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学术英语管理Leadership4LeadershipLeadershipistheartandscienceofgettingthingsdonethroughpeople.Agreatleaderhelpsothersseepattern,meaning,anddirectionindataandevents—Theyseeconstellationswhereothersseestars.Inthisunit,youwillreadaboutthekeyingredientsofgreatleadership,acasestudyofacompanywithgreatleadership,andtheintroductiontoapsychologistwhosetheoriesshiftedleadershipthinkingfromworkersasmachinestoworkersasmotivatedhumanbeings.Unit4LeadershipUnitContents•Lead-in•TextA•TextB•TextC•WritingUnit4Leadership•Lead-inActivityUnit4LeadershipLead-inActivityGroupdiscussion•Makealistofgreatleaders.Theymaybebusiness,political,militaryleadersorleadersfromanyotherfieldyoucanthinkof.•Divideintogroupsof4-5anddiscussthefollowingquestions:Whatmakeseachleadergreat?Writedowntheirmajorcharacteristics.Readthroughthemajorcharacteristicsofeachgreatleader.Doyouseeanycommonthemes?•TextA─Criticalreadingandthinking•Backgroundinformation•Supplementaryinformation•Overview─Languagebuilding-up•Specializedvocabulary•Signpostlanguage•FormalEnglishPeterDruckerandLeadershipUnit4LeadershipUnit4LeadershipTextABackgroundinformationVideo:LeadlikeGreatConductorsCriticalreadingandthinkingPoints:•Leadershipisgettingthingsdonethroughpeople.•Anorchestraconductorfacestheultimateleadershipchallenge:creatingperfectharmonywithoutsayingaword.Unit4LeadershipTextABackgroundinformationTasks:Criticalreadingandthinking•Takenotesasyoulisten•Focusonthefollowingissues:--Whatiseachconductor’sattitudetowardscontrol(byconductor)andautonomy(ofmusicians)?--Whichstyledoyoupreferasamusician?Why?Unit4LeadershipTextABackgroundinformationCriticalreadingandthinkingWherewouldyouputthem?highlowlowhighautonomycontrolUnit4LeadershipTextABackgroundinformationThefiveconductorsare:Criticalreadingandthinking•CarlosKleiber(I)•RicardoMutti•RichardStrauss•HerbertvonKarajan•CarlosKleiber(II)•LennyBernsteinUnit4LeadershipTextABackgroundinformationCriticalreadingandthinkingWherewouldyouputthem?highlowlowhighautonomycontrolRicardoMuttiHerbertvonKarajanCarlosKeiberRichardStrauss/LennyBernsteinUnit4LeadershipTextABackgroundinformationFollowersdecideleadershipstyleCriticalreadingandthinking•knowledgeworkerswantmoreautonomyandlesscontrol(leadership)•labors,esp.unskilledorsemi-skilledworkersneedlessautonomyandmorecontrol(management)Unit4LeadershipTextABackgroundinformationHowdoesleadershipdifferfrommanagement?(WarrenBennis,OnBecomingaLeader)CriticalreadingandthinkingThemanagerTheleaderadministers;innovates;isacopy;isanoriginal;maintains;develops;focusesonsystemsandstructures;focusesonpeoplereliesoncontrol;inspirestrusthasashort-rangeview;hasalong-rangeperspectiveaskshowandwhen;askswhatandwhyhashiseyesalwaysonthebottomline;hashiseyesonthehorizon;imitates;originates;acceptsthestatusquo;challengesthestatusquo;Unit4LeadershipTextABackgroundinformationCriticalreadingandthinkingThemanagerTheleaderistheclassicgoodsoldier;ishisownself;doesthingsright;doestherightthing;plansandbudgets;createsvisionandstrategy;isgenerallydirectingandcontrolling;allowsroomforotherstogrow&changecreatesboundaries;reducesboundaries;basesrelationshipwithpeopleonpositionpower;basesrelationshipandinfluenceonpersonalpower;actsasboss;actsasfacilitator,coachandservant;personalquality:emotionaldistance,expertmind,talking,conformity,andinsightintoorganizationpersonalquality:emotionalconnectedness,openmind,listening,nonconformity,andinsightintoselfmaintainsstability;createschange;createsacultureofefficiency.createsacultureofintegrity.Unit4LeadershipTextASupplementaryinformationCriticalreadingandthinking•PeterF.Drucker(1909–2005):aninfluentialwriter,managementconsultant,andself-described“socialecologist”.HewasborninAustria,workedinGermany(thushisfirst-handexperienceofHitler'scharismaticleadership)andEngland,andthenbecameanaturalizedUScitizenin1943.Hiswritingsexploredhowhumansareorganizedacrossthebusiness,governmentandthenonprofitsectorsofsociety.Hepredictedmanyofthemajordevelopmentsofthelatetwentiethcentury,includingprivatizationanddecentralization;thedecisiveimportanceofmarketing;andtheemergenceoftheinformationsociety.Hecoinedtheterm“knowledgeworker”.Unit4LeadershipTextASupplementaryinformationCriticalreadingandthinking•Hiswritingsexploredhowhumansareorganizedacrossthebusiness,governmentandthenonprofitsectorsofsociety.Hepredictedmanyofthemajordevelopmentsofthelatetwentiethcentury,includingprivatizationanddecentralization;thedecisiveimportanceofmarketing;andtheemergenceoftheinformationsociety.Hecoinedtheterm“knowledgeworker”.Unit4LeadershipTextAOverview—TextanalysisCriticalreadingandthinking•Subheadings:ScanthesubheadingsinTextAandtrytogetthemainideaofeachpart.Unit4LeadershipTextAOverview—TextanalysisCriticalreadingandthinkingPartI:PeterDrucker'sevolvingattitudestowardleadershipPartII:PeterDrucker'smodelofeffectiveleadershipScanthesubtitlesinTextAanddecidewherePartIIstarts.Unit4LeadershipTextAOverview—TextanalysisCriticalreadingandthinkingPartIfollowsachronologicalorder.Findoutallreferencestotimeinthispart,andwritedownDrucker’sattitudetoward