Transcript assessment

Topic 3 : Leadership in Action
第三讲：领导工作
Paul Gandel
Syracuse University
Singapore Management University
Goals for Topic 课题的目标
 Understand the key elements
of leadership
 Identify the differences
between leadership and
management
 Understand how cultural and
organizational differences
affect leadership success
 Learn how to evaluate your
own ways to be an effective
leader
 Chart your own leadership
course
 认识领导力的主要元素
 区别领导与管理
 了解文化及组织的差异
如何影响领导的成功与
否
 学习评估使自己成为有
效领导者的方法
 绘制出自己的领导过程
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What is Leadership?
何谓领导力
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Leadership is Rallying People
toward a Better Future
领导就是团结群众
走向更美好的未来
Marcus Buckingham
4
Successful Leaders Empower People!
成功的领导者让群众自主！
5
Management is
doing things right;
Leadership is
doing the right things
管理是正确地做事
领导是做正确的事
Drucker/Bennis
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Leadership versus Management
领导与管理
Management
管理
Leadership
领导
Creating an agenda
设立日程
Planning and
budgeting
规划和预算
Establishing direction
建立方向
Developing human
resources
发展人力资源
Organization and
staffing
组织和人员编配
Aligning people
团结群众
Execution
实行
Controlling and
problem solving
控制和解决问题
Motivating and
inspiring
激发和鼓舞
Outcome
结果
Predictable outcome
可预测的结果
Dramatic change
戏剧性的转变
John Kotter “A Force for Change”
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Four Areas of Leadership
四种领导理念




Structural/Organizational
Human Resource
Political
Symbolic




结构/组织领导
人力资源领导
政治领导
象征领导
Lee Bolman and Terrance Deal
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Leadership Takes Various Forms
Democratic Relationship-Oriented
High
Leadership Styles
High
Low
Authoritarian –
Task-Oriented
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behaviors
Balanced Leadership
平衡领导
 Intellectual (IQ)
 Emotional (EQ)
 IQ gets you the job, EQ
makes you successful
Emotional intelligence is
twice as important as all
other factors for success
in jobs at all levels.
90% of the difference
between outstanding
leaders and average
leaders is due to
emotional intelligence.
 智商
 情商
 智商令你找到工作，情
商令你成功
情商的重要性是所有层面
工作的其他成功因素的
重要性的两倍
杰出领导与一般领导的九
成区别在于情商
Daniel Goleman
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Leadership: A Framework for Reflection
领导：反思的架构
 Who you are
 Knowledge, skills, and experience
 Core values (internal guidance
system)
 Where you are
 Context (history, culture, style)
 Opportunities (challenges,
resources)
 What you do
 Visioning and inspiring
 Assessing, planning, organizing,
managing
 How you do it
 Communicating and collaborating
 Leadership style
 认识自己
 知识、技巧和经验
 核心价值〈内在指引系
统〉
 明白自己的位置
 处境〈历史、文化、模
式〉
 机会〈挑战、资源〉
 确定你要做的
 愿景及激励
 评估、计划、组织、管
理
 自知怎样做
 沟通和合作
 领导模式
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Attributes of Successful Leaders 成功领导者的特质
Group Exercise 小组研习#1
Traits 性格
Skills 技能
Decisiveness 果断
Knowledge of the Task 执行任务的知识
???
????
Name other Attributes and Skills
of Successful Leaders…
说出其他成功领导者的特质与技能
Unsuccessful Leaders?
不成功领导者的呢？
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Cultural Differences/Dimensions in Leadership
文他差异/ 领导层面
(Geert Hofstede)
 Power Distance (PDI)—degree
members of a culture accept an
unequal distribution of power
 Uncertainty Avoidance(UAI)—
degree members of a culture
are, or are not able to cope with
uncertainty and ambiguous
situations
 Individuality versus
Collectivism(IDI)—degree to
which individual rather than
group is the locus of a person’s
identity
 权力差距 — 社会对不公
平的容忍及接受程度
 不确定性规避— 社会对不
稳定及不明朗环境的应付
能力
 个体主义与集体主义—喜
欢以个人为单位而不是集
体为单位的程度
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Cultural Differences/Dimensions in Leadership
文他差异/ 领导层面
(Geert Hofstede)
 男性作风与女性作风 —
 Masculinity versus
男女性在社会各司其职
femininity(MAS)—degree to which
的程度。果断是男性作
male and women play different roles
风，而谨慎是女性的作
in society. Assertive is a value
风。
more associated with males
whereas modesty is associated with
females,
 Long-Term Orientation(LTO)—
 长期计划与短期计划 —
versus short term orientation.
长期计划侧重于节俭和
Values associated with LTO are
坚持，而短期计划侧重
thrift and perseverance. Short-term
于传统、实现社会责任，
values are respect for tradition,
维謢个人面子。
fulfilling social obligations, and
protecting one’s face.
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Hofstede’s Dimensions / Hofstede的文化层面
World Average 世界平均值
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Group Exercise 小組研習 #2
Predicting Hofsede’s Dimensions
考虑Hofsede的不同文化层面
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Organizational Culture
组织文化
 “Art is what we do, culture is
what is done to us” (Carl
Andre, U.S. sculpture)
 “艺术是我们创作的，文化
是设计好给我们的” (Carl
Andre, U.S. sculpture)
 How things get done!
 如何把事情做完!
 ‘Corporate culture is the
pattern of basic assumption
that a given group has
invented, discovered, or
developed in learning to cope
with its problems…and has
worked well enough to be
considered valid” (Edgar
Schein)
 ‘企业文化是一种基本假设
的模式，此模式由某特定团
体在学习解决问题的过程中
发明，发现和发展，而且运
作良好，足以考虑为有效模
式。 (Edgar Schein)
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Organizational Cultures —
Attributes of Excellent Companies
卓越公司的特质
(Peters and Waterman)
 Bias for action
 Staying close to the customer
 Autonomy and
entrepreneurship
 Productivity through people
 Hands-on management
 Sticking to the knitting
 Simple form: lean staff
 Simultaneous loose-tight
organization
 偏好行动
 保持接近顾客
 自治及创业家精神



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
由人提高生产力
身体力行
紧守本业
形式简单：人手精简
松紧并重的组织
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Organizational Culture
组织文化
(Goffee and Jones)
 Networked—high
sociability/low solidarity
 网络型—高社交性/低团
结性
 Mercenary—high
solidarity/low sociability
 图利型—高团结性/低社
交性
 Fragmented—low
sociability/low solidarity
 散烈型—低社交性/低团
结性
 Communal—high
sociability/high solidarity
 共有型—高社交性/高团
结性
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Exercise #3 研习三
Describe what you believe is the
“culture” of a typical academic
library.
把你认为是典型学术图书
馆的文化描述一下
Why do you believe this is the
culture?
你为何相信这就是文化?
What are the strengths of this
culture?
这种文化有何优势?
Its weaknesses?
它的弱项呢?
What kind of leadership works
best for this kind
哪一种类型领导方式在这
种组织文化中运用得最好？
原因为何?
of organization culture? Why?
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Personal Tales and Lessons
of Leadership
个人的领导故事及经验
 You Can’t Always Pick
Your Friends
 总不能次次挑选朋友
 Leap Before You Look-Annals of the Bunker!
 先行而后三思
 Take a Vertical View
 纵向俯视
 Look Behind to Look
Ahead
 顾后而瞻前
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Tale 1
故事一
You Can’t Always Pick Your Friends
总不能次次挑选朋友
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Once Upon a Time 从前
 A University anchored by its
professional schools
 Everybody was a “technology director”
and everybody ran a “computing center”
and some even ran their own network
 Central computing was known for one
thing—Don’t call them!
 What to do?.........
 一间大学靠其专业学校立足
 人人皆为「技术总监」，人人皆掌管一
个「计算机中心」，有的甚至有自己的
網絡
 中央电腦部因一事而著名—请勿来电！
 可以做甚麼？……
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Surrender!
投降
 TLC
 科技领导委员会
 Give out the keys
 分发钥匙
 Them become us and
us becomes them
 他们变成我们，我们
变成他们
 Virtually together but
separate
 虚拟地连接在一起，
但是分开的
 A new vision…
 新的愿景
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A New Way of Organizing!
新的组织方法
The Technology Leadership Council (TLC)
fosters collaboration among information
technology professionals
科技领导委员会致力培育信息科技专业人员
之间的合作精神
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Lessons Learn
经验教训
 Control sometimes
comes from giving up
control
 有时放弃控制就是控
制
 When left to their own
imagination, people
sometimes will work
together productively
 有时任其想象发挥，
各人会一同合作得更
有效率
 Don’t create false
choices and expect
positive results!
 不要搞出错误的选择，
而又期望正面的结果
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Tale 2
故事二
Leap Before You Look 先行而后三思
“Annuals of the Bunker!”
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Once Upon a Time
从前
 There was a CIO who had  一位信息总监掌管着
一个有40年历史的过
a 40 year old outdated
时数据中心
data center
 He had just borrowed $35  他刚借了3千5百万元
建立一个新网络
million to build a new
networked
 The recession just hit!
 刚好遇上经济衰退
 The solution…..
 解决方法…..
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Be Audacious!
拿出胆量和勇气
 Do something that hadn’t been done
做一些前所未有的事
 Find partners
寻求合作伙伴
 Be lucky!
看准机会
 The Result…..
结果是…...
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Syracuse Green Data Center
节能数据中心
A Working Research Center!
运作中的研究中心
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It is Now Very Real
此景皆真
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How will we manage this???
该如何管理
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Lessons Learned
经验教训
 Believe the impossible!
 Convince yourself and you will
convince others
 Nothing is routine—when issues
and ideas come together
 相信奇迹可出现！
 Be careful what you wish for!
 对愿望抱谨慎态度！
 能说服自己，就能说服他人
 腐朽可变神奇—若不同的议
题和构思加起来
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Tale 3
故事三
Take a Vertical Approach
When Everyone Else is Going Sideways!
当其他人都向侧面走时，
采取纵向策略！
A Naval Leadership Lesson
From Admiral Nelson
纳尔逊的海军领导经验
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Early Naval Battles 早期的海战
Line Up Your Ships and Fire! 摆好船阵，发挥火力
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The Battle of Trafalgar 特拉法的海战
A New Approach! 新策略
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Lessons Learned 经验教训
Take Risks 勇于冒险
Try Something Different! 尝试不同事物
“Insanity: doing the same thing over and over again
and expecting different results.”
Albert Einstein
「精神错乱：一遍又一遍地重复做同一件事，而
又期待有不同的结果」
爱因斯坦
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Tale 4
故事四
Look Behind You
(To Get Ahead)
Another Sailor’s Lesson
回顾过去
(迈向未来)
另一个水手的经验
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Same Wind, Same Direction, Same Speed
同样的风，同样的方向，同样的速度
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Lessons Learned 经验教训
Don’t Always Follow the Leader!
不要一直跟随领导
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Also known as the barnyard tale…
也可以是另一个农庄故事
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3C’s of the Future Leadership Challenges
未来领导面对的三项挑战
 Complexity
 Collaboration
 Competition
 复杂性
 合作性
 竞争性
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Exercise 4 研习四
Your Leadership Story….?
你的领导故事….?
Good leadership?
优质领导?
Bad leadership?
差劣领导?
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