领导学：在实践中提升领导力（原书第10版）课件 第18章　情境变化时优化领导力的技.pptx

Chapter18SkillsforOptimizingLeadershipasSituationsChangeCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.

ChapterOutlineCreatingacompellingvisionManagingconflictNegotiationDiagnosingperformanceproblemsinindividuals,groups,andorganizationsTeambuildingatthetop

CreatingaCompellingVisionLeadersoftenstruggletogiveacompellingdescriptionofhowtheyaddvalueandtogetanyoneexcitedtobecomepartoftheirteam.Aleader’svisioncanhaveapervasiveeffectonfollowersandteams.Shouldbeapersonalstatementthatanswersthefollowingquestions:Whereistheteamgoing,andhowwillitgetthere?Howdoestheteamwin,andhowdoesitcontributetothebroaderorganization’ssuccess?Howdoesthespeakerdefineleadership?Whatgetsthespeakerexcitedaboutbeingaleader?Whatarethespeaker’skeyvalues?

Figure18.1:TheFourComponentsofLeadershipVisionAccessthetextalternativeforslideimages.

ManagingConflict1Occurswhen:Opposingpartieshaveseeminglyincompatibleinterestsorgoals,suchaswhenteammembers:Havestrongdifferencesinvalues,beliefs,orgoalsHavehighlevelsoftaskorlateralinterdependenceArecompetingforscarceresourcesorrewardsAreunderhighlevelsofstressFaceuncertainorincompatibledemandsLeaders’actionsareinconsistentwiththeirstatedgoalsandvision.Thereislackofcommunication.

ManagingConflict2Conflictresolutionprocessisaffectedbyseveralfactors.Sizeofanissue,extenttowhichtheproblemisdefinedegocentrically,andtheexistenceofhiddenagendas.Seeingaconflictsituationinwin-lose,either-or,orzero-sumterms.Perceivingtheconflictasunresolvable.Somelevelofconflictmayhelpboostinnovationandperformance.Conflictisviewedasusefulwhenitenhancesgroupproductivityandascounterproductivewhenithindersgroupperformance.

ConflictResolutionStrat