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魅力领导艺术

第一篇管理与领导

一、管理者的角色与职责 The Role and Responsibility for Management

1、什么是管理 What is Management

2、管理者的能力转变：三个层面 Capability change for manager

3、管理者的角色转变Role change for manager

角色练习、小组讨论 (Role Play & Group Discussion)

4、管理者的职责转变Responsibility change for manager

5、管理者的心态转变Attitude change for manager

二、领导的概念、本质与职能 Definition & Responsibility for Leader
1、决策、沟通、协调与激励Decision making,communication,coordination and motivation
2、领导决策力与团队建设力The ability of Decision making and Team Management

三、管理与领导的区别The distinguish between Management and Leadership
     1、制度的绝情Curel System & Policy
     2、管理的无情Unmerciful Management
     3、领导的有情Humanistic Leadership

Module 3 How to distinguish the Readiness in Situation for subordinate

第二篇领导诊断技术：鉴别部属成熟度

一、  为什么情景领导理论会风靡全球？Why the Situational Leadership is so fashionable?
     1、情景领导理论的基本内涵The Soul of the situational leadership
     2、传统领导的领导风格Traditional Leadership Style
     3、情景领导中领导的风格Leadership Style of Situational Leadership

二、  部属的成熟度 The Readiness of subordinates
     1、问题讨论：什么因素影响员工完成任务？Successful Factor to the employee
     2、因素一：工作能力Factor 1  Ability
     3、因素二：工作意愿Factor 2  Willness

三、  员工发展的四个阶段4 Levels of Employee Development
     1、D1阶段特征The trait of Level 1
     2、D2阶段特征The trait of Level 2
     3、D3阶段特征The trait of Level 3
     4、D4阶段特征The trait of Level 4
     案例分析：诊断员工的发展层次 Identify the development level of employee

Module 4 Leadership Art and Style Select

第三篇领导统驭技术：领导风格的选择

一、  两种不同的领导行为Two different Action of Leader
     1、问题讨论：领导者每天做什么？Discussion: What do Leaders do every day?
     2、行为一：指挥性行为Action 1: Derective
     3、行为二：支持性行为Action 2: Support

二、  四种不同的领导风格4 Leadership Style
     1、告之式Telling
     2、推销式Selling
     3、参与式Participating
     4、授权式 Delegating

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三、领导风格诊断：如何改进我们的领导风格？Style Identification :How to improve our style?

四、案例研究：领导风格的选择Case Study: Style Selection

五、弹性运用四种领导风格 Select the 4 Style flexibility

Module 5 Coaching Skills for Leader

第四篇领导教练技术：造就精英下属！

一、拥有优秀的技能才能达成目标Excellent Skills lead Success
     1、培育下属成为钓鱼的高手Coach subordinate to be the master-hand
     2、教练下属是水落石出，还是水涨船高? How subordinate can be?
     3、员工绩效方程式=F（知、愿、能、行）Performance equation – Knowledge+Willness+Ability+Action

二、创造成长的环境Build the development enviroment
     1、激励员工的学习动机Motivate employee to learn more
     2、影响学习效果的四个因素 4 factors to the effectiveness of learning
     3、营造教练的氛围和环境Build the coaching enviroment

三、让下属称呼你为“教练”！ You can be a coach

四、通过训练改变行为To change your act by coaching
     1、行为演变的过程Changing act
     2、培育下属的PDCA PDCA for Coaching
     3、两种训练方法2 coaching methods

五、教练四步骤4 Steps of  coaching
     1、案例学习：鹰的训练课程Case Study: Coaching Eagle
     2、角色演练：做一个称职的教练Role Play: How to be a professional Coach
     3、教练四步骤4 Steps of Coaching
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