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1、Leadership and Change领导技巧与转变领导技巧与转变Overview 概论概论n nDefining“leadership”Defining“leadership”领导技术的定义领导技术的定义n nLeadersvsmanagersLeadersvsmanagers领导相对于主管领导相对于主管n nLeadershipandchangeLeadershipandchange领导技术与转变领导技术与转变n nEmotionalintelligence(EI)Emotionalintelligence(EI)情绪智商情绪智商Defining“leadership”领导技术的定义领
2、导技术的定义Thequalityofleadership,morethanThequalityofleadership,morethananyothersinglefactor,determinestheanyothersinglefactor,determinesthesuccessorfailureofanorganization.successorfailureofanorganization.领导技术的质量比起其它因素更能决定领导技术的质量比起其它因素更能决定一个机构的成功或失败。一个机构的成功或失败。-FredFiedler&MartinChemersFredFiedler&Mart
3、inChemersImproving Improving Leadership EffectivenessLeadership Effectiveness Leadership 领导技术领导技术n nAnewleaderhastobeabletochangeanorganizationAnewleaderhastobeabletochangeanorganizationthatisdreamless,soullessandvisionless.someonesthatisdreamless,soullessandvisionless.someonesgottomakeawakeupcall.(
4、WarrenBennis)gottomakeawakeupcall.(WarrenBennis)一名新的领导人员必须有能力去改变一个没有梦想、没有一名新的领导人员必须有能力去改变一个没有梦想、没有灵魂和愿景的机构灵魂和愿景的机构得有人去唤醒这一切。得有人去唤醒这一切。n nTheonlyrealtrainingforleadershipisleadership.Theonlyrealtrainingforleadershipisleadership.(AnthonyJay)(AnthonyJay)最实际的领导技术培训就是领导工作。最实际的领导技术培训就是领导工作。n nYoudonotlead
5、byhittingpeopleovertheheadthatsYoudonotleadbyhittingpeopleovertheheadthatsassault,notleadership.(DwightD.Eisenhower)assault,notleadership.(DwightD.Eisenhower)你不会用敲打别人脑袋的方式去领导你不会用敲打别人脑袋的方式去领导 那是攻击，不是那是攻击，不是领导。领导。Leadership is rallying people toward a better future领导技术就是团结群众走向更美领导技术就是团结群众走向更美好的未来好的未来M
6、arcusBuckinghamMarcusBuckinghamWhat do leaders do?甚么是领导应做的？甚么是领导应做的？n nDefineaFutureDefineaFuture明确将来明确将来 ProvideclearvisionanddirectionProvideclearvisionanddirection提供清晰的愿提供清晰的愿景及方向景及方向 Mission(Whatismyjob?)Mission(Whatismyjob?)使命使命(我的工作是甚么我的工作是甚么？)n nSetgoalsandcelebratethemwhenachievedSetgoalsand
7、celebratethemwhenachieved定立定立目标并在达成后加以庆祝目标并在达成后加以庆祝n nOpenlyidentifyproblems(andunifytosolvethem)Openlyidentifyproblems(andunifytosolvethem)开放地找出问题开放地找出问题(并共同解决并共同解决)n nSupportinitiative-takingandleadershipatalllevelsSupportinitiative-takingandleadershipatalllevels支持各层面的主动精神和领导技术支持各层面的主动精神和领导技术What
8、do leaders do?甚么是领导应做的？甚么是领导应做的？n nProvideclarityProvideclarity指示清晰指示清晰 TalkthewalkandwalkthetalkTalkthewalkandwalkthetalk坐言起行坐言起行 ActionsspeaklouderthanwordsActionsspeaklouderthanwords行动胜于语言行动胜于语言n nResolveconflictResolveconflict解决冲突解决冲突 YouandmeagainsttheproblemYouandmeagainsttheproblem你我齐心对付问题你我齐
9、心对付问题 DistinguishbetweenchallengestoauthorityandDistinguishbetweenchallengestoauthorityandchallengestoideaschallengestoideas区分对权力的挑战与对观念的挑战区分对权力的挑战与对观念的挑战n nManagechangeManagechange管理转变管理转变n nIncreasecommunicationandencourageotherstodoIncreasecommunicationandencourageotherstodolikewise.likewise.加强沟通
10、并鼓励其它人也同样做加强沟通并鼓励其它人也同样做Situational leadership情势领导情势领导技巧技巧n nDifferentsituationsrequiredifferentleadershipDifferentsituationsrequiredifferentleadershipstylesstyles不同的情势需要不同的领导模式不同的情势需要不同的领导模式n nMostsuccessfulsituationsoccurwhenstyleandMostsuccessfulsituationsoccurwhenstyleandsituationalneedscoincide
11、situationalneedscoincide许多成功的情景会在模式许多成功的情景会在模式与情势配合一致时发生与情势配合一致时发生n nMostsituationsrequiremorethanonestyleMostsituationsrequiremorethanonestyle许多情许多情势下需要多于一种模式势下需要多于一种模式n nMostofushavemorethanonestylebutweareMostofushavemorethanonestylebutweareprobablybetteratsomethanothersprobablybetteratsomethanot
12、hers我们大多都懂我们大多都懂得多于一种的模式，但可能有一项是较强的得多于一种的模式，但可能有一项是较强的Leadership behaviours领导行为领导行为n nSupportiveanddirectivemodel支持及指挥的模式From Blanchard and HerseyDirection vs support指揮及支持指揮及支持n nDirecting/telling Directing/telling(S1)Leadersdefinetherolesand(S1)Leadersdefinetherolesandtasksofthefollower,andsupervis
13、ethemclosely.tasksofthefollower,andsupervisethemclosely.Decisionsaremadebytheleaderandannounced,soDecisionsaremadebytheleaderandannounced,socommunicationislargelyone-municationislargelyone-way.指挥指挥/吩咐吩咐(S1)(S1)由领导决定由领导决定“追随者追随者”的角色和任务，并的角色和任务，并密切监督。由领导作决定及宣布，因此沟通主要是单向的。密切监督。由领导作决定及宣布，因此沟通主要是单向的。n nC
14、oaching/sellingCoaching/selling(S2)Leadersstilldefinerolesand(S2)Leadersstilldefinerolesandtasks,butseeksideasandsuggestionsfromthetasks,butseeksideasandsuggestionsfromthefollower.Decisionsremaintheleadersprerogative,butfollower.Decisionsremaintheleadersprerogative,butcommunicationismuchmoretwo-muni
15、cationismuchmoretwo-way.指导销售指导销售(S2)(S2)仍然由领导决定仍然由领导决定“追随者追随者”的角色和任的角色和任务，但征求务，但征求“追随者追随者”的意见和建议。决定过程仍保留领的意见和建议。决定过程仍保留领导的特权，但沟通更为相向。导的特权，但沟通更为相向。Direction vs support指揮及支持指揮及支持n nSupporting/participationSupporting/participation(S3)Leaderspassday-to-(S3)Leaderspassday-to-daydecisions,suchastaskalloca
16、tionandprocesses,todaydecisions,suchastaskallocationandprocesses,tothefollower.Theleaderfacilitatesandtakespartinthefollower.Theleaderfacilitatesandtakespartindecisions,butcontroliswiththefollower.decisions,butcontroliswiththefollower.支持参与支持参与(S3)(S3)领导通过日常的决定，例如任务分配及进领导通过日常的决定，例如任务分配及进行。领导促使和参与决定，但
17、由跟随者控制。行。领导促使和参与决定，但由跟随者控制。n nDelegatingDelegating(S4)Leadersarestillinvolvedindecisions(S4)Leadersarestillinvolvedindecisionsandproblem-solving,butcontroliswiththefollower.andproblem-solving,butcontroliswiththefollower.ThefollowerdecideswhenandhowtheleaderwillbeThefollowerdecideswhenandhowtheleader
18、willbeinvolved.involved.指派指派(S4)(S4)领导仍然参与决定及解决问题，但决定权在跟领导仍然参与决定及解决问题，但决定权在跟随者。跟随者决定领导何时和怎样参与。随者。跟随者决定领导何时和怎样参与。Developmental levels of staff 员工的发展水平员工的发展水平n nCompetence:hasthenecessaryknowledge,experienceCompetence:hasthenecessaryknowledge,experienceandskillandskill 能力：具备必须的知识，经验和技巧能力：具备必须的知识，经验和技巧
19、n nCommitment:hasthenecessaryconfidence,willingnessCommitment:hasthenecessaryconfidence,willingnessandmotivationandmotivation承担力：有足够的信心、诚意和动力承担力：有足够的信心、诚意和动力n nD4HighCompetence/HighCommitmentD4HighCompetence/HighCommitment 能力高能力高/承担力高承担力高n nD3HighCompetence/VariableCommitmentD3HighCompetence/Variabl
20、eCommitment 能力高能力高/承担承担力不稳力不稳n nD2SomeCompetence/LowCommitmentD2SomeCompetence/LowCommitment有点能力有点能力/承担承担力低力低n nD1LowCompetence/LowCommitmentD1LowCompetence/LowCommitment能力低能力低/承担力低承担力低Management is doing things right;Leadership is doing the right things 管理是正确地做事；管理是正确地做事；领导是做正确的事领导是做正确的事Drucker/Ben
21、nisDrucker/BennisManagement is efficiency in climbing the ladder of success;leadership determines whether the ladder is leaning against the right wall 管理是在成功阶梯上攀登的效率；领导管理是在成功阶梯上攀登的效率；领导则决定阶梯是否稳当地倚在墙上则决定阶梯是否稳当地倚在墙上Stephen R.CoveyLeaders vs managers领导相对于主管领导相对于主管achieve results through others byachiev
22、e results through others by通过其它方法达成结果通过其它方法达成结果通过其它方法达成结果通过其它方法达成结果Kotter,J(2001),What leaders really do,Kotter,J(2001),What leaders really do,Harvard Business Harvard Business ReviewReview,Vol 79,no.11,pp85-96.,Vol 79,no.11,pp85-96.n nCopewithandproducechangeCopewithandproducechange应付及制造转变应付及制造转变 n
23、 nCreatevalueCreatevalue创造价值创造价值n nEstablishdirectionthroughvisionandstrategyEstablishdirectionthroughvisionandstrategy通过愿通过愿景和策略定立方向景和策略定立方向n nAligningpeopleandgettingbuy-inAligningpeopleandgettingbuy-in联合群众，取得共识联合群众，取得共识 n nMotivatingandinspiringtoexecuteMotivatingandinspiringtoexecute为行动作出激发和为行动作
24、出激发和鼓舞鼓舞 n nHelpingtheorganisationgrow,evolveandadaptHelpingtheorganisationgrow,evolveandadapt帮助帮助机构成长，演进，和适应机构成长，演进，和适应n nEmphasisingtransformationEmphasisingtransformation着重改革着重改革 n nCopewithcomplexityandproduceconsistencyCopewithcomplexityandproduceconsistency应付应付复杂的事物制造稳定复杂的事物制造稳定n nPreservevalu
25、ePreservevalue保留价值保留价值n nPlanningandbudgetingPlanningandbudgeting规划和预算规划和预算n nOrganisingandstaffingOrganisingandstaffing组织和人员编配组织和人员编配n nControllingandproblemsolvingtoexecuteControllingandproblemsolvingtoexecute控制和解控制和解决问题决问题n nMakingtheorganisationrunefficientlyMakingtheorganisationrunefficiently令机
26、构有效地令机构有效地运作运作n nEmphasisingtransactionsEmphasisingtransactions着重运行着重运行Leaders vs managers领导相对于主管领导相对于主管achieve results through others byachieve results through others by通过其它方法达成结果通过其它方法达成结果通过其它方法达成结果通过其它方法达成结果Kotter,J(2001),What leaders really do,Kotter,J(2001),What leaders really do,Harvard Harvar
27、d Business ReviewBusiness Review,Vol 79,no.11,pp85-96.,Vol 79,no.11,pp85-96.Discussion exercise討論研習討論研習n nThinkofagreatleaderorbossyouknow.WhatThinkofagreatleaderorbossyouknow.Whatqualitiesdotheyhavethatmakeshimorheragreatqualitiesdotheyhavethatmakeshimorheragreatleader?Whatotherqualitiesmakeforagre
28、atleaderorleader?Whatotherqualitiesmakeforagreatleaderorgoodboss?goodboss?想出一個有份量的領導人物或你認識的上司。想出一個有份量的領導人物或你認識的上司。他們有哪些特質使他們成為傑出的領袖？要成為傑出領袖他們有哪些特質使他們成為傑出的領袖？要成為傑出領袖或好上司還需哪些質素？或好上司還需哪些質素？n nThinkofaleaderorbosswhoyouwouldtrytoavoid.Thinkofaleaderorbosswhoyouwouldtrytoavoid.Whatqualitiesdidthispersonh
29、avethatmadehimorherWhatqualitiesdidthispersonhavethatmadehimorhersomeonewhoyouwouldnotwanttoworkfororfollow?someonewhoyouwouldnotwanttoworkfororfollow?Whywasthispersonnoteffective?Whywasthispersonnoteffective?想出一個你想盡量想出一個你想盡量迴迴避避的領導人物或上司。他們有甚麼質素令你不想為他們工的領導人物或上司。他們有甚麼質素令你不想為他們工作或追隨他們。此人的領導方式為何失效？作或追隨
30、他們。此人的領導方式為何失效？Leadership and change领导技巧与转变领导技巧与转变Education is the most powerful weapon Education is the most powerful weapon which you can use to change the world.which you can use to change the world.教育是你可用来改变世界的最强有力的武器教育是你可用来改变世界的最强有力的武器教育是你可用来改变世界的最强有力的武器教育是你可用来改变世界的最强有力的武器(Nelson Mandela)(Nelso
31、n Mandela)Every organization must be prepared to Every organization must be prepared to abandon everything it does to survive abandon everything it does to survive in the future.in the future.任何任何任何任何机构必须作好放弃日常所做事情机构必须作好放弃日常所做事情机构必须作好放弃日常所做事情机构必须作好放弃日常所做事情的的的的准备以准备以准备以准备以求求求求在未来世界中生存在未来世界中生存在未来世界中生存
32、在未来世界中生存(Peter Drucker)(Peter Drucker)Kotters rules for successful change 成功转变的规则成功转变的规则 1EstablishingaSenseofUrgency1EstablishingaSenseofUrgency建立迫切感建立迫切感2CreatingtheGuidingCoalition2CreatingtheGuidingCoalition 创建纲创建纲性的组织性的组织3DevelopingaVisionandStrategy3DevelopingaVisionandStrategy发展愿景及策略发展愿景及策略4C
33、ommunicatingtheChangeVision4CommunicatingtheChangeVision愿景转变时的沟通愿景转变时的沟通5EmpoweringEmployeesforBroad-BasedAction5EmpoweringEmployeesforBroad-BasedAction授权员授权员工执行广泛措施工执行广泛措施6GeneratingShort-TermWins6GeneratingShort-TermWins赚取短期回报赚取短期回报 7ConsolidatingGainsandProducingMoreChange7ConsolidatingGainsandPr
34、oducingMoreChange巩固得巩固得益，制造更多转变益，制造更多转变 8AnchoringNewApproachesintheCulture8AnchoringNewApproachesintheCulture让新的方法植让新的方法植根文化中根文化中 10 commandments of implementing change实施转变的十诫实施转变的十诫1.1.AnalyseAnalysethetheorganisationorganisationanditsneedforchangeanditsneedforchange分析机构和分析机构和它的转变需求它的转变需求2.2.Creat
35、easharedvisionandcommondirectionCreateasharedvisionandcommondirection创造一个可分享创造一个可分享的愿景和共同的方向的愿景和共同的方向3.3.SeparatefromthepastSeparatefromthepast脱离过去脱离过去 4.4.CreateasenseofurgencyCreateasenseofurgency创造迫切感创造迫切感5.5.SupportastrongleaderSupportastrongleader支持能力强的领导支持能力强的领导6.6.LineuppoliticalsponsorshipLi
36、neuppoliticalsponsorship连结政治上的支持连结政治上的支持7.7.CraftanimplementationplanCraftanimplementationplan制作实施计划制作实施计划8.8.DevelopenablingstructuresDevelopenablingstructures 发展促成架构发展促成架构9.9.Communicate,involvepeopleandbehonestCommunicate,involvepeopleandbehonest沟通，容入群众沟通，容入群众参与及忠诚参与及忠诚10.10.ReinforceandReinforce
37、andinstitutionaliseinstitutionalisechange.change.加强转变和使其制度化加强转变和使其制度化1.1.JickJick,T.D.&,T.D.&PeiperlPeiperl,M.A.,M.A.,Managing change:case and conceptsManaging change:case and concepts,2,2ndnded.,ed.,Boston:Irwin,2003.Boston:Irwin,2003.Change in academia学术界的转变学术界的转变n ndissatisfactionwiththestatusquo
38、dissatisfactionwiththestatusquo不满现状不满现状n naclearmandateaclearmandate指令清晰指令清晰 n naspiritofsharedownershipaspiritofsharedownership拥有权的分享精神拥有权的分享精神n ncrisiscrisis危机危机n navailabilityoftime(patience)availabilityoftime(patience)有效时间有效时间耐性耐性 n nconsistencyofvisionconsistencyofvision愿景的一致愿景的一致n nopportuniti
39、esformultiplevenuesforconversationsopportunitiesformultiplevenuesforconversations不同场合的对话机会不同场合的对话机会 n nallocationofappropriateandadequateresourcesallocationofappropriateandadequateresources分配适当和足分配适当和足够的资源够的资源n nopencommunicationopencommunication开放沟通开放沟通Leading Institutional Change:A National Worksh
40、op for College and Leading Institutional Change:A National Workshop for College and University TeamsUniversity Teams(January2000)http:/(January2000)http:/n nthewilltoimplementthewilltoimplement实行的决心实行的决心n nrepeatedarticulationofvisionrepeatedarticulationofvision重复连系愿景重复连系愿景n npowerfulandconsistentme
41、taphorspowerfulandconsistentmetaphors有力和一致有力和一致的概念象征的概念象征n nassessmentandwillingnesstoadjustassessmentandwillingnesstoadjust评估和调节评估和调节的意愿的意愿n ncelebrationofapproximationsofsuccesscelebrationofapproximationsofsuccess接近成接近成功时的庆祝功时的庆祝 n ncontinuousculturalchangecontinuousculturalchange持续的文化转变持续的文化转变n n
42、acollectiveunderstandingofwhyandhowacollectiveunderstandingofwhyandhowchangeisbeingundertakenchangeisbeingundertaken对原因及如何执行转对原因及如何执行转变有共同的理解变有共同的理解n nrecognizingthefearassociatedwithchangerecognizingthefearassociatedwithchange承认转变带承认转变带来的恐惧来的恐惧 n nanintegratedandcollectiveleadershipanintegratedandc
43、ollectiveleadership完整的和集体性的完整的和集体性的领导领导n ntherightdataattherighttimeintheprocesstherightdataattherighttimeintheprocess过程中适合过程中适合的时间和数据的时间和数据n nafocusonteachingandlearning;afocusonstudentsafocusonteachingandlearning;afocusonstudents着着重教学和学生重教学和学生n nanticipatingsourcesofresistanceandbeingpreparedantic
44、ipatingsourcesofresistanceandbeingpreparedwithresponseswithresponses估计阻力的来源和作好反应的准备估计阻力的来源和作好反应的准备n nrecognizingmultipleculturesrecognizingmultiplecultures承认多种文化承认多种文化n ntangiblerewardsforfacultyengagedinchangetangiblerewardsforfacultyengagedinchange对从事转对从事转变的学院的有形回报变的学院的有形回报n nlinkingallchangeeffor
45、tstomissionlinkingallchangeeffortstomission将所有转变的努力与将所有转变的努力与目标联系目标联系Recurring themes for successful change重温成功转变的主题重温成功转变的主题n nVision愿景n nLeadership领导技巧n nCommunication沟通TheartofcommunicationisthelanguageTheartofcommunicationisthelanguageofleadershipofleadership沟通的艺术就是领导语言沟通的艺术就是领导语言VisionVision(Ja
46、mesHumes)(JamesHumes)Leadership and Change领导技术与转变领导技术与转变n nExerciseExercise研习研习:ThinkofachangethatwasimplementedatyourThinkofachangethatwasimplementedatyourworkplace.Sharetheexperiencewithyourworkplace.Sharetheexperiencewithyourteam.team.想一想你工作的地方实施过的转变，与组想一想你工作的地方实施过的转变，与组员分享经验。员分享经验。Wasthechangesu
47、ccessful?Whatmadeitso?Wasthechangesuccessful?Whatmadeitso?转转变是否成功？甚么令其成功？变是否成功？甚么令其成功？Couldthechangehavebeenbetterexecuted?Couldthechangehavebeenbetterexecuted?How?How?转变可否更好转变可否更好地地实施？如何？实施？如何？Leadership and emotional intelligence领导技术与情商领导技术与情商Two kinds of intelligence两种商数两种商数n nIntellectual(IQ)Int
48、ellectual(IQ)情商情商情商情商n nEmotional(EQ)Emotional(EQ)智商智商智商智商n nIQgetsyouthejob,EQmakesyousuccessfulIQgetsyouthejob,EQmakesyousuccessful智商智商令令你找到工作，情商令你成功你找到工作，情商令你成功 EmotionalintelligenceistwiceasimportantasallEmotionalintelligenceistwiceasimportantasallotherfactorsforsuccessinjobsatalllevels.otherfac
49、torsforsuccessinjobsatalllevels.情商的重情商的重要性是所有层面工作的其它成功因素的两倍。要性是所有层面工作的其它成功因素的两倍。90%ofthedifferencebetweenoutstandingleaders90%ofthedifferencebetweenoutstandingleadersandaverageleadersisduetoemotionalintelligence.andaverageleadersisduetoemotionalintelligence.杰出领导与一般领导的九成区别在于情商。杰出领导与一般领导的九成区别在于情商。Dani
50、el GolemanEmotional Intelligence(EI)情緒智商情緒智商n n“Theworkplaceischanging,andchangingfast.ItisnoTheworkplaceischanging,andchangingfast.Itisnolongerjusthowsmartweare,byourprofessionallongerjusthowsmartweare,byourprofessionaltrainingandexpertise,whichdeterminessuccessintrainingandexpertise,whichdetermine