Transcript Leadership - HKU Libraries

Topic 7 第七讲:
Leadership and Change
领导技巧与转变
Peter Sidorko
Deputy Librarian
The University of Hong Kong
Redefining Libraries:
Web 2.0 and other Challenges
May 2007 Xiamen, China
Overview 概论
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Defining “leadership”
领导技术的定义
Leaders vs managers
领导相对于主管
Leadership and change
领导技术与转变
Emotional intelligence (EI)
情绪智商
Defining “leadership”
领导技术的定义
The quality of leadership, more than
any other single factor, determines the
success or failure of an organization.
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。
- Fred Fiedler & Martin Chemers Improving
Leadership Effectiveness
Leadership 领导技术
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A new leader has to be able to change an organization
that is dreamless, soulless and visionless ... someone's
got to make a wake up call. (Warren Bennis)
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……得有人去唤醒这一切。
The only real training for leadership is leadership.
(Anthony Jay)
最实际的领导技术培训就是领导工作。
You do not lead by hitting people over the head — that's
assault, not leadership. (Dwight D. Eisenhower)
你不会用敲打别人脑袋的方式去领导 ─ 那是攻击，不是
领导。
Leadership is rallying
people toward a better
future
领导技术就是团结群众走向更美
好的未来
Marcus Buckingham
What do leaders do?
甚么是领导应做的？
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Define a Future 明确将来
– Provide clear vision and direction 提供清晰的愿
景及方向
– Mission (What is my job?) 使命 (我的工作是甚
么？)
Set goals and celebrate them when achieved 定立
目标并在达成后加以庆祝
Openly identify problems (and unify to solve them)
开放地找出问题 (并共同解决)
Support initiative-taking and leadership at all levels
支持各层面的主动精神和领导技术
What do leaders do?
甚么是领导应做的？
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Provide clarity 指示清晰
– Talk the walk and walk the talk 坐言起行
– Actions speak louder than words 行动胜于语言
Resolve conflict 解决冲突
– You and me against the problem 你我齐心对付问题
– Distinguish between challenges to authority and
challenges to ideas 区分对权力的挑战与对观念的挑战
Manage change 管理转变
Increase communication and encourage others to do
likewise. 加强沟通并鼓励其它人也同样做
Situational leadership
情势领导技巧
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Different situations require different leadership
styles 不同的情势需要不同的领导模式
Most successful situations occur when style and
situational needs coincide 许多成功的情景会在模式
与情势配合一致时发生
Most situations require more than one style 许多情
势下需要多于一种模式
Most of us have more than one style but we are
probably better at some than others 我们大多都懂
得多于一种的模式，但可能有一项是较强的
Leadership behaviours
领导行为
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Supportive and directive model
支持及指挥的模式
From
Blanchard and Hersey
Direction vs support
指揮及支持
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Directing/telling (S1) Leaders define the roles and
tasks of the 'follower', and supervise them
closely. Decisions are made by the leader and
announced, so communication is largely one-way.
指挥/吩咐(S1) 由领导决定“追随者”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。
Coaching/selling (S2) Leaders still define roles and
tasks, but seeks ideas and suggestions from the
follower. Decisions remain the leader's prerogative, but
communication is much more two-way.
指导／销售(S2) 仍然由领导决定“追随者”的角色和任
务，但征求“追随者”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。
Direction vs support
指揮及支持
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Supporting/participation (S3) Leaders pass day-today decisions, such as task allocation and processes, to
the follower. The leader facilitates and takes part in
decisions, but control is with the follower.
支持／参与(S3) 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，但由跟随者控制。
Delegating (S4) Leaders are still involved in decisions
and problem-solving, but control is with the
follower. The follower decides when and how the leader
will be involved.
指派(S4) 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。
Developmental levels of
staff 员工的发展水平
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Competence: has the necessary knowledge, experience
and skill 能力：具备必须的知识，经验和技巧
Commitment: has the necessary confidence, willingness
and motivation 承担力：有足够的信心、诚意和动力
D4 High Competence/High Commitment 能力高/承担力高
D3 High Competence/Variable Commitment 能力高/承担
力不稳
D2 Some Competence/Low Commitment 有点能力/承担
力低
D1 Low Competence/Low Commitment 能力低/承担力低
Management is
doing things right;
Leadership is
doing the right things
管理是正确地做事；
领导是做正确的事
Drucker/Bennis
Management 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
则决定阶梯是否稳当地倚在墙上
Stephen R. Covey
Leaders vs managers
领导相对于主管
achieve results through others by…
通过其它方法达成结果
Kotter, J (2001), What leaders really do, Harvard Business
Review, Vol 79, no. 11, pp85-96.
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Cope with and produce change 应付及制造转变
Create value 创造价值
Establish direction through vision and strategy 通过愿
景和策略定立方向
Aligning people and getting buy-in 联合群众，取得共识
Motivating and inspiring to execute 为行动作出激发和
鼓舞
Helping the organisation grow, evolve and adapt 帮助
机构成长，演进，和适应
Emphasising transformation 着重改革
Leaders vs managers
领导相对于主管
achieve results through others by…
通过其它方法达成结果
Kotter, J (2001), What leaders really do, Harvard
Business Review, Vol 79, no. 11, pp85-96.
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Cope with complexity and produce consistency 应付
复杂的事物制造稳定
Preserve value 保留价值
Planning and budgeting 规划和预算
Organising and staffing 组织和人员编配
Controlling and problem solving to execute 控制和解
决问题
Making the organisation run efficiently 令机构有效地
运作
Emphasising transactions 着重运行
Discussion exercise
討論研習
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Think of a great leader or boss you know. What
qualities do they have that makes him or her a great
leader? What other qualities make for a great leader or
good boss? 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
或好上司還需哪些質素？
Think of a leader or boss who you would try to avoid.
What qualities did this person have that made him or her
someone who you would not want to work for or follow?
Why was this person not effective? 想出一個你想盡量迴
避的領導人物或上司。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？
Leadership and change
领导技巧与转变
Education is the most powerful weapon
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
(Nelson Mandela)
Every organization must be prepared to
abandon everything it does to survive
in the future.
任何机构必须作好放弃日常所做事情的准备
以求在未来世界中生存
(Peter Drucker)
Kotter’s rules for successful
change 成功转变的规则
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Establishing a Sense of Urgency 建立迫切感
Creating the Guiding Coalition 创建纲領性的组织
Developing a Vision and Strategy 发展愿景及策略
Communicating the Change Vision 愿景转变时的沟通
Empowering Employees for Broad-Based Action 授权员
工执行广泛措施
6 Generating Short-Term Wins 赚取短期回报
7 Consolidating Gains and Producing More Change 巩固得
益，制造更多转变
8 Anchoring New Approaches in the Culture 让新的方法植
根文化中
10 commandments of
implementing change
实施转变的十诫
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Analyse the organisation and its need for change 分析机构和
它的转变需求
Create a shared vision and common direction 创造一个可分享
的愿景和共同的方向
Separate from the past 脱离过去
Create a sense of urgency 创造迫切感
Support a strong leader 支持能力强的领导
Line up political sponsorship 连结政治上的支持
Craft an implementation plan 制作实施计划
Develop enabling structures 发展促成架构
Communicate, involve people and be honest 沟通，容入群众
参与及忠诚
Reinforce and institutionalise change. 加强转变和使其制度化
Jick, T.D. & Peiperl, M.A., Managing change: case and concepts, 2nd ed., Boston:
Irwin, 2003.
Change in academia
学术界的转变
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dissatisfaction with the status quo 不满现状
a clear mandate 指令清晰
a spirit of shared ownership 拥有权的分享精神
crisis 危机
availability of time (patience) 有效时间〈耐性〉
consistency of vision 愿景的一致
opportunities for multiple venues for conversations
不同场合的对话机会
allocation of appropriate and adequate resources 分配适当和足
够的资源
open communication 开放沟通
Leading Institutional Change: A National Workshop for College and
University Teams (January 2000)
http://www.thenationalacademy.org/Ready/success.html
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the will to implement 实行的决心
repeated articulation of vision 重复连系愿景
powerful and consistent metaphors 有力和一致
的概念象征
assessment and willingness to adjust 评估和调节
的意愿
celebration of approximations of success 接近成
功时的庆祝
continuous cultural change 持续的文化转变
a collective understanding of why and how
change is being undertaken 对原因及如何执行转
变有共同的理解
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recognizing the fear associated with change 承认转变带
来的恐惧
an integrated and collective leadership 完整的和集体性
的领导
the right data at the right time in the process 过程中适
合的时间和数据
a focus on teaching and learning; a focus on students 着
重教学和学生
anticipating sources of resistance and being prepared
with responses 估计阻力的来源和作好反应的准备
recognizing multiple cultures 承认多种文化
tangible rewards for faculty engaged in change 对从事转
变的学院的有形回报
linking all change efforts to mission 将所有转变的努力与
目标联系
Recurring themes for successful
change
重温成功转变的主题
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Vision 愿景
Leadership 领导技巧
Communication 沟通
– The art of communication is the language
of leadership 沟通的艺术就是领导语言
Vision(James Humes)
Leadership and Change
领导技术与转变
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Exercise 研习:
– Think of a change that was implemented at your
workplace. Share the experience with your team.
想一想你工作的地方实施过的转变，与组员分享
经验。
– Was the change successful? What made it so? 转
变是否成功？甚么令其成功？
– Could the change have been better executed?
How? 转变可否更好地实施？如何？
Leadership and
emotional intelligence
领导技术与情商
Two kinds of intelligence
两种商数
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Intellectual (IQ) 情商
Emotional (EQ) 智商
IQ gets you the job, EQ makes you successful 智商令
你找到工作，情商令你成功
Emotional intelligence is twice as important as all
other factors for success in jobs at all levels.情商的重
要性是所有层面工作的其它成功因素的两倍。
90% of the difference between outstanding leaders
and average leaders is due to emotional intelligence.
杰出领导与一般领导的九成区别在于情商。
Daniel Goleman
Emotional Intelligence (EI)
情緒智商
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“The workplace is changing, and changing fast. It is no
longer just how smart we are, by our professional
training and expertise, which determines success in
careers. Today, more than ever, personal qualities like
initiative, empathy, adaptability and persuasiveness
feature prominently. Whatever the career, understanding
how to cultivate these capabilities is essential for
success.”
“工作的地方正在轉變，而且是快速地轉變。事業成功已
不單只取決於我們的專業培訓及專業知識，或我們有多精
明。今天，比從前更需要的是個人的質素，比如主動性，
同理心，適應能力及說服能力更顯重要。無論任何職業，
明白如何培養這些能力才是成功之道”
Tey Tsun Hang, Emotional Intelligence and Careers, CDTL Brief, March 1999, Vol. 2
No. 1, http://www.cdtl.nus.edu.sg/brief/v2n1/sec3.htm
Emotional competence and EQ
情緒能力及情緒智商
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Personal competencies determine how we manage
ourselves.
個人能力決定我們如何管理自己
– self-awareness 自我意識
– self-regulation 自我管制
– motivation 自我激勵
Social competencies determine how well we handle
relationships. 社交能力決定我們如何處理關係
– empathy 同理心
– social skills 社交技巧
When measured together they determine our EQ
一起量度時它們將決定我們的情緒智商
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…emotional competencies can be cultivated with
the right practice. Unlike IQ, they can improve
tremendously throughout life … emotional
intelligence tends to increase as we learn to be
more aware of our moods, to handle distressing
emotions better, to listen and empathise. In the new
workplace, with its emphasis on flexibility, teams
and a strong customer orientation, this crucial set of
emotional competencies is becoming increasingly
essential for excellence in every job.
情緒能力可透過練習培養。與智商不一樣，它們可在
一生中大幅度地增加 …… 當我們學會更了解自己的
心情去減低情緒壓力，學會聆聽及理解別人的時候，
情緒智商就會增加。在强調彈性、團隊及注重顧客服
務的新工作環境，這些決定性的情緒能力對於追求卓
越就變得越來越重要。
Tey Tsun Hang, Emotional Intelligence and Careers, CDTL Brief, March 1999, Vol. 2 No. 1
http://www.cdtl.nus.edu.sg/brief/v2n1/sec3.htm.
Developing your emotional
intelligence 发展你的情商
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Focus on Development Opportunities
着重发展机会
– Be realistic: everyone has a few areas that can
be improved. 现实：每人皆有一些可改进的范畴
– What behaviors, habits and attitudes do you feel
need to be developed in order to enhance your
emotional effectiveness.有甚么行为、习惯和态度，
你觉得需要发展以增强你的情绪能力
Emotional intelligence has as much to do with
knowing when and how to express emotion as it
does with controlling it. 情商跟对何时和如何有控制
地表达情绪的认识有关.
Leadership and change: A reflection
领导技术和转变：一种反思
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Know who you are 认识自己
– Knowledge, skills, and experience 知识，技巧和
经验
– Core values (internal guidance system) 核心价
值 (内在指引系统)
Understand where you are (and how you got there)
明白自己的位置(和怎样到达目的地)
– Context (history, culture, style) 处境〈历史，文
化，模式〉
– Opportunities (challenges, resources) 机会〈挑
战，资源〉
Leadership and change: A reflection
领导技术和转变：一种反思
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Recognise what you do (and why you do it) 确
认你要做的〈和你为甚么去做〉
– Visioning and inspiring 愿景及激励
– Assessing, planning, organizing, managing
评估、计划、组织、管理
Be conscious of how you do it 自知怎样做
– Communicating and collaborating 沟通和合
作
– Leadership style 领导模式