領(lǐng)導(dǎo)學(xué)：在實(shí)踐中提升領(lǐng)導(dǎo)力（原書第10版）課件 第3章　領(lǐng)導(dǎo)者的自我開發(fā)技巧

Chapter3SkillsforDevelopingYourselfasaLeaderCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.ChapterOutlineIntroductionYourfirst90daysasaleaderLearningfromexperienceBuildingtechnicalcompetenceBuildingeffectiverelationshipswithsuperiorsBuildingeffectiverelationshipswithpeersDevelopmentplanningIntroductionLeadershipinvolvesskills,andskillscanbepracticedanddeveloped.Mostpeoplearelessdefensiveaboutdeficitsinskills(whichcanbeimproved)thantheyareaboutsuggesteddeficitsin,say,personality.YourFirst90DaysasaLeaderThestressesandstrainsofthefirst90daysasaleaderarebothrealandacute.Thefirstthreemonthsgiveleadersuniqueopportunitiestomakesmoothtransitions,paintcompellingpicturesofthefuture,anddriveorganizationalchange.Butmanyleadersstumbleduringthiscriticaltimeperiod.Figure3.1:NewLeaderOnboardingRoadMapAccessthetextalternativeforslideimages.PreparingforanInterviewCandidatesshouldgatherasmuchinformationabouttheirpotentialcompanyastheycan.Sourcesofinformationincludewebsites,annualreports,pressreleases,andmarketingliterature.CanalsouseFacebook,LinkedIn,Plaxo,andothersocialnetworkingsitestosetupinformationalinterviewswithpeopleinsidetheorganization.TheFirstDay:MakingaFirstImpression1Thefirstmeetingwiththebosshappensintheboss’sofficeandlastsanhour.KeytopicstoaddressinthemeetingIdentifyingtheteam’skeyobjectives,metrics,andimportantprojects.Understandingtheboss’sviewofteamstrengthsandweaknesses.Workingthroughmeetingschedulesandcommunicationstyles.Sharingplansforthedayandthenextseveralweeks.TheFirstDay:MakingaFirstImpression2Newhiresshouldenddiscussionsbyarrangingafollow-upmeetingwiththeirbossestoreviewprogressandtoaskwhetherweeklyormonthlyone-on-onemeetingswouldbehelpful.Newleadersshouldalsomeetwiththeirentireteamsthefirstdayonthejob.TheFirstTwoWeeks:LaytheFoundation1Newleadersshouldmeetpeoplebothinsideandoutsidetheteam.Keyobjectivesforthesemeetingsare:Learningasmuchaspossible.Developingrelationships.Determiningfutureallies.TheFirstTwoWeeks:LaytheFoundation2One-on-onemeetingswithkeyteammembersshouldprovidetheleaderwithanswerstocriticalquestions.Whatistheteammemberworkingon?Whataretheteammember’sobjectives?Whoarethe“stars”alevelortwodownintheorganization?Whatarethepeopleissuesontheteam?Whatcantheteamdobetter?Whatadvicedoteammembershaveforthenewleader,andwhatcanthenewleaderdotohelpteammembers?TheFirstTwoWeeks:LaytheFoundation3Newleadersshouldminimizetheirpersonalinteractionswithdirectreportsduringtheirfirsttwomonthsonthejob.Newleadersshoulddiscussthefollowingduringmeetings:Theirpeers’objectives,challenges,teamstructure,etcetera.Theirperspectivesonwhatthenewleader’steamdoeswellandcoulddobetter.Theirperspectivesonthenewleader’steammembers.Howtobestcommunicatewiththeboss.Howissuesgetraisedanddecisionsmadeontheirboss’steam.FirstTwoWeeks4Newleadersshouldmakeitclearthattheywantandappreciatetheirpeers’help.Shouldscheduleregularmeetingswiththeirpeerstobuildrelationshipsandhelpnewleadersstayaheadofpotentialconflicts.Newleadersshouldmeetwiththeirstarsduringthefirsttwoweeksonthejob.Starscanprovideideasforimprovingteamperformanceandarelikelycandidatesfordirectreportpositionsshouldthenewleaderdecidetochangethestructureoftheteam.FirstTwoWeeks5Newleadersshouldtrytomeetwithindividualswhowereoncepartoftheteambuthavetakenpositionsinotherpartsoftheorganization.Theseindividualsofferuniqueinsightsintothehistoryoftheteamandteammembers.FirstTwoMonths:Strategy,Structure,andStaffing1Leadershouldgathermoreinformation,determinethedirection,andfinalizetheappropriatestructureandstaffingfortheteamforthenextsixweeks.Taskstobeperformedinclude:Gatheringbenchmarkinginformationfromotherorganizations.Meetingwithkeyexternalcustomersandsuppliers.Meetingwiththeformerteamleader,ifappropriate.FirstTwoMonths:Strategy,Structure,andStaffing2Newleadersneedtobeabletoarticulate:Wheretheteamhasbeenandwhereitneedstogooverthenextonetothreeyears.Whattheteamneedstoaccomplishandwhatchangeswillbeneededtomakethishappen.Theirexpectationsforteammembers.Oncetheproposedchangeshavebeenagreedto,newleadersneedtohaveone-on-onemeetingswithallteammembersaffectedbyanystrategy,structure,andstaffingdecisions.Newleadersshouldseekfeedbackfrompeersandrecruiters.ThirdMonth:CommunicateandDriveChange1Atthispoint,theleadershouldbe:Articulatinghowtheteamwillwin.Identifyingthewhat,why,andhowofanyneededchanges.Definingaclearsetofexpectationsforteammembers.Majoreventsforthethirdmonth.Meetwiththeentireteam.Meetoff-sitewithdirectreportsiftheteamislarge.ThirdMonth:CommunicateandDriveChange2Keyobjectivesoftheoff-sitemeeting.Getagreementonthecriticalattributesandvaluesofteammembers.Createateamscorecard.Establishanoperatingrhythm.Establishtaskforcestoworkonkeychangeinitiatives.LearningFromExperienceLeadershippractitionerscanenhancethelearningvalueofexperiencesby:Creatingopportunitiestogetfeedback.Takinga10percentstretch.Learningfromothers.Keepingajournalofdailyleadershipevents.Havingadevelopmentalplan.BuildingTechnicalCompetence1Concernstheknowledgeandrepertoireofbehaviorsonecanutilizetocompleteatasksuccessfully.Individualsusuallyacquiretechnicalcompetencethroughformaleducationortraininginspecializedtopics,on-the-jobtraining,orexperience.Followerswithtechnicalcompetenceearnbetterperformanceappraisalratings,exertinfluenceintheirgroups,andaremorelikelytobeamemberofaleader’sin-groupandaredelegatedtasksandaskedtoparticipateindecisions.Technicalcompetenceinleadersisrelatedtoimprovedmanagerialpromotionrates,bettertrainingskills,lowerratesofgroupconflict,reducedlevelsofroleambiguity,andhighermotivationlevelsamongfollowersforleaders.BuildingTechnicalCompetence2Stepsinbuildingtechnicalcompetence.Determininghowthejobcontributestotheoverallsuccessoftheorganization.Evaluateone'scurrentleveloftechnicalskillsbyseekingverbalfeedbackfrompeersandsuperiors,reviewingpastperformanceappraisalresults,orreviewingobjectiveperformance.BuildingTechnicalCompetence3Becominganexpertinone'sownfieldcanfurtheranindividual'sdevelopmentalopportunities.Waystobecomeanexpertinone'sownfield.Enrollinginformaleducationandtrainingprograms.Watchingothers.Askingquestions.Teachingothers.Seekingopportunitiestobroadenone’sexperiencesbyperformingtasksassociatedwiththeotherpositionsinone’sworkgroupandvisitingotherpartsoftheorganizationtounderstanditswholeoperation.AdvantagesofHavingaGoodWorkingRelationshipwithSuperiorsSuperiorsandfollowerssharingthesamevalues,approaches,andattitudeswill:Experiencelessconflict.Providehigherlevelsofmutualsupport.Bemoresatisfiedwithsuperiorandfollowerrelationships.Followersreceivebetterperformanceappraisalratings.BuildingEffectiveRelationshipswithSuperiors1Inorderto

understandthesuperior’sworldbetter,followersshould:Understandthesuperior’spersonalandorganizationalobjectives.Realizethatsuperiorsdonothavealltheanswersandhavebothstrengthsandweaknesses.Keepthesuperiorinformedaboutvariousactivitiesintheworkgroupornewdevelopmentsoropportunitiesinthefield.BuildingEffectiveRelationshipswithSuperiors2Requiresfollowerstoadapttothesuperior’sstyleby:Clarifyingexpectationsabouttheirroleontheteam,committee,orworkgroup.Listingmajorresponsibilitiesandusingthelisttoguidediscussionswithsuperiorsaboutdifferentwaystoaccomplishtasksandrelativeprioritiesofthetasks.Beinghonestanddependable.BuildingEffectiveRelationshipswithPeersResearchsuggeststhatakeyrequirementofleadershipeffectivenessistheabilitytobuildstrongallianceswithothers.Waystoestablishandmaintaingoodpeerrelationships.Recognizingcommoninterestsandgoals.Understandingpeers’tasks,problems,andrewards.PracticingatheoryYattitude.DevelopmentPlanningSystematicprocessofbuildingknowledgeandexperienceorchangingbehavior.PetersonandHicksbelievethattherearefiveinterrelatedphasestodevelopmentalplanning:Identifyingdevelopmentneeds.Analyzingdatatoidentifyandprioritizedevelopmentneeds.Usingprioritizeddevelopmentneedstocreateafocusedandachievabledevelopmentplan.Periodicallyreviewingtheplan,reflectingonlearning,andmodifyingorupdatingtheplanasappropriate.Transferringlearningtonewenvironments.ConductingaGAPSAnalysis1ThefirstphaseinthedevelopmentplanningprocessistoconductaGAPS(goals,abilities,perceptions,andstandards)analysis,whichinvolvesthefollowingsteps:Identifyingcareergoals.Identifyingstrengthsanddevelopmentneedsrelatedtothecareergoals.Determininghowone’sabilities,skills,andbehaviorsareperceivedbyothersbyaskingothersforfeedbackorthroughperformancereviewsor360-feedbackinstruments.Determiningthestandardsone'sbossororganizationhasforone'scareerobjectives.ConductingaGAPSAnalysis2Anindividualneedstoperformthefollowingactivitiesifheorsheneedstoaccomplishcareergoals:ReviewtheinformationfromtheGAPSmodel.Lookforunderlyingthemesandpatterns.Determinewhatbehaviors,knowledge,experiences,orskillswillbethemostimportanttochangeordevelop.BridgingtheGaps:BuildingaDevelopmentPlan1Followingarethestepsfordevelopingahigh-impactdevelopmentplan:Workingoncareeranddevelopmentobjectives.Determiningthecriteriaforsuccess.Determiningactionsteps.Decidingwhomtoinvolveandreassessingdates.Stretchingassignments.Usingvariousresources.Reflectingtheknowledgewithapartner.BridgingtheGaps:BuildingaDevelopmentPlan2Reflectingonlearning.Helpsleadersanalyzewhetherthefinaldestinationisstilltherightone,ifanalternativeroutemightbebetter,andwhetherthereisaneedformoreresourcesorequipment.Involvesperiodicallyreviewingone'sprogresswithone'sboss.Transferringlearningtonewenvironments.Thedevelopmentplanshouldbechanged,modified,orupdatedasyoulearnfromyourexperiences,receivefeedback,acquirenewskills,andmeettargeteddevelopmentneeds.SummaryThefirstthreemonthsgiveleadersuniqueopportunitiestomakesmoothtransitions,paintcompellingpicturesofthefuture,anddriveorganizationalchange.Performanceisafunctionoftechnicalcompetence.Individualswhohavegoodsuperior-followerrelationshipsareofteninthesuperior’sin-group.Fundamentalrequirementofleadershipeffectivenessistheabilitytobuildstrongallianceswithothers.Developmentplanningisthesystematicprocessofbuildingknowledgeandexperienceorchangingbehavior.EndofMainContentCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.AccessibilityContent:TextAlternativesforImagesFigure3.1:NewLeaderOnboardingRoadMa