领导能力Leadership(副本).pptVIP

Independence Level 2 Ask how he/her would you like to arrange the next project. If the response is satisfactory, let him/her proceed. Allow a little more freedom and see what happens. If he/she is successful, then back off and praise him/her. Confidential Independence Level 3 Avoid issuing orders. Hold meeting and ask for ideas. Do more listening rather than speaking , try not to censor any ideas that come up. If reasonable, back off and let your him/her proceed. Confidential Independence Level 4 Get out of his/her way and let him/her work. Be specific with your instructions and then get out of the way. If he/she is truly at level 4, he/she will driver and save you time in the process. Confidential Strategies for Applied Leadership If you dominant style is COACHING and the employee you are tying to lead at… Independence level 1 Give more direction in terms of specific steps required to do the job and provide lots of feedback to correct performance problems. Withhold praise until you see clear evidence of accomplishment. Confidential Independence Level 2 You are spot on. Praise and support but don’t neglect clear direction. Level employees are good, confident and able but has not yet mastered the job, so feedback and direction are essential. Confidential Independence Level 3 Coaching may turn this employee off. Be less like a teacher and more like an equal, try to offer less advise and spend your time problem solving with the employee. Confidential Independence Level 4 Back off as much as possible. Praise only at the end of assignment; don’t get involved in the work process. Be willing to take some risk as far as this person is concerned. Confidential Strategies for Applied Leadership If your dominant style is FACILITATING and the employee you are tying lead is at…. Independence level 1 Putting a person with how ability, low knowledge and low motivation will only confuse and frustrate him or her. Try to give direction a