Thư viện Kỹ năng lãnh đạo

Ông bà xưa có câu: “1 người tính bằng 9 người làm”. Một đoàn tàu lửa sẽ không vận hành được nếu thiếu đầu tàu, một cỗ xe ngựa sẽ không chạy đúng hướng nếu thiếu người cầm cương, một con tàu có vượt sóng đại dương an toàn hay không tuỳ thuộc phần lớn vào người thuyền trưởng; một doanh nghiệp thành công hay thất bại là do người lãnh đạo. Kỹ năng lãnh đạo là kỹ năng rất cần thiết của người đứng đầu doanh nghiệp, tổ chức và ở quản lý cấp cao. Kỹ năng lãnh đạo được hình thành trên cơ sở của tố chất và việc học tập, trau dồi thường xuyên. Tham khảo và lựa chọn các phương pháp, phong cách lãnh đạo phù hợp để dẫn dắt sự phát triển, đi lên của tổ chức, doanh nghiệp và gặt hái được nhiều thành công trong công việc, cuộc sống.
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  • Chapter 13 - Leadership and change. This chapter began by revisiting the topic of leadership and management. Management skills are important to ensure compliance with existing systems, processes, and procedures; they are used to help preserve the status quo, improve consistency and efficiency, and maintain control.

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  • Chapter 12 - Contingency theories of leadership. This chapter is designed to provide an overview of four of the more well-known contingency theories of leadership, which include the normative decision model (Vroom & Vetton, 1973), the situational leadership model (Hersey & Blanchard, 1984), the contingency model (Fiedler, 1967), and the path-goal theory (House & Dessler, 1974).

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  • Chapter 11 - Characteristics of the situation. As an organizing framework, this chapter introduced the Congruence Model as a way to consider many of the situational factors leaders should consider. In terms of work factors, leaders need to be aware of how task interdependence, task structure, and job characteristics can affect both their own and their followers' behaviors, and how they might change these factors in order to improve followers' satisfaction and performance.

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  • Chapter 10 - Groups and teams. The group perspective showed that followers' behaviors can be the result of factors somewhat independent of the individual characteristics of followers. Group factors that can affect followers' behaviors include group size, stages of group development, roles, norms, and cohesion. Leadership practitioners should use these concepts to better understand followers' behaviors.

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  • Chapter 9 - Motivation, satisfaction and performance. This chapter has reviewed research concerning motivation, satisfaction, and performance. Motivation was defined as anything that provides direction, intensity, and persistence to behavior. Although motivation is an important aspect of performance, performance and motivation are not the same thing.

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  • Chapter 8 - Leadership behavior. Leaders can benefit from the leadership behavior research in several ways. First, the behavioral approach has served the important purpose of directing attention to identifying types of leadership behavior critical to success. Second, the behavioral approach allows leadership practitioners to focus on concrete and specific examples of leader behavior.

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  • Chapter 7 - Leadership traits. This chapter examined the relationship between personality traits, personality types, intelligence, and emotional intelligence with leadership success. In general, all of these attributes can help a leader to influence a group toward the accomplishment of its goals, but in and of themselves they are no guarantee of leadership success.

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  • Chapter 6 - Leadership and values. This chapter reviews evidence regarding the relationship between values and leadership. Values are constructs that represent general sets of behaviors or states of affairs that individuals consider to be important, and they are a central part of a leader's psychological makeup.

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  • Chapter 5 - Power and influence. This chapter has defined power as the capacity or potential to exert influence, influence tactics as the behaviors used by one person to modify the attitudes and behaviors of another, and influence as the degree of change in a person's attitudes, values, or behaviors as the result of another's influence tactic.

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  • Chapter 4 - Assessing leadership and measuring its effects. Although this chapter focused on leadership research, there are several reasons it is relevant for leadership practitioners even though they are unlikely to actually conduct leadership research themselves. First, organizations can and do use a number of techniques to assess the values, personality, intelligence, and behaviors for any applicant pool.

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