领越领导力培训课件

欢迎来到领越®领导力研修班WelcometotheleadershipchallengeworkshopLead:togo;totravel;toguide（去哪、旅行、向导）Manage:manus;hands;Control（处理、控制）什么是领导？领导和管理的区别？Copyright©2006byJamesM.KouzesandBarryZ.Posner.ReproducedbypermissionofPfeiffer,anImprintofWiley.“领导力就是动员大家为了共同的愿景努力奋斗的艺术。”—KouzesandPosner领导力的基本原则ThebasicprincipleoftheleadershipInANutshell简单地说LeadershipisaRELATIONSHIP.领导力是一种人际关系It’sarelationshipbetweenthosewhoaspiretolead–you-andthosewhochoosetofollow–theconstituents领导力是一种人与人的关系,是领导者与其追随者之间的关系InANutshell简单地说Youdon’thavetobeinapositionofpowerorprestigetomattertosomeone.让别人重视你，不一定需要拥有权利或者权威Thesameistrueforleadership.领导力也是一样InANutshell简单地说Regardlessofourlevelorourrole–peoplehavetoseeusassomeonewhocandevelopthem.无论处于哪一个层次或者扮演什么角色，–一个领导人必须有能力让其他人把最好的一面发挥出来。Todevelopothers,wehavetodevelopourselves.在培养他人之前，我们得要培养自己。Copyright©2006byJamesM.KouzesandBarryZ.Posner.ReproducedbypermissionofPfeiffer,anImprintofWiley.•公司CEO/董事长/独立董事(ThecompanyCEO/chairman/independentdirectors)•位居美国最受欢迎的12位企业培训家之列(OneofthetwelvebestexecutiveeducatorsintheUS)•《CoachingforLeadership》评选的美国最佳50位高管教练之列(Top50leadershipcoachesinthenation)•领导力研究大师(MasteroftheLeadership)•大学教授/商学院院长（Professor/DeanofBusinessSchool）•ASTD授予最高成就奖（ASTD’sHighestAward)•IMC授予麦克菲勒奖-年度管理/领导力教育家（WinnerofMcFeelyAward）认准方向Orienteering詹姆斯·库泽斯和巴里·波斯纳JamesKouzesandBarryPosner•《BusinessWeek》评选的最畅销图书Top10ofThe100BestBusinessBooksofAllTime•美国教育研究协会评论家选择奖（Critics’ChoiceAwards）•翻译成20多种语言，销量超过180多万册Soldover1.8millioncopiesinmorethantwentylanguages认准方向Orienteering詹姆斯·库泽斯和巴里·波斯纳JamesKouzesandBarryPosner以身作则(ModeltheWay)共启愿景(InspireaSharedVision)挑战现状(ChallengetheProcess)使众人行(EnableOtherstoAct)激励人心(EncouragetheHeart)TheFivePracticesofExemplaryLeadership卓越领导者的五个习惯行为以身作则ModeltheWay明确自己的价值观，找到自己的声音。Clarifyvaluesbyfindingyourvoiceandaffirmingsharedideals.使行动与共同的价值观保持一致，为他人树立榜样。Settheexamplebyaligningactionswithsharedvalues.共启愿景InspireaSharedVision展望未来，想像令人激动的、崇高的各种可能。Envisionthefuturebyimaginingexcitingandennoblingpossibilities.诉诸共同愿景，感召他人为共同的愿景奋斗。Enlistothersinacommonvisionbyappealingtosharedaspirations.挑战现状ChallengetheProcess通过捕捉创意，从外部获取创新方法来猎寻改进的机会。Searchforopportunitiesbyseizingtheinitiativeandbylookingoutwardforinnovativewaystoimprove.进行尝试和冒险，不断取得小小的成功，从实践中学习。Experimentandtakerisksbyconstantlygeneratingsmallwinsandlearningfromexperience.使众人行EnableOtherstoAct通过建立信任和增进关系来促进协作。Fostercollaborationbybuildingtrustandfacilitatingrelationships.通过增强自主意识和发展能力来增强他人的能力。Strengthenothersbyincreasingself–determinationanddevelopingcompetence.激励人心EncouragetheHeart通过表彰个人的卓越表现来认可他人的贡献。Recognizecontributionsbyshowingappreciationforindividualexcellence.通过创造一种集体主义精神来庆祝价值的实现和胜利。Celebratethevaluesandvictoriesbycreatingaspiritofcommunity.世界上被广泛使用的领导力评估工具LPI测评（数据）有关发生频率的研究数据（1985年至今）Relevantresearchdataofoccurredfrequency(1985-present),34个国家使用了LPI34countriesusetheLPI7万多个个人最佳行为Morethan70000individualbestbehaviors截至目前收集了25万个个人分数Uptonowcollected250000personalscores收集了超过300万个数据Collectedmorethan3milliondata什么是领越LPI五种习惯行为的测评标准(各自对应6种具体行为)。Fivekindsofhabitbehaviorevaluationstandard(theircorrespondingsixspecificbehavior).30种具体行为陈述。30kindsofspecificbehaviorstate.高度的可靠性和有效性。Highreliabilityandvalidity.与测评相关的重要项目：Andevaluationrelatedimportantprojects:—领导者的信誉leader'sreputation—使命感thesenseofmission—团队合作精神和授权theteamcooperationspiritandauthorization—生产力水平productivitylevel—绩效和效率performanceandefficiency—旷工、掣肘现象的减少absenteeism,impedephenomenonreduced卓越领导五种习惯行为发生频率百分数排名THELEADERSHIPCHALLENGE®WORKSHOP,FOURTHEDITION.COPYRIGHT©2010BYJAMESM.KOUZESANDBARRYZ.POSNER.ALLRIGHTSRESERVED.DISCOVERMOREAT明确并表达作为领导者，指导你决策和行动的价值观是什么。Clarifyandarticulatethevaluesthatwillguideyourdecisionsandactionsasaleader.用实例说明，你是如何让日常领导行为与自己所表达的价值观保持一致的。Describeexamplesofhowyoucanalignyourstatedvalueswithyoureverydayleadershipbehavior.阐述你将如何带领你的团队在价值观方面达成共识。Explainhowyouwillleadyourteamtoaconsensusonsharedvalues.有雄心(Ambitious）心胸宽广(Broad-minded）关心别人(Caring）有能力(Competent）合作(Cooperative）勇敢(Courageous）可靠(Dependable）果断(Determined）公平(Fair-minded）有前瞻性(Forward-looking）真诚(Honest）富有想像力(Imaginative）独立(Independent）有激情(Inspiring）聪明(Intelligent）忠诚(Loyal）成熟(Mature）有自制力(Self-controlled）坦率(Straightforward）能支持别人(Supportive）受人尊敬的领导者的品质CharacteristicsofAdmiredLeaders信誉调查Credibilityinvestigation信誉来源可信Trustworthiness专业Expertise活力Dynamism受尊敬的领导者CharacteristicsofAdmiredLeaders真诚Honesty有前瞻性FORWARD-LOOKING有能力Competence有激情Inspiring可信Trustworthiness专业Expertise活力Dynamism信誉来源SourceCredibility信誉是受人尊重的领导的基石！CredibilityisthefootstoneoftheadmiredLeadersDWYSYWD说到做到言行一致“Thereis,ofcourse,apriortask—findingone’svoiceinthefirstplace.”“领导者的首要任务当然就是先要找到自己的声音.”MaxDePree,LeadershipJazz明确价值观对工作投入程度的影响ImpactofValuesClarityonCommitment低low高high低low高high个人价值观明确程度CLARITYOFPERSONALVALUES组织价值观明确程度CLARITYOFORGANIZATIONALVALUES4.906.264.876.12SharedValuesMakeaDifference共同的价值观能改变世界Morepersonallysuccessful更成功Morecommittedtothefirmandkeystakeholders对组织和股东更加投入Morewillingtoworkharderandl