领导学：在实践中提升领导力（原书第10版）课件 第2章　领导者开发.pptx

Chapter2LeaderDevelopmentCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.

ChapterOutlineIntroductionTheaction–observation–reflectionmodelThekeyroleofperceptioninthespiralofexperienceReflectionandleadershipdevelopmentMakingthemostofyourleadershipexperiences:learningtolearnfromexperienceBuildingyourownleadershipself-image

LeaderDevelopmentTherearestructuredandplannedapproachestodevelopinginternalleadersorleaders-to-be.Formaltrainingisthemostcommonapproachtodevelopingleaders.Althoughresearchconsistentlyshowsthatit’snotthemosteffectivemethod.Leadershipandlearningareindispensabletoeachother.JohnF.Kennedy.

TheAction–Observation–ReflectionModelShowsthatleadershipdevelopmentisenhancedwhentheexperienceinvolvesthefollowingprocesses:ActionObservation.ReflectionSpiralofexperience.Mostproductivewaytodevelopasaleader.

Figure2.1:TheSpiralofExperienceAccessthetextalternativeforslideimages.

KeyRoleofPerceptionintheSpiralofExperienceExperiencedependsonwhateventshappentooneandhowoneperceivesthoseevents.Perceptionaffectsallthreephasesoftheaction,observation,andreflectionmodel.Peopleactivelyshapeandconstructtheirexperiences.

PerceptionandObservationObservationandperceptionbothdealwithattendingtoeventsaroundaperson.Peopleareselectiveinwhattheyattendtoandwhattheyperceive.Aphenomenonthatdemonstratesthisselectivityiscalledperceptualset.Perceptualsetcaninfluenceanyofone’ssenses.Itisthetendencyorbiastoperceiveonethingandnotanother.Feelings,needs,priorexperiences,andexpectationscanalltriggeraperceptualset.Stereotypesaboutgender,race,andthelikerepresentpowerfulimpedimentstolearningbecausetheyfunctionasfiltersthatdistortone’sobservations.

PerceptionandReflection1Perce