The old-fashioned view of leadership is that leaders are marked out for leadership from early on in their lives, that if you’re not a born leader, there’s little that you can do to become one. That’s not the way we see it now. The modern view is that through patience persistence hard work, you can be a truly effective leader, just as long as you make the effort needed.
1. The Leadership Motivation Assessment - How motivated are you to lead? 领导激励能力的评估 – 你的激励水平足够做领导吗？ Are you motivated to lead? 作为领导你具备激励能力吗？ How to use the assessment tool 如何使用评估的工具
2. Leadership Motivation Tools - Increasing Your Motivation to Lead 领导激励的工具 – 提高你的激励能力 Demotivator Demolisher – Kill the Killjoy 失去动力的破坏者 – 杀死那个[扫兴]的人 Example 1: The basic motivation to lead 范例1： 领导者的基本激励能力 Example 2: Day-to-day demotivators 范例2： 日常工作中如何失去了动力 Conquering Demotivators 战胜[失去的动力]
Background Information 背景资料 How To use Demotivators List 如何使用[失去动力]清单 The Need-Effort Bridge – Link action to motive 需求-成就桥梁 – 将行动与动力相结合 Background Information 背景资料 Need-Effort Establishment Exercise 建立需求-成就桥梁的练习 Passion Propulsion – Find your passion. Use it to inspire enthuse. 激情的推进力 – 找出你的激情：用它来鼓舞人心 Step 1 - Define your passion 第1步 超出你的激情所在 Step 2 - Harness Passion Energy 第2步 利用激情能量
3. Information Gathering - Information is Inspiration 信息的搜集 – 灵感来自信息 Gathering Background Information 搜集背景信息 Gathering Task-Related Information 搜集与任务相关的信息
4. Expert Power - Leading From the Front [专家权力] 从前线开始领导 Three types of positive power 三种正面的权力 how do you build expert power 如何建立[专家]权力 Gain expertise 具备专门技术 Promote an image of expertise 以专家的形象出现 Maintain credibility 保持高度的可信性 Act confidently decisively in a crisis 在危机中表现自信和果断 Keep informed 保证信息畅通 Recognize subordinate concerns 认识到下属的想法 Avoid threatening the self-esteem of subordinates 避免伤害下属的自尊
5. Task Allocation - Picking the right player for the right job 合理的任务分配 – 将适合的工作交给合适的人 How to Use the Tool of Task Allocation 如何使用分配工作的工具 Overlaps Gaps 交叉重合与差距缺口
6. Leadership styles - Using the right one for your situation 领导风格 在不同情景下使用正确的领导风格 Understanding Leadership Styles 理解不同的领导风格 Autocratic Leadership 专权型 Bureaucratic Leadership 官僚型 Charismatic Leadership 领导魅力型 Democratic Leadership or Participative Leadership民主型或参与
型 Laissez-faire Leadership 放任型 People-Oriented Leadership or Relations-Oriented Leadership 以人为本型或注重关系型 Servant Leadership 仆人型 Task-Oriented Leadership 任务型 Transactional Leadership 交易型 Transformational Leadership 转换型 Using The Right Style – Situational Leadership 情景领导模式 – 在不同情景下使用合适的领导风格
effectively 冲突的解决 – 理性并有效地解决冲突 Understanding the Theory: Conflict Styles 理解冲突类型的理论 Thomas Kilmann''''''''s styles: 5 steps 托马斯与基尔曼理论 – 5个步骤 Competitive 竞争 Collaborative 协作 Compromising 妥协 Accommodating 随和 Avoiding 避免 The "Interest-Based Relational Approach" 以利益关系为基础的途径 Make sure that good relationships are the first priority 确认良好的关系是最重要的 Keep people problems separate: 对事不对人 Pay attention to the interests that are being presented 对表现出来的利益加以关注 Listen first; talk second 先听后说 Set out the “Facts” 展现[事实] Explore options together 共同探讨可能的选择 Using the Tool: A Conflict Resolution Process 如何使用工具：解决冲突的流程 Step One: Set the Scene 第一步： 布置情景 Step Two: Gather Information 第二步： 搜集信息 Step Three: Agree the Problem 第三步： 对问题的认同 Step Four: Brainstorm Possible Solutions 第四步： 头脑风暴 – 可能的解决方法 Step Five: Negotiate a Solution 第五步： 对解决方法进行谈判
8. Mission Statements & Vision Statements 使命陈述与愿景陈述 Unleashing the power of purpose 权力释放 Mission Statement Creation 创造使命陈述 Vision Statement Creation 创造愿景陈述
9. Successful Delegation: How, When Why 成功的授权 – 如何/ 何时/ 为何授权 Delegate to Take Control of Your Time 通过授权来控制你的时间 And Delegate to Build Your People 通过授权来提升你的下属 Prepare to Delegate Effectively 有效授权的准备工作 Keeping Effective Control 授权后进行有效的控制 The Importance of Full Acceptance 对授权全盘接受的重要新
10 Coaching Meeting Skills: Redirect Employee’s Behavior & Build a Relationship of Mutual Trust 教练会谈技巧 纠正员工的行为与建立长期的相互信任 Distinguished coaching from counseling training 教练技术与咨询/培训进行区分 Self assessment on coaching skills 教练技巧的自我评估 Foundation of a coaching process: Building a relationship of
mutual trust 教练程序的基础：建立长期的相互信任关系 The steps of coaching meeting 教练会议的步骤 Opening the meeting 会议如何开局 Getting Agreement 就事件取得双方的一致意见 Exploring Alternatives 探索其他的选择 Getting a commitment to act 取得对方采取相应行动的许诺 Handling excuses 处理对方的借口 Closing the meeting 结束教练会议
师资力量：
Allen Chung 擅长通用管理、销售管理、绩效管理、战略规划 等课程 学位和专业资格 复旦大学EMBA荣誉导师
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