情境领导SITUATIONAL-LEADERSHIP

SITUATIONALLEADERSHIP情境领导9/22/2020Learning&Development9/22/2020Learning&DevelopmentAboutSituationalLeadership关于情境领导HelpmanagersutilizetheSituationalLeadershipModelandenhanceeffectiveleadershiptoimprovestaffsandteam’sperformanceandproductivity,anddevelopemployeesatthesametime.帮助经理通过使用情境领导模型，增强领导力的有效实施，带领部属取得最佳绩效，并实现团队的持续成长。9/22/2020Learning&DevelopmentCourseOutline课程大纲Module1:InfluencingthePerformanceofOthers模块1：影响部属绩效Module2:AssessingcriteriaforPerformancereadiness模块2：员工状态评估标准Module3:Leaderbehavior模块3：领导者的应有行为Module4:Understandyourpersonalleadershipstyleadaptability模块4：了解你的个人领导风格适应度9/22/2020Learning&DevelopmentThreeCompetencies三种技能技术技能TechnicalCompetencies人际技能InterpersonalCompetencies概念技能StrategicCompetencies9/22/2020Learning&DevelopmentTheConceptofLeadership领导的定义Thedifferencebetweenmanagementandleadership管理与领导的区别Theconceptofleadershipanditsimportanceofeffectiveperformance领导的概念以及它对绩效的重要性TheProcessofInfluence影响力产生的原因9/22/2020Learning&DevelopmentTheBlakeandMouton7LeadershipGridConcernforResults关心结果ConcernforPeople关心人123456789987654321LOW低HIGH高HIGH高1,91,19,99,15,59/22/2020Learning&DevelopmentThreestepsofusingSituationalLeadership应用情境领导的3个步骤Step1步骤1Identifyspecificposition,joboractivity明确特定的职位、工作或活动Step2步骤2Diagnosethecurrentreadinessforperformance评定目前的绩效准备度Step3步骤3Selectthematchedleadershipstyle选择匹配的领导风格9/22/2020Learning&DevelopmentThreestepsofusingSituationalLeadership应用情境领导的3个步骤Step1步骤1Identifyspecificposition,joboractivity明确特定的职位、工作或活动Step2步骤2Diagnosethecurrentreadinessforperformance评定目前的绩效准备度Step3步骤3Selectthematchedleadershipstyle选择匹配的领导风格9/22/2020Learning&DevelopmentThreestepsofusingSituationalLeadership应用情境领导的3个步骤Step1步骤1Identifyspecificposition,joboractivity明确特定的职位、工作或活动Step2步骤2Diagnosethecurrentreadinessforperformance评定目前的绩效准备度Step3步骤3Selectthematchedleadershipstyle选择匹配的领导风格9/22/2020Learning&DevelopmentPerformanceReadiness绩效准备度知识Knowledge（知道如何做)(Knowhowtodo）经验Experience（曾经做过)(Havedonebefore）技能Skill（正在执行)(Bedoing）能力Ability意愿Willingness信心Confidence（相信能做)(Believethatcando）承诺Promise（将会做)(Begoingtodo）动机Motivation（想做)(Wanttodo）职责Duty职能Function目标Goal目的Objective工作Task活动Activity具体明确Specific9/22/2020Learning&DevelopmentDiagnosePerformanceReadiness评定绩效准备度此人目前的绩效表现是否在可接受的水平上并稳定？（复杂或不确定？把工作分成更细的活动）Whethertheperson’scurrentperformanceisacceptableandstable?(Complicatedoruncertain?Separatethejobintomoredetailedactivities)Yes有信心，有承诺或有动机的？WithConfidence,Promise,orpurpose?有信心，有承诺或有动机的？WithConfidence,Promise,orpurpose?YesYesR4有能力Able&有意愿Willing&并自信ConfidentorNoorNoR1没能力Unable&没意愿Unwillingor或不安InsecureR3有能力AbleBut没意愿Unwillingor或不安InsecureR2没能力UnableBut有意愿Willingor或自信ConfidentorNo9/22/2020Learning&DevelopmentNotesforPerformanceReadiness绩效准备度提示PerformanceReadiness3（R3)AblebutUnwillingorInsecureIndicator：•Thefirstindependenttask•Lackofinformationandexperience•Needfeedback&encouragement•Alreadyshownknowledgeandability•Performancedecline–FeelunhappyduringoroutofworkPerformanceReadiness2（R2)UnablebutWillingorConfidentIndicator：•Anxiousorexcited•Interestedandpositiveresponse•Showcertainability•Opentosuggestionsfromothers•Devoted，enthusiastic•HasnoexperienceinnewworkR4R3R2R1PerformanceReadiness4（R4)Able，Willing&ConfidentIndicator：•Continualhigh-levelperformance•Workconsciouslyandindependently•Responsibleandwillingtowork•Lettheleaderknowtheprogress•ReportgoodnewsandthebadaswellPerformanceReadiness1（R1)Unable&Unwilling&InsecureIndicator：•Lowlevelperformance•Notclearthedirection•sufferfromwork•Delayorcannotfinishwork•Questiononwork，tendtoescapeorshirkresponsibilities9/22/2020Learning&DevelopmentThreestepsofusingSituationalLeadership应用情境领导的3个步骤Step1步骤1Identifyspecificposition,joboractivity明确特定的职位、工作或活动Step2步骤2Diagnosethecurrentreadinessforperformance评定目前的绩效准备度Step3步骤3Selectthematchedleadershipstyle选择匹配的领导风格9/22/2020Learning&DevelopmentLeaderBehavior领导行为S3S4S2S1高关系HighRelationship和&低工作LowTask低关系LowRelationship和&低工作LowTask高工作HighRelationship和&高关系HighTask高工作HighRelationship和&低关系LowTask高High低Low关系行为RelationshipBehavior低Low高High工作行为TaskBehavior9/22/2020Learning&DevelopmentLeaderStyle领导风格Style3（S3)：HighRelationship/LowTask•Encourage,provideadvices•Activelistening•Letthefollowermakethedecision•Two-waycommunication,participation•Infavorofadventure•Praisetheworkperformance•AwardandbuildupconfidenceStyle2（S2)：HighTask/HighRelationship•Provide:who/what/when/where/howandwhytodo•Explaindecisionsandofferopportunitiesofclarification•Two-waycommunication•Decidedbytheleader•Identifyabilitiesbyaskingquestions•AcknowledgeeachsmallprogressS4S3S2S1Style4（S4)：LowRelationship/LowTask•Authorize/delegatethejob•Describetheoverallsituation/background•Decidedbythefollowers•Relativelyfewsupervision•Observationofactivities•FocusontheresultsStyle1（S1)：HighTask/LowRelationship•Providedetails:who/what/when/where/how•Determinetheworkingrole•Mainlyone-waycommunication•Decidedbytheleader•Closemonitor,askforresponsibilitytaken•Step-by-stepconduction•KISS(keepitsimpleandspecific)9/22/2020Learning&DevelopmentUsingSituationalLeadership应用情境领导高High中Medium低LowR4R3R2R1有能力A