领导能力与团队管理

1.重新认识“领导”的角色
* 管理者角色的多重性
* 管理的目的是什么
* 管理和领导的差异
* 什么是领导力
* 探索下属跟随领导的原因
* 管理者的自我修炼
* 管理者与企业文化建设

2.管理者的高效沟通技能
* 沟通不畅的原因——沟通障碍
* 沟通中的“冰山效应”
* 360°沟通的原则
* 不同沟通风格的特征及在管理实践中的应用

3.管理沟通在冲突中的有效实践
* 了解我们的工作环境
* 面对冲突的困境
* 有效管理跨部门冲突
* 冲突中的第三方
* 冲突的两面性之于系统改善

4.情境领导与员工发展
* 什么是情境领导
* 影响领导方式的因素
* 有效领导方式选择
* 员工发展与教练式管理
* 教练式管理与教练技术
* 教练技术的关键
* 有效辅导——做个好教练

5.有效地授权
* 为什么要授权
* 什么是授权
* 授权的误区
* 分析授权的障碍因素
* 探讨如何授权
* 有效授权七要素

6.优化激励手段
* 下属缺乏积极性的原因
* 管理员工需求，强化激励的有效性
* 激励因素调研及解读
* 双因素理论的分析
* 物质激励的有效性及局限性
* 有效激励之“激励菜谱”
* 团队激励的具体实践

7.营造团队气氛
* 辨识“团队”与“团队精神”
* 判断团队成员类型
* 掌握团队的组建与发展技巧
* 学会分析团队作用
* 探讨团队精神与管理方式的关系


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

通过多种形式的研讨活动，使中、高层管理人员：明确自身的责任和角色类型，了解改变心态和思维习惯的重要性；认识树立全局观念、组建团队的重要意义，并掌握相关技巧；深入剖析自身，准确对待他人，促进相互协调，增强团队精神和凝聚力；重视每位下属的心理活动，探索激励下属的技能；改善倾听与叙述方式，促进有效沟通；掌握时间主动权，优化领导方式，恰当有效地授权，提高整体工作效率。