香港大学：领导技巧与转变（PPT读入）Leadership and Change

Topic7第七讲 Leadership and change 领导技巧与转变 Peter sidorko Deputy Librarian The University of Hong Kong Redefining Libraries: Web 2.0 and other Challenges May 2007 Xiamen, China

Topic 7 第七讲: Leadership and Change 领导技巧与转变 Redefining Libraries: Web 2.0 and other Challenges May 2007 Xiamen, China Peter Sidorko Deputy Librarian The University of Hong Kong

Overview概论 Defining "leadership 领导技术的定义 Leaders vs managers 领导相对于主管 Leadership and change 领导技术与转变 a Emotional intelligence(El 情绪智商

Overview 概论 ◼ Defining “leadership” 领导技术的定义 ◼ Leaders vs managers 领导相对于主管 ◼ Leadership and change 领导技术与转变 ◼ Emotional intelligence (EI) 情绪智商

Defining leadership 领导技术的定义 The quality of leadership more than any other single factor, determines the success or failure of an organization 领导技术的质量比起其它因素更能决定 个机构的成功或失败。 Fred Fiedler Martin Chemers improving Leadership effectiveness

Defining “leadership” 领导技术的定义 The quality of leadership, more than any other single factor, determines the success or failure of an organization. 领导技术的质量比起其它因素更能决定 一个机构的成功或失败。 - Fred Fiedler & Martin Chemers Improving Leadership Effectiveness

Leadership领导技术 ANew leader has to be able to change an organization that is dreamless soulless and visionless someones got to make a wake up call.(Warren Bennis) 名新的领导人员必须有能力去改变一个没有梦想、没有 灵魂和愿景的机构……!有人去唤醒这一切。 The only real training for leadership is leadership (Anthony Jay) 最实际的领导技术培训就是领导工作 You do not lead by hitting people over the head - that's assault, not leadership. Dwight D. Eisenhower) 你不会用敲打别人脑袋的方式去领导一那是攻击,不是 领导

Leadership 领导技术 ◼ A new leader has to be able to change an organization that is dreamless, soulless and visionless ... someone's got to make a wake up call. (Warren Bennis) 一名新的领导人员必须有能力去改变一个没有梦想、没有 灵魂和愿景的机构……得有人去唤醒这一切。 ◼ The only real training for leadership is leadership. (Anthony Jay) 最实际的领导技术培训就是领导工作。 ◼ You do not lead by hitting people over the head — that's assault, not leadership. (Dwight D. Eisenhower) 你不会用敲打别人脑袋的方式去领导 ─ 那是攻击，不是 领导

Leadership is rallying people toward a better future 领导技术就是团结群众走向更美 好的未来 Marcus Buckingham

Leadership is rallying people toward a better future 领导技术就是团结群众走向更美 好的未来 Marcus Buckingham

What do leaders do? 甚么是领导应做的? Define a future明确将来 Provide clear vision and direction提供清晰的愿 景及方向 Mission( What is my job?)使命(我的工作是甚 么?) Set goals and celebrate them when achieved定立 目标并在达成后加以庆祝 Openly identify problems (and unify to solve them) 开放地找出问题(并共同解决) Support initiative-taking and leadership at all levels 支持各层面的主动精神和领导技术

What do leaders do? 甚么是领导应做的？ ◼ Define a Future 明确将来 – Provide clear vision and direction 提供清晰的愿 景及方向 – Mission (What is my job?) 使命 (我的工作是甚 么？) ◼ Set goals and celebrate them when achieved 定立 目标并在达成后加以庆祝 ◼ Openly identify problems (and unify to solve them) 开放地找出问题 (并共同解决) ◼ Support initiative-taking and leadership at all levels 支持各层面的主动精神和领导技术

What do leaders do? 甚么是领导应做的? ■ Provide clarit!y指示清晰 Talk the walk and walk the talk坐言起行 Actions speak louder than words行动胜于语言 Resolve conflict解决冲突 You and me against the problem你我齐心对付问题 Distinguish between challenges to authority and challenges to ideas区分对权力的挑战与对观念的挑战 Manage change管理转变 Increase communication and encourage others to do likewise.加强沟通并鼓励其它人也同样做

What do leaders do? 甚么是领导应做的？ ◼ Provide clarity 指示清晰 – Talk the walk and walk the talk 坐言起行 – Actions speak louder than words 行动胜于语言 ◼ Resolve conflict 解决冲突 – You and me against the problem 你我齐心对付问题 – Distinguish between challenges to authority and challenges to ideas 区分对权力的挑战与对观念的挑战 ◼ Manage change 管理转变 ◼ Increase communication and encourage others to do likewise. 加强沟通并鼓励其它人也同样做

Situational leadership 情势领导技巧 a Different situations require different leadership styles不同的情势需要不同的领导模式 Most successful situations occur when style and situational needs coincide许多成功的情景会在模式 与情势配合一致时发生 Most situations require more than one style许多情 势下需要多于一种模式 a Most of us have more than one style but we are probably better at some than others我们大多都懂 得多于一种的模式,但可能有一项是较强的

Situational leadership 情势领导技巧 ◼ Different situations require different leadership styles 不同的情势需要不同的领导模式 ◼ Most successful situations occur when style and situational needs coincide 许多成功的情景会在模式 与情势配合一致时发生 ◼ Most situations require more than one style 许多情 势下需要多于一种模式 ◼ Most of us have more than one style but we are probably better at some than others 我们大多都懂 得多于一种的模式，但可能有一项是较强的

Leadership behaviours 领导行为 a Supportive and directive model 支持及指挥的模式 SUPPORTING COACHING (S3) (S2) Q DELEGATINGDIRECTING (S4) (51) Directive behaviour From Blanchard and Hersey

Leadership behaviours 领导行为 ◼ Supportive and directive model 支持及指挥的模式 From Blanchard and Hersey

Direction vs support 指揮及支持 Directing/telling(S1) Leaders define the roles and tasks of the follower and supervise them closely. Decisions are made by the leader and announced so communication is largely one-way. 指挥/吩咐(S1)由领导决定“追随者”的角色和任务,并 密切监督。由领导作决定及宣布,因此沟通主要是单向的。 Coaching/selling(S2 ) Leaders still define roles and tasks but seeks ideas and suggestions from the follower. Decisions remain the leader's prerogative, but communication is much more two-way 指导/销售(S2)仍然由领导决定“追随者”的角色和任 务,但征求“追随者”的意见和建议。决定过程仍保留领 导的特权,但沟通更为相向

Direction vs support 指揮及支持 ◼ Directing/telling (S1) Leaders define the roles and tasks of the 'follower', and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way. 指挥/吩咐(S1) 由领导决定“追随者”的角色和任务，并 密切监督。由领导作决定及宣布，因此沟通主要是单向的。 ◼ Coaching/selling (S2) Leaders still define roles and tasks, but seeks ideas and suggestions from the follower. Decisions remain the leader's prerogative, but communication is much more two-way. 指导／销售(S2) 仍然由领导决定“追随者”的角色和任 务，但征求“追随者”的意见和建议。决定过程仍保留领 导的特权，但沟通更为相向