First: Effective leadership
1. What is leadership?
1. Influencing others through organizational power.
2. Influencing others through organizational attraction.
3. Influencing others through personal influence.
4. Influence others through personality charm.
2. How to build trust.
1. Integrity and integrity.
2. Competency.
3. Maintain self-esteem.
4. Reliable behavior.
5. Be open-minded.
3. Four aspects of improving leadership.
Four aspects of business attractiveness.
1. At the management level, it is the responsibility of the senior managers of the enterprise, which affects the future growth point and growth point of the enterprise. It is manifested in the company's vision, corporate culture, business strategy, and organizational structure.
2. At the management level, it is the responsibility of middle and grassroots managers, which affects whether the enterprise operates reasonably and reasonably. It is mainly manifested in: target plan, rules and standards, action commitments, assessment rewards and punishments.
3. At the behavioral level, all managers are responsible, which affects the enthusiasm of employees and indirectly affects the speed, quality and cost of performing tasks. It is manifested in leading by example, caring for subordinates, commanding well, and being fair and respectful.
4. At the level of leadership style, managers have responsibilities, which affect the willingness and ability of employees to work, thereby affecting the actual effect of work. It is manifested in the leadership style, the shaping of gratitude, and the leadership process.
Fourth, the four levels of leadership performance.
1. Weak leadership: employees have a low degree of obedience, leaders consume a lot of energy, and the action effect is poor, and it is useless.
2. Laborious leadership: Employees have a low degree of obedience, leaders consume a lot of effort, and their actions have good results, which are laborious but effective.
3. Inefficient leadership: employees have a high degree of obedience, leaders consume less energy, and their actions are poor, which is not difficult but also useless.
4. Efficient leadership: employees have a high degree of obedience, less leadership effort, and better action results, which are not laborious but very effective.
5. Effective leadership procedures.
1. Analyze the current situation of subordinates: the psychological maturity and work maturity of subordinates.
2. Determine the behavior of the leader: if the willingness and attitude of the subordinates are not high, emphasize the relationship behavior and strengthen the intimacy between the manager and the subordinates; If the ability is insufficient, task behavior, training; If it doesn't work, give up.
3. Take the appropriate way: **not strong, supportive**.
Sixth, four ways of leading.
1. Commanding. The motivation of the will is not high, and the ability is limited.
2. Instructional style. High willingness, motivation and limited ability.
3. Participatory. Strong ability to work, low willingness and motivation.
4. Authorized type. Strong work ability and high willingness and motivation.
7. Special leadership styles.
8. Need leadership or management.
1. Leadership: people, do the right thing, why do it, leadership, influence, contingency mode, and create without conditions;
2. Management: things, do things right, how to do it, power, relatively stable, and then go up when the conditions are met.
9. Leader traits.
Strong enterprising; a high degree of autonomy; strong beliefs; Quite visionary; Clearly state the objectives; sensitivity to the environment; Honesty and integrity.
Second: Lead by empowering
1. How to define authorization.
1. Power can be latent and needs to be exercised in order to dominate others.
2. Power represents a relationship of mutual dependence, and without dependence, it is impossible to dominate others.
3. Power means that a certain party has a need, and if you have a need, the other party has the right.
2. Types of power.
1. Coercive power. Legal and illegal.
2. Legal domination. The power conferred by the position itself in the organization.
3. The right to reward and punish.
4. Borrowed power.
5. Opinion power.
3. Why do you need authorization?
1. It is conducive to improving the enthusiasm of the deployment work.
2. You can establish good interpersonal relationships.
3. The superior is satisfied.
4. Enjoy the fun of social people.
5. Focus on thinking about tomorrow.
6. Expand the scope of management.
7. Improve the autonomy and creativity of subordinates.
Fourth, the principles that need to be mastered in the authorization.
Full trust, let go, accept risks, appropriate control, and empowerment.
5. Authorization Steps.
Set goals - Confirm the object - Train and motivate - Give resources - Appropriate control - Gradual delegation - Regular check-in.
6. Authorization precautions.
1. Matters that can be authorized:
routine repetitive work; subordinate professional mastery; Matters with clear rules and regulations; Matters with a high willingness of subordinates; Not very important decisions; Plan things that you develop gradually.
2. Matters that cannot be authorized:
relevant personnel rewards and punishments; setting of performance targets; dealing with major coordination; Broad and far-reaching things; Other important things.
7. Common mistakes made in authorization.
1. Authorized to talk about things, subordinates will feel bored, so they have to deal with it.
2. Authorization disgusting things, subordinates will be more and more unhappy and perfunctory.
3. Authorizing things with responsibility and no power, and feeling aggrieved in my heart.
4. The authorization speed is fast and cannot be accepted.
5. Too much or too little control.
Third: Lead through incentives
1. The reason why subordinates are lazy and stupid.
1. Human nature.
2. Some people are really lazy, please go.
3. Insufficient guidance from managers.
4. Whether there is a mistake in the personnel arrangement.
5. Analysis of the existing status of employees.
Second, the result of subordinates being lazy and stupid.
Negative and destructive.
1. Low negativity and low destructiveness, suggest improvement, and think about the enterprise.
2. Low passivity, high destructiveness, nothing to do, hang high, and engage in small actions.
3. High passivity, low destructiveness, etc., rely on, and want.
4. High passivity and high destructiveness, find a new owner, and always be ready to jump.
Third, the actual connotation of incentives.
Motivation, an idea of employees to satisfy themselves and others through hard work.
Motivation is an activity in which managers promote and induce employees to form needs and generate motivation.
Motivation level: He feels: let others awaken themselves and motivate themselves.
Self-realization: Allow yourself to awaken yourself.
Juehe: Awaken others, drive and motivate those around you.
Fourth, you must know what your subordinates like.
5. Incentive theory and period integration application.
Maslow needed a hierarchy theory; McGregor's XY Theory; McClelland needs theories (achievement, power, belonging); Herzberg's two-factor theory; goal-setting theory; reinforcement theory; expectation theory; fairness theory; self-determination theory; Self-efficacy theory.
6. Other suggestions for motivating employees.
Tell employees about the importance of their position; Discuss the performance of employees on a regular basis; Get in touch with employees to understand their hobbies, physical and mental conditions; Listen to subordinates' suggestions; When performance is excellent, consider rewarding, empowering, or promoting; explain the purpose and reason for doing something; Shoes should fit the feet, and people should match the position; Discuss and set job tasks and work goals with employees; Praise and praise when you are outstanding; avoid excessive supervision and control; Supervisors lead by example and set an example; Establish an incentive system; information on permanent appointments to employees; exempt egalitarianism; equity incentives; Employee energy is more important than energy.
Leadership