领导力提升-4Leadership Core Character and Competence (NXPowerLite)

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1、LeadershipDevelopmentMasterClassModule4Leadership:CoreCharacterandCompetenceLetusreflectagainonthewhatofleadership….Lesson1PowerandInfluenceLeadershipisaboutpeopleInfluencingpeople…Influencerelatedtopower?legitimatepowerrewardpowerexpertpowerinformatio

2、npowerIamyourmanagerlegitimatepowerrewardpowerexpertpowerinformationpowerIhaveauthoritytogiveyouabonuslegitimatepowerrewardpowerexpertpowerinformationpowerIhaveknowledgeandskillandcantrainanddeveloporsolveproblemslegitimatepowerrewardpowerexpertpowerin

3、formationpowerIhaveimportantinformation/accesstoimportantinformationWhataboutvisionarypower?Andrelationshippower?Lesson2PsychologicalClimatehttp://www.zimbardo.com/http://www.zimbardo.com/Whohasthepower?–TheLeadersWanttochangethesystem?Alittlemoreabout

4、climate–specificallyworkclimate…30%OFDIFFERENTIATIONATTRIBUTABLETOHIGHPERFORMANCECLIMATETheclassicsuccesscausalrelationshipModernsuccesscausalrelationshipSoleadershipmattersanditisallabout…Sowhatdoleadersdo?Lesson3WhatLeadersDoDoNotesPersonalResponsibi

5、lityFromEnron,toglobalfinancialcrisisSimplifyTonyManning,JackWelchUnderstandBreadth,Depth,andContext"ThemostimportantthingI'velearnedsincebecomingCEOiscontext.It'showyourcompanyfitsinwiththeworldandhowyourespondtoit.”GE'sCEOJeffImmeltLeaderslearnconsta

6、ntlyandalsohavetolearnhowtoteachGE'sCEOJeffImmeltStaydisciplinedanddetailed“MichaelDellcantellyouhowmanycomputerswereshippedfromSingaporeyesterday."Likepeople“Soit'scriticaltounderstandpeople,toalwaysbefair,andtowantthebestinthem.”JeffImmeltInHBR,Kotte

7、rshowtheleadertaskbycontrastingittomanagement…ManagementLeadershipPlanningandBudgetingSettingaDirectionOrganizingandStaffingAligningPeopleControllingandProblemSolvingMotivatingPeople“Motivationandinspirationenergizepeople,notbypushingthemintherightdire

8、ctionbutbysatisfyingbasichumanneeds”JohnKotterHBR,1990AccordingtoKouzesandPosnerourfirstchallengeistoridourselvesoftheseoutdatedtraditionsandmythsAfieldguideforLeadershipByJimKouzesandBarryPosnerAfieldguideforLeadershipByJimKouzesandBar