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Manualforparticipants情景领导II研讨会DataSource:TheKenBlanchardCompaniesTheKenBlanchardCompaniesDefinition定义“情境领导”模式:在领导和管理公司或团队时,不能用一成不变的方法,而要随着情况和环境的改变及员工的不同,而改变情况和环境的改变及员工的不同,而改变领导和管理的方式。管理的重点在于领导者自身。2情境领导II的目的Openupcommunication打开沟通Helpothersdevelopcompetenceandcommitment发展能力和意愿commitment发展能力和意愿Teachothershowtoprovidetheirowndirectionandsupport帮助员工自我发展Valueandhonordifferences.珍惜不同ThreeSkillsofaSituationalLeader情境领导的三种技巧Diagnosis诊断Flexibility因材施教FlexibilityPartnering合作伙伴基本的改变Boss老板,Evaluator评估者,Judge法官andCritic批评家Partner伙伴,Facilitator促动者,Cheerleader啦啦队队长,Supporter支持者andCoach教练.BenefitsofSL2好处Whenleadersaresituationalleaders,thepeoplewhoworkwithandpeers当所有领导都是情境领导,其同事和员工会:公司里少紧张气氛认为他们的领导愿意改变或者接受新的观念或者方法认为他们的领导愿意帮助他们成长认为他们的领导是训练有素的认为他们的领导是训练有素的更高的士气感觉被授权展现更多的自我领导研究显示当公司实施了情境领导以后-更强的领导力更高的员工满意度更低的流失率更高的客户满意度利率提高销量提高7Diagnosis:TheFirstSkillofaSituationalLeader诊断:情境领导的第一种技巧诊断:情境领导的第一种技巧发展水平DevelopmentLevelSituationsdependingonteammembers’competenceandcommitmentlevelstoaspecificgoalortask情景关注团队成员在一个任务任务任务任务或目标目标目标目标上能力能力能力能力和意愿意愿意愿意愿水平.Competence(DemonstratedKnowledge,notpotentialorintelligent)能力(外显的知识,不是潜在的或理解力方面的)-GoalorTaskKnowledgeandskills.任务相关的技巧-GoalorTaskKnowledgeandskills.任务相关的技巧-Transferableknowledgeandskills.可转换的技巧Commitment意愿-Motivation动机-Confidence.自信TheFourDevelopmentLevels四个发展水平D1LowCompetenceHighCommitment低能力,高意愿D2LowtoSomeCompetenceLowCommitment低能力,低意愿力,低意愿D3ModeratetoHighCompetenceVariableCommitment中等到高的能力,变化的意愿D4HighCompetenceHighCommitment高能力,高意愿五个用来诊断发展水平的关键问题任务或者目标?所展现的与任务相关的知识和技能?可转移的技巧??动力,兴趣,或者热情?自信心?TheNeedofEachDevelopmentLevel每个发展水平的需求每个发展水平的需求TheNeedofD1—TheEnthusiasticBeginner热情洋溢的初学者Recognitionofenthusiasmandtransferableskills(认可热情和可转换的技巧)Cleargoalsandroles(清晰的目标和角色)Standardsforwhatagoodjoblookslike(设置何为好工作的标准)Timelines(时间限制)Priorities(优先顺序)Informationonhowdataaboutperformancewillbecollectedandshared(分享绩效如何被收集的信息)Actionplans—specificdirectionabouthow,whenandwithwhom(行动计划-关,,)Actionplans—specificdirectionabouthow,whenandwithwhom(行动计划-关于如何开展,何时开展,与谁一起开展给予明确的方向)Boundariesandlimits(界限)Theunwrittenruleson“howthingsworkaroundhere”(不成文的规定)Informationaboutthegoalortaskandtheorganization(分享组织目标和任务的信息)Astep-by-stepprocessforlearningnewskills(逐步学习新技巧的过程)Concreteexamplesofhowothersaccomplishthegoalortask(具体的例子)Opportunitiestopractice(练习的机会)Frequentfeedbackonresults(频繁的反馈)Solutionstoproblems(解决方案)TheNeedofD2—TheDisillusionedLearner困惑的学习者Cleargoal(明确的目标)Frequentfeedback(频繁反馈)Praiseformakingprogress(赞扬进步)Helpinanalyzingsuccessandfailures;assurancethatitisokaytomakemistakes(分析成功和失败)Explanationsofwhythegoalortaskisimportantandexplanationsof“how”(解释为什么目标和任务是重要的合解释如何重要)Explanationsofwhythegoalortaskisimportantandexplanationsof“how”(解释为什么目标和任务是重要的合解释如何重要)Opportunitiestodiscussconcernsandsharefeelings(讨论顾虑和分享感受)Involvementandinfluenceindecisionmakingandproblemsolving(参与和影响决策制定和解决问题的过程)Encouragement(鼓励)Adviceandadditionalnextstepsandalternatives(备选方案)Coachingtobuildandrefineskills(指导建立和完善工作技巧)TheNeedofD3—TheCapable,butCautiousPerformer能干的,但小心的贡献者Anapproachablementororcoach(导师或者教练)Opportunitiestotestideas(提供尝试新想法的机会)Opportunitiestoexpressconcernsandsharefeelings(表达担忧和分享感受的机会)Supportandencouragementtodevelopself-reliantproblemsolvingSupportandencouragementtodevelopself-reliantproblemsolvingskills(支持和鼓励发展自我解决问题的技巧)Helpinlookingatexperienceandskillsobjectively,soconfidenceisbuilt(帮助员工客观识别自我经验和技巧,建立自信)Praiseandrecognitionforhighlevelsofcompetenceandperformance(赞扬和认可高能力和绩效)Obstaclestogoalaccomplishmentremoved(移去障碍)Akick-starttoovercomedelay(克服延迟)TheNeedofD4—TheSelf-ReliantAchiever独当一面的目标达成者Varietyandchallenge(多样性和挑战)Aleaderwhoismoreofamentorandcolleaguethanamanager(需要导师或同伴式的领导)Acknowledgementofcontributions(对贡献的认可)Autonomyandauthority(自由和自主权)Trust()Trust(信任)Opportunitiestoshareknowledgeandskillswithothers(有机会与别人分享知识和经验)Flexibility:TheSecondSkillofaSituationalLeader灵活性:情境领导的第二种技巧LeadershipBehavior领导行为DirectiveLeadershipBehaviorVs.SupportiveLeadershipBehavior指导性行为和支持性行为(D&S)(D&S)DirectiveLeadershipBehavior指导性Setsgoalsandclarifiedexpectations设立目标,澄清期望Tellsandshowsanindividualwhattodo,Tellsandshowsanindividualwhattodo,when,andhowtodoit告诉并呈现做什么,什么时候做,如何做Closelysupervises,monitors,andevaluatesperformance.密切监督,监管和评估业绩19SupportiveLeadershipBehavior支持性Engagesinmoretwo-waycommunication投入到双向沟通的过程中Listensandprovidessupportandencouragement聆听并提供支持和鼓励聆听并提供支持和鼓励Involvestheotherpersonindecisionmaking让别人参与决策的过程Encouragesandfacilitatesself-reliantproblemsolving鼓励并促进自我解决问题的能力20UsingDirectiveBehavior运用指导性行为GoalSetting设置目标DevelopingActionPlans发展行动计划ClarifyingRoles澄清角色ShowingandTellingHowShowingandTellingHow呈现和告知如何做Evaluating评估EstablishingTimelines建立时间限制SettingPriorities优先顺序UsingSupportiveBehavior运用支持性行为ListeningandConfirmingYouHeard聆听和确认听到了PraisingandEncouraging赞扬和鼓励SharinginformationabouttheOrganization,Goal,orTask分享关于组织,目标和任务的信息Goal,orTask分享关于组织,目标和任务的信息Sharinginformationaboutself分享自我信息FacilitatingSelf-reliantProblemSolving促进自我解决问题的能力
本文标题:情境领导力培训材料SituationalLeadershipTraining
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