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Topic 3 : Leadership in Action 第三讲：领导工作

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. 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. Understand the key elements of leadership

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Topic 3 : Leadership in Action 第三讲：领导工作

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  1. Topic 3: Leadership in Action第三讲：领导工作 Paul Gandel Syracuse University Singapore Management University

  2. Goals for Topic 课题的目标 • 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 • 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

  3. What is Leadership?何谓领导力

  4. 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

  5. Successful Leaders Empower People!成功的领导者让群众自主！

  6. 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

  7. Leadership versus Management领导与管理 John Kotter “A Force for Change”

  8. Four Areas of Leadership四种领导理念 • 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 Structural/Organizational Human Resource Political Symbolic

  9. Balanced Leadership平衡领导 • 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 • 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.

  10. Leadership: A Framework for Reflection领导：反思的架构 • 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 • 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

  11. Attributes of Successful Leaders成功领导者的特质Group Exercise 小组研习#1 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？

  12. Cultural Differences/Dimensions in Leadership文他差异/ 领导层面(Geert Hofstede) • 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 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

  13. Cultural Differences/Dimensions in Leadership文他差异/ 领导层面(Geert Hofstede) • 男性作风与女性作风—男女性在社会各司其职的程度。果断是男性作风，而谨慎是女性的作风。 • 长期计划与短期计划—长期计划侧重于节俭和坚持，而短期计划侧重于传统、实现社会责任，维謢个人面子。 Masculinity versus femininity(MAS)—degree to which male and women play different roles in society. Assertive is a value more associated with males whereas modesty is associated with females, Long-Term Orientation(LTO)—versus short term orientation. Values associated with LTO are thrift and perseverance. Short-term values are respect for tradition, fulfilling social obligations, and protecting one’s face.

  14. Hofstede’s Dimensions/Hofstede的文化层面World Average世界平均值

  15. Group Exercise小組研習#2 Predicting Hofsede’s Dimensions 考虑Hofsede的不同文化层面

  16. Organizational Culture组织文化 • “艺术是我们创作的，文化是设计好给我们的” (Carl Andre, U.S. sculpture) • 如何把事情做完! • ‘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) “Art is what we do, culture is what is done to us” (Carl Andre, U.S. sculpture) How things get done! ‘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)

  17. Organizational Cultures—Attributes of Excellent Companies卓越公司的特质(Peters and Waterman) • 偏好行动 • 保持接近顾客 • 自治及创业家精神 • 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 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

  18. Organizational Culture组织文化(Goffee and Jones) • 网络型—高社交性/低团结性 • 图利型—高团结性/低社交性 • 散烈型—低社交性/低团结性 • 共有型—高社交性/高团结性 • Networked—high sociability/low solidarity • Mercenary—high solidarity/low sociability • Fragmented—low sociability/low solidarity • Communal—high sociability/high solidarity

  19. Exercise #3 研习三 Describe what you believe is the “culture” ofa typical academic library. Why do you believe this is the culture? What are the strengths of this culture? Its weaknesses? What kind of leadership works best for this kind of organization culture? Why? 把你认为是典型学术图书馆的文化描述一下 你为何相信这就是文化? 这种文化有何优势? 它的弱项呢? 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?

  20. Personal Tales and Lessons of Leadership个人的领导故事及经验 • 总不能次次挑选朋友 • 先行而后三思 • 纵向俯视 • 顾后而瞻前 You Can’t Always Pick Your Friends Leap Before You Look--Annals of the Bunker! Take a Vertical View Look Behind to Look Ahead

  21. Tale 1故事一 You Can’t Always Pick Your Friends 总不能次次挑选朋友

  22. Once Upon a Time从前 • 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？…… 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?.........

  23. Surrender!投降 • 科技领导委员会 • 分发钥匙 • 他们变成我们，我们变成他们 • 虚拟地连接在一起，但是分开的 • 新的愿景 TLC Give out the keys Them become us and us becomes them Virtually together but separate A new vision…

  24. 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

  25. Lessons Learn经验教训 • 有时放弃控制就是控制 • 有时任其想象发挥，各人会一同合作得更有效率 • 不要搞出错误的选择，而又期望正面的结果 Control sometimes comes from giving up control When left to their own imagination, people sometimes will work together productively Don’t create false choices and expect positive results!

  26. Tale 2 故事二 Leap Before You Look先行而后三思 “Annuals of the Bunker!”

  27. Once Upon a Time从前 • 一位信息总监掌管着一个有40年历史的过时数据中心 • 他刚借了3千5百万元建立一个新网络 • 刚好遇上经济衰退 • 解决方法….. There was a CIO who had a 40 year old outdated data center He had just borrowed $35 million to build a new networked The recession just hit! The solution…..

  28. 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…...

  29. Syracuse Green Data Center节能数据中心 A Working Research Center! 运作中的研究中心

  30. It is Now Very Real此景皆真

  31. How will we manage this???该如何管理

  32. Lessons Learned经验教训 • 相信奇迹可出现！ • 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 • 对愿望抱谨慎态度！ Believe the impossible! Convince yourself and you will convince others Nothing is routine—when issues and ideas come together Be careful what you wish for!

  33. 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

  34. Early Naval Battles 早期的海战Line Up Your Ships and Fire!摆好船阵，发挥火力

  35. The Battle of Trafalgar特拉法的海战A New Approach! 新策略

  36. 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

  37. 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

  38. Same Wind, Same Direction, Same Speed同样的风，同样的方向，同样的速度

  39. Lessons Learned 经验教训Don’t Always Follow the Leader!不要一直跟随领导

  40. Also known as the barnyard tale…也可以是另一个农庄故事

  41. 3C’s of the Future Leadership Challenges未来领导面对的三项挑战 • 复杂性 • 合作性 • 竞争性 Complexity Collaboration Competition

  42. 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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