leadership创新领导力.ppt

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1、CREATIVE LEADERSHIP创新领导力PRESENTER 主讲人Professor:J.N.Matteis 朱利斯.尼克.马特斯(Ma Li Ke 马力克)Time:July 11WHAT IS LEADERSHIP?什么是领导力什么是领导力NARROW VIEW狭义观点A POSITION OF POWER AND AUTHORITY(President,GM,CEO)处于权利和权威的地位（总裁，通用电器公司，首席执行官）THE ACTIONS OF A PERSON IN CHARGE OF A COMPANY公司负责人采取的一系列行动BROADER VIEW广义观点LEADER

2、SHIP IS A PROCESS OF INFLUENCING OTHERS TO REACH ORGANIZATIONAL GOALS领导力是影响他人达到组织目标的过程GETTING RESULTS THROUGH PEOPLE通过人来达到结果POSITIVE INFLUENCE 积极的影响AN INVITATION TO GREATNESS 走向伟大A ROLE WE ALL CAN PLAY 我们都可以当领导FUNDAMENTALS OF LEADERSHIP领导力的本质领导力的本质1.POWER 权 利2.UNDERSTANDING PEOPLE 了解他人3.INSPIRING FO

3、LLOWERS 鼓舞追随者4.ADOPTING A FLEXIBLE STYLE 采取灵活的风格EFFECTIVE LEADERSHIP 1有效领导有效领导 1 1DEVELOPING YOURSELF开发自己BECOME MORE SENSITIVE更加敏锐BECOME MORE CREATIVE更加有创造力REDUCE TIME WASTERS THROUGH DELEGATION通过委托减少时间浪费DEVELOP ORGANIZATIONAL SKILLS开发组织技巧DEVELOP EFFECTIVE COMMUNICATION SKILLS开发有效沟通技巧LEARN MORE,READ

4、 MORE,LISTEN MORE学更多，读更多，听更多EFFECTIVE LEADERSHIP 1有效领导有效领导 1 1 DEVELOPING YOUR SUBORDINATES 开发你的下属AT WORK工作中THROUGH COURSES,WORKSHOPS通过课程、研讨会AT HOME在家里ELEMENTS OF LEADERSHIP领导元素领导元素1.TAKING CHARGE 担负责任2.STRATEGIC VISIONING 战略远见3.COMMUNICATION AND TEAMWORK 沟通和团队协作4.WORKING WITH INTEGRITY 诚信工作TO LEAD

5、IS TO SERVE领导就是服务领导就是服务LEADERSHIP DEVELOPMENT领导力的开发领导力的开发READ BUSINESS BOOKS (GI=GO)阅读商业书籍LISTEN AND OBSERVE倾听和观察KEEP A JOURNAL TO REFLECT ON YOUR EXPERIENCES反思你的经历，用日记记录下来STUDY(ALONE,WORKSHOPS,COURSES)学习（单独，讲习班，培训班）GET HELP FROM A MENTOR(BECOME ONE)从恩师处得到帮助(成为一员)HELP FROM A COACH(Become One)从教练处得到帮

6、助(成为一员)GET FEEDBACK 获得反馈DELEGATE ROUTINE TASKS 委托日常任务PRACTICE DIFFERENT STYLES 练习不同风格TAKE ON MORE CHALLENGING TASKS(Apprenticeship Model)承担更多有挑战性的任务（学徒模型）BUT I AM DONT WANT TO LEAD MY COMPANY但是我不想领导公司但是我不想领导公司I LIKE MY CURRENT JOB!我喜欢现在的工作我喜欢现在的工作YOU DONT NEED A TITLE TO BE A LEADER(M.Sanborn)作为领导你不

7、需要头衔（作为领导你不需要头衔（M.桑柏恩）桑柏恩）THE UNTITLED LEADERS 无名领袖LEADERSHIP WITH A SMALL 领导一个小“我 CLERKS,ACCOUNTANTS,MANAGERS,SALESPEOPLE,ASSISTANTS,ETC.文员、会计、经理、营销员、助理等SMALL THINGS WE CAN DO TO POSITIVELY 可以积极地做小事情ANYONE,ANYWHERE,EVERY DAY,CAN MAKE 任何人、任何地点、每一天、可以做事LEADERSHIP FOR EVERYONE(Peter J.Dean)做每个人的领导（彼得做

8、每个人的领导（彼得j.j.院长）院长）Many organizational structures are lean.许多组织结构是有偏向的。Businesses need self-directed,responsible workers who are willing to take charge,express insights,come up with creative ideas,share positive intentions 企业需要自我导向，有责任的工人，他们愿意负责，表达见解，产生有创意的想法，分享积极意向 Anyone can be an influencer,a rol

9、e model,a mentor regardless of title or position.不论头衔或位置，任何人都可以成为有影响力的人，一个好榜样，一个导师Every interaction with others is an opportunity与他人的每一次互动都是一个机会EVERYDAY LEADERS领导人的每一天领导人的每一天People who show responsibility in their sphere of influence人们在其势力范围表现他的责任People who believe that everyone has remarkable poten

10、tial that should be tappe每个人都有巨大的潜力可以挖掘People who seize the opportunity in every interaction to lead,guide,support领导、指引、支持人们在每一次互动中抓住机遇People who care enough 给人足够的关怀GOOD TO GREAT 从优秀到卓越从优秀到卓越(JIM COLLINS)（吉姆（吉姆柯林斯）柯林斯）uLEVEL 5 LEADER(Humility+Will)第5级领导（谦逊+意志）uLEVEL 4-EFFECTIVE LEADER 第4级有效领导uLEVEL

11、3 COMPETENT MANAGER 第3级 胜任的经理uLEVEL 2 CONTRIBUTING TEAM MEMBER 第2级 有贡献的团队成员uLEVEL 1 HIGHLY CAPABLE INDIVIDUAL 第1级 很有能力的个人 WHAT MANAGERS DO经理人做什么uCOMMUNICATE 沟通uPUT OUT FIRES 救火灾uGET THE JOB DONE 完美地完成工作uMANAGE HUMAN RESOURCES 力资源管理uMANAGE THE DETAILS 管理细则uNETWORK 网 络uDIRECT,CONTROL,LEAD,COACH 指导，控制，

12、领导，教练 WHAT LEADERS DO领导做什么TAKE CHARGE OF THE ORGANIZATION肩负组织的责任LEAD THROUGH RELATIONSHIPS通过关系领导PAY CLOSE ATTENTION TO THEIR PEOPLE密切关注员工MAKE STRATEGIC DECISIONS做出战略决策BEHAVE ETHICALLY 遵守道德DEMONSTRATE DIPLOMACY/TACT展现外交/机智GET 360 DEGREE FEEDBACK获得360度反馈ASSUME RESPONSIBILITY 获得360度反馈INFLUENCE OTHERS T

13、O FOLLOW影响他人追随GUIDE OTHERS TO SUCCESS引导别人成功CONTRASTS 对对 比比MANAGERS 经理人经理人FOCUS ON TASKS 聚焦任务ADMINISTER 管理STABILITY 稳定RULES/CONTROL 规则/控制ASK HOW,WHEN 询问如何、何时SHORT-RANGE 近程DO THINGS RIGHT 做正确的事LEADERS 领导领导FOCUS ON PEOPLE 以人为本DEV.A VISION 发展和愿景INNOVATE,CHANGE 创新、改变VALUES/TRUST 价值/信任ASK WHAT,WHY 询问什么、为什

14、么LONG-RANGE 远 程DO RIGHT THINGS做正确的事 THE GALLUP SURVEY盖勒普调查盖勒普调查RESULTS OF A 29 YEAR SURVEY OF SUCCESSFUL MANAGERS对成功经理们进行29年调查的结果FINDINGS CONDENSED INTO 12 QUESTIONS调查结果被浓缩为12个问题QUESTIONS APPLY TO MANAGERS,LEADERS AND THEIR WORKERS针对经理人、领导人及其员工设计问题PRAISE AND RECOGNITION ARE POWERFUL FORCES赞美和认可是强大的力

15、量FINDINGS POINT TO NEEDS AND FEELINGS OF EMPLOYEES调查结果指向员工的需要和感受WORKPLACE REVOLUTION工作场所的革命工作场所的革命No life-time employment 没有终生就业End of corporate responsibility 公司责任结束Beginning of individual responsibility 个人责任开始Job can change 4-5 times 工作可以变换4-5次Need to learn more,add value to what we can bring to t

16、he NEXT employer 需要了解更多我们可以带给未来雇主的附加值Pressure to re-invent yourself重新设计自己的压力Need to tap pool of women需要开发女性员工ORGANIZATIONS HAVE CHANGED组织已经变化组织已经变化FEWER LEVELS IN ORGANIZATIONS组织中的级别少了LESS BUREAUCRATIC官僚作风减少MORE DECENTRALIZED权利更加分散EXPECTATION THAT ALL LEVELS WILL LEAD AND MANAGE各级期望领导和管理PERFORMANCE

17、DATA WIDELY AVAILABLE性能数据广泛得到利用CUSTOMER FOCUSED以客户为中心TRAINING AVAILABLE TO ALL对所有员工的培训NEW WORKFORCE新的劳动力新的劳动力MORE INDEPENDENT 更独立MORE SELF-RELIENT 自我更加平和MORE FOCUS ON LIFE ISSUES 更专注于生活问题MORE CREATIVE 更具创意 EXPECT RECOGNITION 期望得到认可EXPECT CHANGING 期望改变VERY DEMANDING 企图心强 SUCCESSFUL COMPANIES OF THE 2

18、1ST CENTURY 2121世纪的成功公司世纪的成功公司LEARNING ORGANIZATIONS 学习型组织NEW PARTNERSHIPS 新的伙伴关系SEEK STRATEGIC ADVANTAGES 寻求战略优势FOREVER CHANGING 永远改变COACHING NEW LEADERS 辅导新一届领导人SEEING OPPORTUNITIES 看到机会FOCUS ON SUSTAINABILITY 注重可持续性FOCUS ON QUALITY OF LIFE ISSUES 注重生活质量问题LEADERSHIP CHANGES领导变革领导变革Command and Cont

19、rol.Obsolete命令和控制过时Leadership from on high Obsolete从上至下的领导过时New Leadership needs new skill sets新的领导需要新的技能组合Improvisation/Inspiration/Cooperation即兴/鼓励/合作Leadership attributes of Women fit well女性领导特质很适合Cultivate great talent in employees培养员工巨大才能Not just Continuous Improvement,but 不仅是持续改进，而是 Need to In

20、spire,Liberate and Achieve需要鼓舞，释放和完成Playing leadership roles at all levels在所有层级上都有领导角色LEADERSHIP ROLES 领导者的角色The Leader as Visionary 领导者有远见The Leader as Problem Solver 领导人是问题解决者The Leader as Team Builder 领导是团队建设者The Leader as Manager 领导者是经理人The Leader as Communicator 领导人是传播者The Leaders as Power Dist

21、ributor 领导人是有力的分销商The Leader as Liaison 领导者联络人The Leader as Planner 领导者是规划师The Leader as Teacher or Coach 领导者是教师或教练 FATAL FLAWS 致命缺点致命缺点INABILITY TO LEARN FROM MISTAKES 无法从错误中学习POOR RELATIONSHIP BUILDING SKILLS (Aloof,Uncooperative)建立关系的技巧贫乏（超然，不合作）LACK OF OPENNESS TO NEW IDEAS 面对新思路缺乏开放性LACK OF ACC

22、OUNTABILITY 缺乏责任LACK OF INITIATIVE 缺乏主动性BEING PERCEIVED AS INEFFECTIVE 被视为无效ACTING IRRESPONSIBLY 行动不负责任COMMUNICATION MODEL通讯模型通讯模型MESSAGE,ENCODED 信息编码SENDER -RECEIVER 寄件人-接收机FILTERS,DECODED 过滤器，解码NOISE BARRIERS-INTERFERENCE 噪音-屏障-干扰FEEDBACK (FEED-FORWARD)反馈-（前馈）EFFECTIVE COMMUNICATION 有效沟通TIPS:K.I.S

23、.S.要诀WHAT MAKES PEOPLE WANT TO WORK?什么使得员工想要工作？什么使得员工想要工作？MONEY/BENEFITS金钱或利益EXPERIENCE HAPPINESS体验幸福ACHIEVEMENT成就RECOGNITION认可INCREASE IN RESPONSIBILITY增加责任GROWTH AT WORK工作中成长CHALLENGING WORK有挑战性的工作POSSIBILITY OF ADVANCEMENT提高的可能MASLOW马斯洛HIERARCHY OF NEEDS 需求层次SAFETYPHYSIOLOGICAL NEEDSBENEFITS OF R

24、ECOGNITION识别识别的好处的好处Attract and develop more talent 吸引和开发更多人才Increase in productivity 提高生产率Increase in profitability 增加盈利Reduce turnover(20-30%down to 4%)减少周转率（20-30 下降到4 ）Increase in worker job satisfaction 增加工人的工作满意度Establishes trust 建立信任Can further the organizational goals 可以推进组织目标PERSPECTIVE 透透

25、视视THEORY“X”“X”理论Average person dislikes work 一般人不喜欢工作A.P.has little ambition,avoids responsibility 一般人没有多少野心，逃避责任THEORY“Y”Y 理论Work is as natural as play 工作与玩乐一样自然Many have capacity for creativity,problem solving,imagination很多人有创造力，解决问题的能力和想象力KINDS OF POWER 权利的种类权利的种类REWARD 奖 赏COERSIVE 专 制EXPERT 专 家R

26、EFERENT 参 考PERSUASIVE 说服力CHARISMATIC 个人魅力EMPOWERMENT 赋予权力赋予权力EMPLOYEES IN CHARGE OF ACTIONS AND DECISIONS 负责雇员的行动和决定REMOVING 清 除EFFECTS 影 响 LESS COMMAND少些指挥MORE COMMUNICATION 多些沟通FEELING OF BEING IN CONTROL 觉得被控制MORE CONTRIBUTION ENCOURAGED 鼓励多些贡献ABUSE OF POWER 滥用权力滥用权力HARASSMENT AT WORK 骚扰工作SEXUAL

27、HARASSMENT 性骚扰“DICTATORS”AT WORK 工作中的 独裁者 THEORIES OF LEADERSHIP领导理论领导理论TRAIT THEORIES 特质理论BEHAVIOR THEORIES 行为理论CONTINGENCY THEORIES 权变理论MOST DESIRABLE CHARACTERISTICS OF LEADERS 最可取的领袖特性最可取的领袖特性Honest 诚实Competent 有能力Forward-looking 前瞻性Inspiring 鼓舞人心Intelligent 智慧Fair-minded 公正Broad-minded 宽阔的胸襟Sup

28、portive 支持Straightforward 直截了当Dependable 可靠 Cooperative 合作Determined 坚决Imaginative 想象力Ambitious 雄心勃勃Courageous 勇敢Caring 爱心Mature 成熟Loyal 忠诚Self-controlled 自我控制Independent独立BEHAVIORAL THEORIES 行为理论FOCUS ON WHAT LEADERS DO 专门研究领导做什么ADAPTING TO RIGHT KIND OF BEHAVIOR 适应恰当的行为URGENCY OF PEARL HARBOR 珍珠港之

29、急迫WEST POINT TEACHING LEADERSHIP 西点讲授领导课程EFFECTIVE AND INEFFECTIVE LEADERS 有效和无效领导EARLY STUDIES早期研究早期研究AUTOCRATIC STYLE IMPACT 独裁型领导影响GREATER ABSENTEEISM更高矿工率GREATER TURNOVER更高营业额MORE GRIEVENCES更多监工NOT HIGHLY PRODUCTIVE生产率不太高UNHAPPY WORKERS不快乐的员工SUPPORTIVE STYLE IMPACT 支持型领导影响MANAGERIAL/LEADERSHIP G

30、RID管理管理/领导坐标领导坐标CONTINGENCIESLIFE-CYCLE THEORY生命周期理论WORKER MATURITY工人成熟度PSYCHOLOGICAL MATURITY 心理成熟度度 persistent,independent,持续的，独立的，WORK RELATED MATURITY 与工作相关的成熟度 previous experience,current knowledge 以往的经验，目前的知识，-FIEDLER 费德勒 BASIC THEORY 基本理论EVERY STYLE IS GOOD IF.每种风格都是好的，只要.SUCCESSFUL LEADERSHI

31、P DEPENDS 成功的领导风格视情况而定HIGH LPC/LOW LPC 高级LPC/低级 LPCOTHER STYLES其他风格其他风格DEMOCRATIC STYLE 民主风格PACE SETTING STYLE 设定步伐风格COERSIVE STYLE 高压风格AFFILIATIVE STYLE 加盟风格DIRECTIVE STYLE 指令式风格AUTHORITATIVE 权威风格COACHING 教 练SUPPORTIVE 支 持PATH GOAL THEORY 路径路径-目标理论目标理论 MAIN FUNCTION OF LEADERS 领导的主要作用 to clarify an

32、d set goals,to remove obstacles,to help find the best path,to remove stress,to respect,encourage and support workers 阐明并设定目标，排除障碍，帮助寻找最佳路径，消除压力，尊重、鼓励和支持员工BASED ON EXPECTANCY THEORY 基于期望理论LEADERSHIP STYLES 领导风格TRANSACTIONAL THEORY交易理论交易理论PROCESS OF GUIDING&MOTIVATING 在过程中指导与推动BY APPEALING TO EMPLOYEE

33、S SELF-INTEREST 呼吁员工的自我利益AS IN A BUSINESS TRANSACTION 当作一项商业交易BY OFFERING SOMETHING IN EXCHANGE 在交流中提供一些东西BY RECOGNIZING WHAT WORKERS DESIRE FROM WORK 认识到工人在工作有什么欲望LINKING JOB PERFORMANCE TO VALUED REWARDS 将工作绩效与评估的结果联系起来 AN APPEALING VISION OF A MORE DESIRABLE FUTURE BECOMES THE CATALYST FOR INSPIR

34、ING ALL TO WORK HARD TO REACH A COMMON GOAL 描述更合意未来的有吸引力的愿景是鼓舞所有人为共同目标奋斗的强心剂 LEADERS CAN EXCITE AND INSPIRE WORKERS TO PUT OUT MORE EFFORT TO REACH GROUP GOALS 领导通过激励鼓舞员工，使他们做出更多努力达到组织目标VISION OFTEN RESULTS FROM COLLECTIVE PROCESS OF PARTICIPATION AND CONSULTATION 愿景通常是集体参与和磋商过程的产物WORKERS ARE INSPIR

35、ED TO TRANSCEND THEIR OWN SELF-INTERESTS FOR THE GOOD OF THE ORGANIZATION 员工受到鼓励，将自身利益转变为组织利益BELIEFS,VALUES AND BEHAVORS ARE TRANSFORMED 被变革的利益，价值及行为LEADERS AND FOLLOWERS RAISE EACH OTHER TO HIGHER LEVELS OF MORALITY AND MOTIVATION 领袖和追随者互相提高道德和动机以达到更高水准INTELLECTUAL STIMULATION(achievement,growth,de

36、velopment build commitment to the Vision)智力激励(成就，成长，开发，对愿景的承诺)TRANSFORMATIONAL THEORY变变革革理论理论 CHARISMATIC LEADERSHIP 魅力领导魅力领导 A MAGNETIC PERSONALITY 有吸引力的人格AN INSPIRED ORATOR 有灵感的演讲者A VISIONARY WHO CAPTURES THE MOOD OF THE MOMEN 抓住眼前气氛的预言家SELF-CONFIDENT,APPEAL TO HIGHER VALUES,ARTICULATE 自信，追求更高价值观，

37、说话清晰 MODEL DESIRED BEHAVIOR 理想行为的楷模 WILLING TO TAKE RISKS FOR VISION 乐于承担愿景的风险IMPACT OF CHARISMATIC LEADERS有魅力领导人的影响有魅力领导人的影响Usually positive impact,but can become a liability 通常是正面的影响，但可以成为法律责任Charismatic leadership qualities of the CEO result in 15 25%higher profitability 行政总裁的领导魅力，结果在15-2 5，有更高的盈

38、利能力People working for such leaders exert more effort,have higher loyalty,generate more ideas,and feel greater job satisfaction 人们为这些领导人工作会作出更大的努力、有更高的忠诚度，产生更多的创意，并感受到更大的工作满足感Charismatic leaders 有魅力的领导人 DISPERSED LEADERSHIP 分散领导分散领导NEED TO DEVELOP LEADERSHIP SKILLS AT ALL LEVELS需要在各级开发领导技能TEAM LEADER

39、SHIP WORKS WELL团队领导运作良好ENCOURAGE SELF-MANAGEMENT 鼓励自我管理NEED TO LEAD OTHERS TO LEAD THEMSELVES要引导别人领导自己TEACHING AND COACHING ARE PART OF EVERY LEADERS JOB教授与辅导是每一个领导者的工作部份AUTONOMOUS GROUPS 自治团自治团队队HIGHLY TRAINED TEAMS 训练有素的队伍TEAM LEADERS GIVE GUIDANCE 团队领导给予指导GROUP MEMBERS FIND OWN ANSWERS 团队成员找到自己的答

40、案LEADERS DONT ISSUE ORDERS NOR MAKE DECISIONS FOR THE GROUP 领导人既不对团队发出命令也不能作出决定EMPOWERMENT 授授 权权 A PHILOSOPY OF MANAGEMENT 一个管理哲学THEORY“Y”PERSPECTIVE Y 型理论的透视GIVING MORE RESPONSIBILITY AND DECISION-MAKING AUTHORITY赋予更大的责任和决策权REMOVING OBSTACLES 消除障碍ORGANIZATIONAL SUPPORT AND STRUCTURE ARE VITAL 组织上的支

41、持和结构是至关重要SEEN AS THREAT BY INSECURE MANAGERS不可靠的经理人被认为是威胁LEADERS CAN BE DERAILED领导人可能出轨领导人可能出轨INVOLUNTARY DEPARTURE 自愿出轨FATAL FLAWS 致命的缺陷BEYOND ONES CONTROL 超出自己的控制BECOMING MORE EFFECTIVE 变得更有效变得更有效1.BUILD UP YOUR STRENGTHS 建立你的优势 If only 1 Strength -34%如果只有1个优势 34%3 Strengths 3个优势 5 Strengths 5个优势

42、BECOMING MORE EFFECTIVE 变得更有效变得更有效2.FOCUS ON RESULTS 着重于结果3.SEEK HONEST FEEDBACK(IMPROVE)寻求诚实的反馈（改善）4.STAY CURRENT IN YOUR FIELD 留在自己目前工作的领域5.COMMUNICATE EFFECTIVELY 有效沟通6.LEAD ORGANIZATIONAL CHANGES 领导组织变革7.BE CREATIVE AND INNOVATIVE 创造和创新8.TEACH AND COACH OTHERS 教授和辅导别人9.FIX FATAL FLAWS 修复致命的缺陷10.

43、HAVE A STRONG MENTOR 有一个强有力的导师或教练 WOMEN LEADERS 女性领导女性领导GENDER DIFFERENCES 性别差异NEGLECTED SOURCE OF TALENT 被忽视的人才资源STRENGTHS MATCH NEEDS OF NEW ECONOMY 其长处符合新经济的需求GLASS CEILING 玻璃天花板AMERICAS COMPETITIVE SECRET 美国的竞争力秘密NATURAL TALENTS OF WOMEN妇女的天赋才能妇女的天赋才能TALENT WITH WORDS 文字才能EMOTIONAL SENSITIVITY 敏

44、感的情绪GIFT FOR NETWORKING,NEGOTIATING网络和谈判才能COMFORTABLE SHARING INFORMATION舒服的共享信息CAPACITY TO READ NON VERBAL CUES 阅读非文字暗示的能力PATIENT AND SYMPATHETIC耐性和同情 心GOOD AT MULTITASKING善于多种任务PREFERENCE FOR CO-OPERATING 偏爱合作经营HONOR INTUITION AND RATIONALITY 有敏锐的直觉和理性 FACTORS FOR SUCCESS FOR WOMEN妇女成功的因素妇女成功的因素HE

45、LP FROM A MENTOR 从恩师那里得到帮助GOOD TRACK RECORD 纪录良好STRONG DESIRE TO SUCCEED 强烈的成功欲望ABILITY TO MANAGE OTHERS 管理他人的能力WILLINGNESS TO TAKE CAREER RISKS 愿意承担职业风险ABILITY TO BE TOUGH,DECISIVE,DEMANDING 强硬、果断、要求的能力GENDER DISCRIMINATION性别歧视 MEN OFTEN DISCRIMINATE AGAINST WOMEN THROUGH 男性通常以下面方式歧视女性：Biased hirin

46、g practices有偏见的雇佣规则Decisions about who gets sent for training选派谁接受培训的决定What duties are assigned分配的怎样职责How much women get paid得到的薪水多少Decisions about promotions晋升的决定Fear that women will drop out of high positions to raise a family担心女性会从高层辞职照顾家庭REDRESSING THE IMBALANCE 纠正失衡纠正失衡(Morrison:Breaking The Gl

47、ass Ceiling）（莫里森：打破玻璃屋顶）EQUAL OPPORTUNITY 机会均等LOBBYING FOR BALANCE 游说平衡FLEXITIME 灵 活DAY CARE 日间护理WORK AT HOME 在家工作MENTORING 导 师SENSITZING WORK PLACE 工作地点ARE LEADERS NECESSARY 领导必具Guide/lead the organization 指引/领导组织Help it grow and prosper 帮助它成长与繁荣Help sustain it 帮助维持它Understand and interpret trends

48、理解和解释趋势Nourish and develop talent 培育和开发人才SUBSTITUTES FOR LEADERS领导人的替代者HIGHLY EDUCATED PROFESSIONALS 受过资深教育的专业人才HIGHLY TRAINED STAFF WITH CLEARLY DEFINED TASKS 清楚界定任务训练有素的工作人员HIGHLY TRAINED TEAMS 训练有素的队伍LEADERS MAKE CHANGES领导人制造变革(John Kotter:Leading Change)（约翰 科特勒:引领变革）Establish a sense of urgency

49、树立紧迫感Create a guiding coalition 创造一个指导联盟Develop a 开发一个Communicate the change vision 沟通改变愿景Empower broad-based action 授权具有广泛基础的行动Generate 创造Consolidate gains and create more wins巩固成果并创造更多的胜利Anchor new approaches in the culture 文化上有新的锚定GLOBAL LEADERS 全球领袖ABILITY TO HANDLE PARADOX 驾御矛盾的能力ABILITY TO COA

50、CH OTHERS 做他人教练的能力ABILITY TO SEE LARGER PERSPECTIVE 看到更大视角的能力DEVELOP A GLOBAL EMOTIONAL INTELLIGENCE 开发全球情感智慧的能力 ABILITY TO HANDLE VIRTUAL TEAMS 处理好虚拟团队的能力ABILITY TO MANAGE A DIVERSE CULTURAL WORKFORCE 能够管理多文化背景的员工LEARN GLOBAL EMOTIONAL INTELLIGENCE 学习全球情感智慧EFFECTIVE LEADERS IN THE FUTURE未来的有效领导者未来的