923NotOnlyDifferentStrokesforDifferentFolks对于处于不同发展阶段的下属应采用不同的领导风格BUTALSO但是有时DifferentStrokesfortheSameFolkDependingOntheTask对于同一位下属，不同工作任务使得他（她）被定位在不同的发展阶段，因此我们应采用不同的领导风格AOO/HR/Training/Sit-Lead/20100924本页为16页和22页的组合AOO/HR/Training/Sit-Lead/20100925Exercise/Activity1练习/活动1HowDoesItfeel?感觉如何？AOO/HR/Training/Sit-Lead/20100926Exercise/Activity2练习/活动2DiagnosingYourPeople–StrategicAssessment诊断你的下属-战略性评估AOO/HR/Training/Sit-Lead/20100927Name/taskABCDEFGHIPriorityBillD2D3D1D3D2D1D3D2D21JohnD3D4D4D3D4D4D4D4D45BobD1D2D2D4D4D2D4D4D43JackieD2D4D2D4D4D2D3D4D34JoD1D1D1D4D3D1D2D2D22TeamDevelopmentAreasPerformanceManagementDiagnosticChartName/taskABCDEFGHIPriorityBillD2D3D1D3D2D1D3D2D2JohnD3D4D4D3D4D4D4D4D4BobD1D2D2D4D4D2D4D4D4JackieD2D4D2D4D4D2D3D4D3JoD1D1D1D4D3D1D2D2D2Name/taskABCDEFGHIPriorityBillJohnBobJackieJo请见讲义‘FromPerceptiontoValidation…theSAMtest‘从印象到验证……SAM测试AOO/HR/Training/Sit-Lead/20100929TheS.A.M.TestS.A.M测试Specifythetask具体化任务AbilityAssessment能力评估MotivationAssessment动机评估AOO/HR/Training/Sit-Lead/20100930Training-Havetheybeentrainedtodothetask?T.培训：他们被培训过如何做这项工作吗？Roleperception-