个人领导力培训教材(PPT 49页)53884.ppt

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1、Accelerated Leadership CourseAccelerated Leadership Course 个人领导力个人领导力对MBTI工具的使用有基本认识,以便理解领导技能了解个人偏好及其如何影响我们对事物的看法了解因我们的心理模式而产生的偏见和盲点用MBTI更好地与他人沟通理解不同的沟通方式用MBTI激励他人,使团队成员充分参与,在你所在团队创造协同效应了解压力的来源,学习如何应对压力以便处理艰难的情形和难缠员工。学习目标学习目标MBTIMBTI是是什么什么?一种描述而不是一个规定偏好的说明、不是技能或能力所有偏好都同等重要经过充分验证和深入研究的CASTCAST卡尔荣格Car

2、l G.Jung INTP凯瑟琳布理格斯Katharine BriggsINFJ伊莎贝尔布理格斯迈尔斯Isabel Briggs MyersINFP个性的作用个性的作用Functions of the PersonalityFunctions of the Personality理解 收集数据接收信息观察你周围的世界判断评价数据根据信息做决定批判性地看你的观察结果四个维度四个维度外向外向 内向内向感觉感觉 直觉直觉个人注意什么个人如何作出决定个人选择的生活方式思考思考 情感情感判断判断 理解理解个人如何获得活力谈论发给你们的物品并把你们的讨论结果写在白板上我们是怎样看待事物的我们是怎样看待事物

3、的?感觉感觉事实细节照字面的注重现在通过五观获得信息直觉直觉理论的抽象的比喻的 注重将来通过第六感获得信息Perceiving FunctionPerceiving Function理解理解Perceiving FunctionPerceiving Function头脑头脑风暴讨论一个理想的教育体系有哪风暴讨论一个理想的教育体系有哪些重要组成部分,并写在白板上?些重要组成部分,并写在白板上?The Ideal System But Whose?The Ideal System But Whose?理想的体系理想的体系-但这是谁的但这是谁的?思考思考客观的分析的非个人的清晰公正情感情感主观的情景

4、的人与人之间的 和谐仁慈Judging FunctionJudging Function确定一个你的小组感兴趣的话题并开始讨论把你所有的扑克牌放在你的面前,你每发言1次,就把一张牌放入你的袋子里。一旦你面前没有牌了,你就不能再说话,直到小组里所有人的牌都放进他们的袋子里。总结别人的观点、提出自己的新想法两者都是有效的发言。一个交谈的扑克牌游戏一个交谈的扑克牌游戏谁先用完扑克牌?当他们用完后他们有什么感觉?E们感觉到发言为扑克牌所迫吗?I们感觉要被迫说话吗?I们说的话是否超过他们觉得舒服的限度?为什么?谁说话时间最长?扑克牌游戏小结扑克牌游戏小结外向外向关注外部人们事情活动边说边想豪放内向内向关

5、注内部考虑想法沉思想好再说深沉个人活力来源个人活力来源你有5分钟时间尽你所能制作一个最好的星星。你可以使用盒子里的任何材料,也可以不用。5分钟后,我将评出做得最好的星星。制作星星练习制作星星练习在外部世界里你用的是哪一个?判断判断理解理解 果断的 有组织的 有计划的 Seeks closure 列出清单并使用之 开放的 灵活的 自然的 Seeks opinions 列出清单并遗失之个人选择的生活方式个人选择的生活方式四个维度四个维度外向外向 内向内向感觉感觉 直觉直觉个人注意什么个人如何作出决定个人选择的生活方式思考思考 情感情感判断判断 理解理解个人如何获得活力16 16 种偏好类型种偏好类

6、型自己知道的自己知道的 自己不知道的自己不知道的 别人知别人知道的道的 别人不别人不知道的知道的 自我揭示或给予反馈自我揭示或给予反馈团队团队请求反馈请求反馈个人个人公开区域公开区域 盲点盲点 未知区域未知区域 虚假的表面虚假的表面(隐密区隐密区)无意识的无意识的 InsightInsight乔哈里之窗乔哈里之窗 Johari WindowJohari WindowMBTI MBTI 测评结果及领导风格练习测评结果及领导风格练习根据你的MBTI测评结果:你的领导风格是什么?你有什么优势?你觉得什么可能是你潜在的盲点?从从MBTIMBTI类型描述中,你了解的自我领导特征类型描述中,你了解的自我领

7、导特征ISTJISTJISTPISTPESTPESTPESTJESTJISFJISFJISFPISFPESFPESFPESFJESFJINFJINFJINFPINFPENFPENFPENFJENFJINTJINTJINTPINTPENTPENTPENTJENTJ根据你现在对自己的了解、回想你的360测评结果,并结合MBTI类型描述,思考你的领导特征是什么?简要列出几点各种各种MBTIMBTI类型的领导特征类型的领导特征有自制力,遵从规章;擅长直接指正下属绩效问题直截了当,consenting;公正;聘用有才干的人善于交际,果断;擅长直接指正下属绩效问题非常善于交际,果断,工作要求高并对他人施加

8、压力;聘用有才干的人并直接指正下属绩效问题团队导向,有同情心;培养下属;工作生活平衡灵活机智,讲究方法;工作生活平衡;擅长建立良好人际关系灵活,有同情心,善于交际;聘用有才干的人团队导向,有自制力,遵从规章,精力充沛;擅长建立良好人际关系;工作生活平衡团队导向,有责任心;令人轻松自在;培养下属灵活,有同情心,自我意识;擅长建立良好人际关系并培养下属自我意识和移情能力强;喜好交际;擅长建立良好人际关系并培养下属灵活机智,宽容,移情能力强,喜欢起主导作用;does whatever it takes;令人轻松自在.直截了当,喜欢起主导作用;学习能力强果断,独立;适当授权;学习能力强喜欢起主导作用,

9、易变,不拘礼节,灵活机智,喜好交际and does whatever it takes果断,独立,有组织性,有责任心,喜欢起主导作用,喜好交际;makes a good impressionISTJISTJISTPISTPESTPESTPESTJESTJISFJISFJISFPISFPESFPESFPESFJESFJINFJINFJINFPINFPENFPENFPENFJENFJINTJINTJINTPINTPENTPENTPENTJENTJ在领导力方面存在的常见盲点在领导力方面存在的常见盲点灵活,善于交际,有同情心有同情心,建立亲密关系,善于交际灵活机智,遵循规章,independence

10、from advocates建立和维护良好人际关系,正确对待战略转型喜好交际,经常采用新创意提出并采用新创意,有社会影响力,情感独立抑制冲动情绪,果断,百折不挠学习能力强,情感独立,灵活善于交际,鼓励员工发挥主动性,情感独立喜好社交和影响他人,有始有终,信守承诺,conforming attitudes注重细节,抑制冲动情绪,独立,直截了当正确对待战略转型,营造一个发展的环境,聘用有才干的人团队导向,富于同情心,工作生活平衡灵活,善于交际,有始有终,形象良好适当授权,建立良好关系,富于同情心,聘用有才干的人,简明扼要有团队精神,建立良好关系,有自我意识,善于处理人际冲突,信守对他人愿景的承诺I

11、STJISTJISTPISTPESTPESTPESTJESTJISFJISFJISFPISFPESFPESFPESFJESFJINFJINFJINFPINFPENFPENFPENFJENFJINTJINTJINTPINTPENTPENTPENTJENTJCommunication Style Discussion Communication Style Discussion QuestionsQuestions1.讨论你在沟通时表现的最佳和最差的“推销”行为2.讨论Discuss how these interactions may have been different for your o

12、pposite type.For example,maybe you dealt with a very friendly,insightful,and thoughtful(NF)boss(or peer,or employee).In this case,two potential stakeholders of the same idea might have responded differentlyeither welcoming the warmth or feeling put off by such unwanted friendliness.Developing Commun

13、ication Style Developing Communication Style FlexibilityFlexibilityWhat MotivatesWhat MotivatesINTJ and INFJ?INTJ and INFJ?Motivation comes from being involved in creating a clear vision of the future and seeing ways they can act to bring it about.They will seldom buy into ideas that imply change,ho

14、wever persuasively it is presented,if it does not fit their internal understanding of the worldISTJ and ISFJ?ISTJ and ISFJ?Motivation stems from their sense of responsibility and attachment to the organization.They want things to work and will put forth great effort to accept changes and create new

15、proceduresWhen ideas do not fit with their internal reality dont seem practical and doable,or seem to threaten the very essence of the organizationthey can become very negative and lose motivationDeveloping Communication Style Developing Communication Style FlexibilityFlexibilityWhat MotivatesWhat M

16、otivatesISFP and INFP?ISFP and INFP?Motivation comes from finding meaning in their work a connection between their internal value system and the work they do,the people they work with,the organization they serveWhen ideas violate their internal value system,they can become moralistic criticsISTP and

17、 INTP?ISTP and INTP?Motivation stems from being challenged to rationally organize and understand large amounts of informationThey can become very detached critics when the logic is not there or when their rational structure is ignored by othersDeveloping Communication Style Developing Communication

18、Style FlexibilityFlexibilityWhat MotivatesWhat MotivatesENTP and ENFP?ENTP and ENFP?Motivation comes from exciting new ideas,seeing possibilities,and being involved in creating and leading changesIf ideas do not give them room for creativity,for influencing what happens,and for following their intui

19、tive sense of what is needed,they can be detached and opposeESTP and ESFP?ESTP and ESFP?motivation comes from new,interesting experiences and the opportunities to quickly try out new plansExcessive theorizing or the requirement for structure before acting will bore and de-motivate them very quicklyD

20、eveloping Communication Style Developing Communication Style FlexibilityFlexibilityWhat MotivatesWhat MotivatesESFJ and ENFJ?ESFJ and ENFJ?Motivation stems from being able to respond to the needs of others and from being given the opportunity to support and encourage peopleWhen ideas do not include

21、consideration for the impact on people,ESFJ and ENFJ can become moralistic and inflexibleESTJ and ENTJ?ESTJ and ENTJ?Motivation comes from being allowed to organize and structure the change and the resources(including the people)to achieve the goals as efficiently as possibleConfusion,muddled thinki

22、ng,and lack of logic in ideas will turn them into vocal criticsPerhaps its the way people communicates to us that:Sets us at ease by appealing to our emotions or listening to us rather than talkingMotivates us to buy by addressing the possible benefits that can be provided Changes our minds through

23、logicGives us options and alternativesType in Action!2002 by Barbara D.Mathews and Catharine A.Larkin.Published by Consulting Psychologists Press,Inc.Permission is hereby granted to reproduce this master for workshop use.Duplication for any other use,including resale,is a violation of copyright law.

24、What Motivates Us?What Motivates Us?Developing Communication Style Developing Communication Style Flexibility Flexibility ExerciseExerciseEach“Sponsor will pair up with a“Stakeholder.The Sponsor will note the Stakeholders type preference on the function pairs and use this insight to try to sell a pr

25、oject from the list on the Exercise sheet.In each case,the Stakeholder must remain true to his or her own type,while the Sponsor must adapt his or her style to influence the Stakeholders decision.Stakeholders can commit only up to$100 and/or 25%of their time during any one persuasion round.They can

26、commit to less,but no more than this amount of resources or that amount of time.The Stake holder can commit only when they feel they are being heard and understood by the Sponsor.Stakeholders need to be convinced of the value of the project before they will make a commitment.At the end of 2 minutes,

27、I will call time,and you will write down your observations and interpretations about why the deal did or did not go through.Next,Sponsors will pair up with new Stakeholders and repeat the process.At that point we will stop the exercise,and the Sponsors will count their money and or time available.Th

28、e Sponsor with the most resources wins.Then,we will begin round two.Everyone will go back to the original two groups,and Stakeholders will now become Sponsors,and vice versa.We will repeat this for two more interactions.Developing Communication Style Developing Communication Style Flexibility Flexib

29、ility ExerciseExerciseHow easy was it for you to“adopt”a different communication style?What did you do that allowed you to use that style?What type(s)did you have the toughest time relating to?Why?What distinct differences did you notice when interacting with the different functions(E-I,S-N,T-F,J-P)

30、?Sensing Thinking Types and ConflictSensing Thinking Types and ConflictParticular contribution to the Particular contribution to the conflict-resolution processconflict-resolution processESTJESTJESTPESTPMomentum for making tough-minded decisionsA plan for implementationResourcefulness and ability to

31、 quickly determine realityMomentum towards actionWhat someone is likely to hear What someone is likely to hear or seeor seeA logical judgment succinctly stated and firmly adhered toCalculated risk-takingSome trial and error approaches to solving the problemUninhibited risk-takingWhat someone might n

32、ot hearWhat someone might not hearThe analysis of current data combined with data from past experience that is the basis for the decisionThe internal process of structuring and analyzing data to produce a solutionParticular contribution to the Particular contribution to the conflict-resolution proce

33、ssconflict-resolution processISTJISTJISTPISTPMomentum to collect and analyze data thoroughly before decidingA plan of implementation geared towards sustainabilityFocus on reality which is distilled to simplest termsMomentum for a solution which produces tangible resultsWhat someone is likely to hear

34、 What someone is likely to hear or seeor seeConcentrated action towards solving the problemAttention or action towards a hands-on solutionWhat someone might not hearWhat someone might not hearThe analysis of current data combined with data from past experience which is the basis for their actionThe

35、logical process by which they determined their solutionSensing Feeling Types and ConflictSensing Feeling Types and ConflictParticular contribution to the Particular contribution to the conflict-resolution processconflict-resolution processESFJESFJESFPESFPPerseverance to find a solution all are comfo

36、rtable withStrong commitment to goals agreed uponMomentum to move to practical action as soon as possibleResourcefulness and adaptabilityWhat someone is likely to hear What someone is likely to hear or seeor seeIntensity of voiceA casual approach to the processWhat someone might not hearWhat someone

37、 might not hearTheir keen awareness of the impact of conflict on the lives of those involved and their passionate concern for bringing harmony to the situationThe depth of desire to create harmony for themselves and othersParticular contribution to the Particular contribution to the conflict-resolut

38、ion processconflict-resolution processISFJISFJISFPISFPPerseverance on actions they believe will help change the situation causing conflictMemory of the information helpful to the processQuiet,keen observation of the impact of the process on people,including non-verbal cluesSense of humor at unexpect

39、ed momentsWhat someone is likely to hear What someone is likely to hear or seeor seeIndividual action with little verbal expressionAction undertaken as an adventureWhat someone might not hearWhat someone might not hearTheir deep desire to make life harmonious for the others involved in the conflictT

40、heir deep commitment to protecting their own and others freedom and comfortIntuitive Feeling Types and ConflictIntuitive Feeling Types and ConflictParticular contribution to the Particular contribution to the conflict-resolution processconflict-resolution processENFJENFJENFPENFPStrive to have all st

41、akeholders talk out the conflict to reach a decisionStrive to have as many options as possible put on the table before decision is madePush to consider the unprovenWhat someone is likely to hear What someone is likely to hear or seeor seeQuick solutions that sound more focused on empathy or sociabil

42、ity than objective problem solvingA possibility in every idea put on the tableWhat someone might not hearWhat someone might not hearTheir developing private insights on how the conflict can be resolvedThe decisions they are making regarding which solution they will ultimately commit toParticular con

43、tribution to the Particular contribution to the conflict-resolution processconflict-resolution processINFJINFJINFPINFPKeen awareness of insights from unconsciousPerseverance to make their creative vision a realityFirmness of focus on person-centered valuesQuiet observation and summarizing of issuesW

44、hat someone is likely to hear What someone is likely to hear or seeor seeIntensity and impetus to have a decision made based on peoples needsNon judgmental attention to the others persons concernsWhat someone might not hearWhat someone might not hearThe observation of people issues in the current si

45、tuation and how they relate to the larger human conditionEvaluation of others concerns against the criteria of their personal valuesIntuitive Thinking Types and Intuitive Thinking Types and ConflictConflictParticular contribution to the Particular contribution to the conflict-resolution processconfl

46、ict-resolution processENTJENTJENTPENTPDrive for a decision in order to structure the attainment of broad goalsMomentum to move forward once a solution is reachedA wealth of creative ideasEnergy to make what seems impossible as potentially doable with a little adaptationWhat someone is likely to hear

47、 What someone is likely to hear or seeor seeA firm decision not easily re-opened for discussion once madeA momentum for change“for the sake of change”What someone might not hearWhat someone might not hearThe numerous ideas they have explored internally for fairness and justiceThe internal categorizi

48、ng and analysis of ideas presented even as new ideas are introducedParticular contribution to the Particular contribution to the conflict-resolution processconflict-resolution processINTJINTJINTPINTPAbility to see a vision of the futureDrive to realize their vision in the real worldInterest in explo

49、ring complex ideas from every angleTendency to ask tough questions to challenge the status quoWhat someone is likely to hear What someone is likely to hear or seeor seeArticulation of a complex systemic solution to a problemCritique of every solution introducedWhat someone might not hearWhat someone

50、 might not hearThe vision of the ideal believed possibleThe internal principle at stake in the discussion解决冲突的练习解决冲突的练习定义冲突如何处理冲突内部Internally?外部Externally?How do you want to be approached in a conflict situation?“解决冲突的方案”对你意味着什么?COOPERATIVENESSASSERTIVENESSAvoidingCompetingCollaboratingAccommodating

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