領(lǐng)導(dǎo)能力與團(tuán)隊(duì)管理

1.重新認(rèn)識(shí)“領(lǐng)導(dǎo)”的角色
管理者角色的多重性
管理的目的是什么
管理和領(lǐng)導(dǎo)的差異
什么是領(lǐng)導(dǎo)力
探索下屬跟隨領(lǐng)導(dǎo)的原因
管理者的自我修煉
管理者與企業(yè)文化建設(shè)

2.管理者的高效溝通技能
溝通不暢的原因——溝通障礙
溝通中的“冰山效應(yīng)”
360°溝通的原則
不同溝通風(fēng)格的特征及在管理實(shí)踐中的應(yīng)用

3.管理溝通在沖突中的有效實(shí)踐
了解我們的工作環(huán)境
面對沖突的困境
有效管理跨部門沖突
沖突中的第三方
沖突的兩面性之于系統(tǒng)改善

4.情境領(lǐng)導(dǎo)與員工發(fā)展
什么是情境領(lǐng)導(dǎo)
影響領(lǐng)導(dǎo)方式的因素
有效領(lǐng)導(dǎo)方式選擇
員工發(fā)展與教練式管理
教練式管理與教練技術(shù)
教練技術(shù)的關(guān)鍵
有效輔導(dǎo)——做個(gè)好教練

5.有效地授權(quán)
為什么要授權(quán)
什么是授權(quán)
授權(quán)的誤區(qū)
分析授權(quán)的障礙因素
探討如何授權(quán)
有效授權(quán)七要素

6.優(yōu)化激勵(lì)手段
下屬缺乏積極性的原因
管理員工需求，強(qiáng)化激勵(lì)的有效性
激勵(lì)因素調(diào)研及解讀
雙因素理論的分析
物質(zhì)激勵(lì)的有效性及局限性
有效激勵(lì)之“激勵(lì)菜譜”
團(tuán)隊(duì)激勵(lì)的具體實(shí)踐

7.營造團(tuán)隊(duì)氣氛
辨識(shí)“團(tuán)隊(duì)”與“團(tuán)隊(duì)精神”
判斷團(tuán)隊(duì)成員類型
掌握團(tuán)隊(duì)的組建與發(fā)展技巧
學(xué)會(huì)分析團(tuán)隊(duì)作用
探討團(tuán)隊(duì)精神與管理方式的關(guān)系

1. Rediscovering the role of “Leader”
Multiplicities of the “manager” role
The purposes of management
Differences between management and leadership
What is leadership
Exploring the reason why subordinate follows the leader
Self-practices of a manager
Manager and the company culture building

2. Efficient communication skills of a manager
Reasons for inefficient communication - communication obstacles
“Iceberg effect” in communication
360 degree communication principles
Characteristics of different communication styles and their application in management practice

3. Effective communication management practice in face of conflicts
Understanding our working environment
Facing the difficulties of conflicts
Managing cross-functional conflicts effectively
The third party in conflicts
Two sides of conflicts - system improvement

4. Situational leadership and employee development
The definition of situational leadership
Elements which influence the leadership styles
Choice of effective leadership styles
Employee development and coaching management
Coaching management and skills
The key points of coaching management
Effective tutoring - be a good coach

5. Effective delegation
Why to delegate
The definition of delegation
The pitfalls of delegation
Analyzing the obstacles of delegation
Discussing how to delegate
Seven factors of effective delegation

6. Optimizing incentives
Why subordinates lack of positivity
Managing the employees’ demands, motivating them effectively
Investigating and reading the incentive factors
The two-factor theory analysis
Effectiveness and limits of material incentive
Effective motivation - “incentive recipes”
Practice of team motivation

7. Creating team atmosphere
Identification of “Team” and “Teamwork”
Identifying team members’ types
Mastering the skills of team building and development
Learning to analyze team role
Discussing the relationship between teamwork and management style