领导者角色PPT课件讲义

领导者角色*领导者角色在人力资源工作的转型中起到了关键作用。对该角色而言，影响力比授权更为重要，至少是同等重要。因为，极少人力资源专业人员拥有正式授权，而是更多通过主动积极的影响力指导工作。没有授权，靠影响力。就是领导者所具备的胜任素质特征的体现。*4.1.1领导者角色的核心胜任素质（1）理解、重视并促进员工的多元化；（2）提倡正值诚信，遵守职业道德。*4.1.2领导者角色的共享胜任素质（1）理解团队行为；（2）具有良好的沟通能力；（3）评估、平衡竞争性的价值观；（4）具有分析能力，可进行战略性和创造性思维；（5）能运用咨询和谈判技巧，有解决争端的能力；（6）具有达成共识和同盟的能力。*4、2领导者角色的定义与实施4、2、1领导者角色与管理领导者与管理者的4种功能（哈佛科特博士领导学） 领导者 管理者 制定计划 确定方向 制定计划和预算 人员开发 使人们达成一致 组织和配备人员 实施过程 激励员工 检查和解决问题 实现结果 促进变革 实现有序和可预见性*ThreeCommonViews区别重叠两维LeadershipManagementLeadershipManagementLeadership/Management*Page7ofManualTwoDimensionalisthebestasitcomesfromanywhereintheorganizationandisSITUATIONALnotviatheorganizationalchart4.2.2领导者角色是如何实施的（1）领导不是对下属发号施令，而是与下属共事的过程；（2）领导是通过说服和树立榜样，引导群体依据领导的意图和共同的目标而采取行动；（3）领导不是通过操纵和控制取得员工的信任，而是通过其影响力使员工达成共识；（4）最佳的领导履行职责后，人们会说“这是我们一起做得！”*4.2.3你的领导风格行动实践的青蛙精力充沛盛气凌人生气勃勃缺乏耐心首创主动主观武断精神气魄简单粗暴勇于冒险轻视他人远见梦想长颈鹿战略眼光梦幻空想宏图伟略不切实际创新精神逆反心理旁观者清袖手旁观综合总结忽略细节信息研究的乌龟冷静沉着反应迟钝稳重踏实枯燥乏味条理有序吹毛求疵忠诚可靠强迫命令重视细节避免冒险人性分享的熊高瞻远瞩感情用事虚心聆听易被劝服人际沟通感情用事团队组织上级审批领导良师口无遮拦自我鉴定:%青蛙％乌龟％长颈鹿％熊（多数情况下每项至少占15％）*您的领导风格？*1、青蛙：行动实践的代；2、长颈鹿：远见和梦想的代表；3、乌龟：信息和研究者的代表4、熊：人性化和分享的代表*4.2.4权利之源－职位赋予的权利和影响正式授权影响力非正式领导工作如何实施5种基础权利1、奖励权：基于领导给予金钱和非金钱奖励的能力2、强制权：基于领导威吓、惩罚的能力；3、合法权：来源于下属认为领导有权力领导他们的想法；4、认同权：将领导视为个体的人，并对其怀有尊重、产生认同；5、专业知识权：基于那里的具有本行业的知识和特长。6、信息权和关系权*4.2.5不靠权利施加影响（1）交流：可以以多种方式实施。（2）奖励：采用非物质奖励比物质奖励更为普遍。（3）建立信任：说实话、不食言、讲道德、支持下属、允许他们失败。（4）建立联盟：通过互相尊重、分享价值观、交往、尊重相互利益、互惠互利等，与同事、下属、上级、同行建立良好关系。（5）影响策略：了解组织内部可做交换的有形和无形“资产”，在许多场合是有用的。（帮助别人增加在组织中的影响力）*方法与策略交流奖励建立信任建立联盟影响策略*COMMUNICATION-caninspireornotdependingonthewritten,verbal,andnonverbaltechniquesusedREWARDS-praise,infosharing,recognitionanyothers?BUILDINGTRUST-tellingthetruth,actingethicallyBUTnotholierthanthou,backingupsubordinates,allowingsubordinatestofailandlearnBUILDINGCOALITIONS-withpeers,subordinates,superiors—gainingalliesthrurespect,reciprocity,affiliation,andperceivedmutualinterestsStrategiesforInfluence-knowboththetangibleandintangiblecurrenciesoftheorganizationPage13inManualCohenandBradfordhaveidentified5CategoriesPG13LookanddiscussRelatedtoInspirationTaskPositionRelationshipPersonalCloseforAMwithnextslideALeader: 勇于冒险 有职业道德 决策果断 指导培养员工 赢得信任*Insummary:wehaveIdentifiedthedifferencesbetweenleadershipandmanagementLearnedaboutourownleadershipandcommunicationstylesExploredtheissuesofpowerandinfluenceAndestablishedthataleader(slide)WhatisaTeam?一组技能互补的员工，在一起完成一项共同的任务，并为此任务共同承担责任。*LEADERSproducechangebymotivating,inspiring,anddevelopingpeople-theyachieveresultsthoughtotherpeopleandinmanycasesthroughtheuseofteamsHRcanprovideleadershiptotheorganizationinbuildingteamsandcoachinganddevelopingstaffLARGEGROUPEXERCISE:Thinkoftimeyouwereonateam,whatwaspurpose,thesize,wasitfunctionalordysfunctionalandwhy?DEBRIEFoneaselwithlistsofwhyfunctionalanddysfunctionalTHENshowKatzenbachandSmithdefinitiononslideSMALLGROUPEXERCISE:HRhasimportantroleinteambuilding-useexerciseonpg15todemonstratePage15HRHELPSASTATECOLLECTTAXES 20minutes-read,discuss,answerquestionsonpage16–selectaspokespersonandreporttolargegroupsSTRESSHRCOMPETENCIESINDEBRIEF-Understandsteambehavior Communicateswell Assessesandbalancescompetingvalues Possessgoodanalyticalskills usesconsultationandnegotiation什么是团队 人力资源专业人员必须指导组织建立团队，指导并提升员工。 团队的涵义 技能知识互补 一起完成共同任务 共同承担责任*团队与绩效*决策中领导角色的连续体DirectiveAssertivePersuaderConsultativeCollaborative命令型决断说明型咨询型协作型领导人中心的群体中心的AreaofFreedomoftheGroupUseofauthoritybyLeader*主要的决策方式命令型咨询型协作型*MovenowtoLeadershipandDecisionMakingpage19inmanual`LeadersmustunderstandtheadvantagesanddisadvantagesofeachtypeofdecisionmakingGOthrougheachAnotherwaytoplookatthisisaDecisionMakingContinuum(nextslide)决策类型 命令型 咨询型 群体决策型协作型 (A)决定并宣布(B)决定并说服群体 (C)宣布决策，允许提问(D)提出初步决策，征求意见，然后再决策(E)提出问题，征求意见，然后再决策 (F)提出问题，及其边界，然后群体决策(G)赋予群体自主权，去界定问题和决策*领导学带来的思考?中国领导科学的专家们提出的领导三元论：第一：要有权力；第二：出了问题要负责；第三：要给部下服务。讨论：按照这样的理论，带来的后果是什么？*领导学带来的思考?很简单，一个权力至上的人，只会狐假虎威，命令行事，不会跟别人协商，民主更不可能，必然是独裁专治。带来的负面影响将是可怕的……*领导学带来的思考?和田一夫认为服务第一，权力放在最后，这样才是最正确的。为什么？如果把服务放在第一位，他必然处处注意跟别人协商，让别人满意，让部下满意，领导就能当好。这是当今社会必然的要求，观念必须变了……*TheLeaderIAdmire:*AskgrouptotakeaminutetothinkofaleadertheyadmirethentothinkoftheattributesofthatleadertheymostadmireDebriefandlistoneaselIntroduceJohnKotter: -SaysmanagementisaboutcopingwithcomplexitywhileleadershipisaboutcopingwithchangeManagersuseadeductiveprocessdesignedtoproduceorderlyresultsandplanandbudgetOrganizeandstaffControlandproblemsolveProduceorderandpredictabilityLEADERSuseaninductiveprocessdesignedtoproducechangebyproducingvisionsandstrategiesSetadirectionalignpeoplemotivateandinspirepeopleProducechangeREMEMBER—planningiscriticalbutisnosubstitutetodirectionGraphicallythenGOTONEXTSLIDE领导者角色与道德行为WhatisRight?*Inthepublicsectorweareparticularlysensitivetomeritprinciplesaswellasotherissuesofethicsandintegrity-thismeans -treatingpeoplewithdignityandrespect -avoidingconflictsofinterestincludingtheappearanceofconflictofinterest -avoidingfavoritism -respectingconfidentialityandprivacyofourcustomers -ObeyingthespiritandtheletterofthelawWhileethicalbehaviorisdoingwhatisright,itisnotalwayseasytodiscern…..Qtogroup-whatethicalissueshaveariseninyourorganizationsthendiscusswhytheyoccurred(couldHRhavehelpedmakeadifference?)2ndQtolargegroup-”Whydosomeemployeesactunethically?” (goodintentions,ignoranceoflows,policiesetc,egotrip,greed,friendship,ideology,personalorfamilygain,financialproblemsorpressures,stupidity,goingalongiegroupthink,followingorders,survival)(AlHighamstory)HRcompetenciesarepracticesandpromotesintegrityandethicalbehaviorandassessandbalancescompetingvaluesThentonextslide促进员工结构多元化平等就业机会鼓励与促进员工多元化*HRLeadershiprequirestheprimarycompetencyofUnderstandsandvaluesdiversitybutwhatisdiversity?OftenconfusedwithEEOandAAEEOprotectsindividualsrightsandensuresfairnessinemploymentprocessesanddecisions-andisessentiallyneutralunlesslawsareviolated.AAdesignedtopromoteamorerepresentativeworkforceandtoremedytheeffectsofpastactsofdiscrimination-requiresapositiveactionBothareimposedfromtheoutsidetheorganizationDiversitycomesfromwithintheorganizationanddescribesthefullrangeofemployeecharacteristicspresentinourpopulationandworkforce-itisaninclusiveprogramincludingallemployeesandallHRprogramsrelatedtoorganizationaleffectivenessComesaboutduetoaninternaldemandfrommanagementforenhancedproductivityandcomprisesanefforttodescribeandunderstandtherangeofattributesthatmembersofdiverseculturesbringtotheorganizationSmallGroupExercisePage26and27Time20minutesthendebrief双赢谈判 人 利益 选择 *IntheChangeAgentModuleyoucoverednegotiation,mediation,andwin-wingoals.ThosethingsarealsoimportanttotheHRLeaderhowever,wearenotgoingtorevisitthatmaterial.WouldliketostressthecomponentofInterestBasedNegotiating(win-win)whichare:SeparatethepeoplefromtheproblemFocusoninterestsNOTpositionsInventoptionsformutualgainsInsistonobjectivecriteriaConflictResolutionisamajorchallengetotheHRLeader,itisthereforeimportantthatyouknowyourownapproach/reactiontoconflictresolutioninordertobepreparedtobesuccessful-wearegoingtospendsometimewithexploringthattopicnowGoTOBlackandusenotesonnextslide他象一个孤独的灯塔，在星夜中为千帆导航。“Ittakesonlyasolitarylighttoguideathousandshipsinfromthenight”StephenCoveyLeadershipCenter领导*9ShowVideo“Leadershipinthe21stCentury)15minutes未来我们个人的成功将直接取决于我们能否将由专委会认定的人力资源管理的各种新角色运用到我们的职业实践中，在我们各自组织中实现人们所期望的义务合作伙伴、变革推动者和领导者的角色，将使我们赢得同事们的尊重，赢得组织内部对我们作为真正专业人员的认可。这种地位的获得不是因为我们是谁，不是因为我们所拥有的知识，也不是因为我们在组织等级中的位置，而是通过不断地向所有与我们接触的人展示我们的价值来获得的。*“世界因你而精彩！”*最后我祝愿各位：---无论我们将来是合作伙伴，还是竞争对手，都祝愿你们紧紧追随你们不灭的梦想，心想事成，迈向你们成功的彼岸！谢谢各位！*******Page7ofManualTwoDimensionalisthebestasitcomesfromanywhereintheorganizationandisSITUATIONALnotviatheorganizationalchart*******COMMUNICATION-caninspireornotdependingonthewritten,verbal,andnonverbaltechniquesusedREWARDS-praise,infosharing,recognitionanyothers?BUILDINGTRUST-tellingthetruth,actingethicallyBUTnotholierthanthou,backingupsubordinates,allowingsubordinatestofailandlearnBUILDINGCOALITIONS-withpeers,subordinates,superiors—gainingalliesthrurespect,reciprocity,affiliation,andperceivedmutualinterestsStrategiesforInfluence-knowboththetangibleandintangiblecurrenciesoftheorganizationPage13inManualCohenandBradfordhaveidentified5CategoriesPG13LookanddiscussRelatedtoInspirationTaskPositionRelationshipPersonalCloseforAMwithnextslide*Insummary:wehaveIdentifiedthedifferencesbetweenleadershipandmanagementLearnedaboutourownleadershipandcommunicationstylesExploredtheissuesofpowerandinfluenceAndestablishedthataleader(slide)*LEADERSproducechangebymotivating,inspiring,anddevelopingpeople-theyachieveresultsthoughtotherpeopleandinmanycasesthroughtheuseofteamsHRcanprovideleadershiptotheorganizationinbuildingteamsandcoachinganddevelopingstaffLARGEGROUPEXERCISE:Thinkoftimeyouwereonateam,whatwaspurpose,thesize,wasitfunctionalordysfunctionalandwhy?DEBRIEFoneaselwithlistsofwhyfunctionalanddysfunctionalTHENshowKatzenbachandSmithdefinitiononslideSMALLGROUPEXERCISE:HRhasimportantroleinteambuilding-useexerciseonpg15todemonstratePage15HRHELPSASTATECOLLECTTAXES 20minutes-read,discuss,answerquestionsonpage16–selectaspokespersonandreporttolargegroupsSTRESSHRCOMPETENCIESINDEBRIEF-Understandsteambehavior Communicateswell Assessesandbalancescompetingvalues Possessgoodanalyticalskills usesconsultationandnegotiation****MovenowtoLeadershipandDecisionMakingpage19inmanual`LeadersmustunderstandtheadvantagesanddisadvantagesofeachtypeofdecisionmakingGOthrougheachAnotherwaytoplookatthisisaDecisionMakingContinuum(nextslide)*****AskgrouptotakeaminutetothinkofaleadertheyadmirethentothinkoftheattributesofthatleadertheymostadmireDebriefandlistoneaselIntroduceJohnKotter: -SaysmanagementisaboutcopingwithcomplexitywhileleadershipisaboutcopingwithchangeManagersuseadeductiveprocessdesignedtoproduceorderlyresultsandplanandbudgetOrganizeandstaffControlandproblemsolveProduceorderandpredictabilityLEADERSuseaninductiveprocessdesignedtoproducechangebyproducingvisionsandstrategiesSetadirectionalignpeoplemotivateandinspirepeopleProducechangeREMEMBER—planningiscriticalbutisnosubstitutetodirectionGraphicallythenGOTONEXTSLIDE*Inthepublicsectorweareparticularlysensitivetomeritprinciplesaswellasotherissuesofethicsandintegrity-thismeans -treatingpeoplewithdignityandrespect -avoidingconflictsofinterestincludingtheappearanceofconflictofinterest -avoidingfavoritism -respectingconfidentialityandprivacyofourcustomers -ObeyingthespiritandtheletterofthelawWhileethicalbehaviorisdoingwhatisright,itisnotalwayseasytodiscern…..Qtogroup-whatethicalissueshaveariseninyourorganizationsthendiscusswhytheyoccurred(couldHRhavehelpedmakeadifference?)2ndQtolargegroup-”Whydosomeemployeesactunethically?” (goodintentions,ignoranceoflows,policiesetc,egotrip,greed,friendship,ideology,personalorfamilygain,financialproblemsorpressures,stupidity,goingalongiegroupthink,followingorders,survival)(AlHighamstory)HRcompetenciesarepracticesandpromotesintegrityandethicalbehaviorandassessandbalancescompetingvaluesThentonextslide*HRLeadershiprequirestheprimarycompetencyofUnderstandsandvaluesdiversitybutwhatisdiversity?OftenconfusedwithEEOandAAEEOprotectsindividualsrightsandensuresfairnessinemploymentprocessesanddecisions-andisessentiallyneutralunlesslawsareviolated.AAdesignedtopromoteamorerepresentativeworkforceandtoremedytheeffectsofpastactsofdiscrimination-requiresapositiveactionBothareimposedfromtheoutsidetheorganizationDiversitycomesfromwithintheorganizationanddescribesthefullrangeofemployeecharacteristicspresentinourpopulationandworkforce-itisaninclusiveprogramincludingallemployeesandallHRprogramsrelatedtoorganizationaleffectivenessComesaboutduetoaninternaldemandfrommanagementforenhancedproductivityandcomprisesanefforttodescribeandunderstandtherangeofattributesthatmembersofdiverseculturesbringtotheorganizationSmallGroupExercisePage26and27Time20minutesthendebrief*IntheChangeAgentModuleyoucoverednegotiation,mediation,andwin-wingoals.ThosethingsarealsoimportanttotheHRLeaderhowever,wearenotgoingtorevisitthatmaterial.WouldliketostressthecomponentofInterestBasedNegotiating(win-win)whichare:SeparatethepeoplefromtheproblemFocusoninterestsNOTpositionsInventoptionsformutualgainsInsistonobjectivecriteriaConflictResolutionisamajorchallengetotheHRLeader,itisthereforeimportantthatyouknowyourownapproach/reactiontoconflictresolutioninordertobepreparedtobesuccessful-wearegoingtospendsometimewithexploringthattopicnowGoTOBlackandusenotesonnextslide*9ShowVideo“Leadershipinthe21stCentury)15minutes***