情境领导的三项技能thethreeskillsofasituationalleader诊断.ppt

培训计划一览 SLII Training Outline 情境领导培训目标Purposes of Situational Leadership II 打开沟通渠道，提高你与你的同事之间关于工作成效和发展的对话之 帮助他人发展工作能力和工作意愿 教导他人如何为自己提供方向和支持 珍视并尊重差异 The Purposes of Situational Leadership? II 1. Open up communication—increase the frequency and quality of conversations about performance and development between you and the people you work with 2. Help others develop competence and commitment 3. Teach others how to provide their own direction and support 4. Value and honor differences 情境领导的核心工作能力 1st Core Competency - Diagnosis 1. 诊断 确定他人每个发展阶段的特征与需要 督导并诊断他人的工作绩效、 工作能力, 们所需要的指导与支持 1. Diagnosis To identify the Development Level characteristics and needs of others To oversee and diagnose the effectiveness, ability, and need for direction and support of those we lead. 情境领导的核心工作能力 2nd Core Competency - Flexibility 灵活性 使用所有14个指令型和支持型领导行为 能够运用所有四种领导型态 当工作能力或工作意愿提高或下降时调整你的领导型态 被视为有灵活性和卓有成效 Flexibility Use all 14 directive and supportive leadership behaviors Use all four styles Adjust leadership style when competence or commitment increases or decreases Be perceived as flexible and effective 情境领导的核心工作能力3rd Core Competency - Partnering for Performance 建立伙伴关系 自如地使用情境领导户的常用词汇 熟练地使用“一对一会谈”来开展沟通 开展“建立伙伴关系” 的会谈 解决对发展阶段的认识方面的分歧 使用 “达标指导行动计划” Partnering for Performance Use the common vocabulary of SLII? Skillfully use One on Ones Be able to Partner for Performance Resolve disagreements about development level 成功的领导与有效的领导Successful Leadership 成功的 + 行为 + 成效 + 结果 有效的 + 态度 + 意愿 + 情感 成功的领导与有效的领导Successful + Effective Leadership 领导型态 Leadership Style 领导型态是 他人认定你所长期 使用的行为模式。 Leadership Style is the pattern of behaviors you use with others, over time, as perceived by them. 关于人的信念与价值观 SLII Beliefs and Values about People 人们能够并且希望发展 People can and want to develop 领导时伙伴关系 Leadership is a partnership 人人渴望参与和沟通 People value involvement and communication 情境领导的三项技能  The Three Skills of a Situational Leader 诊断 - 愿意并有能力研究某一情境并评估他人