哈佛管理導(dǎo)師-領(lǐng)導(dǎo)與激勵(lì)-資料下載頁(yè)
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【正文】 oleman) 與位于情商研究前沿的專家理查德博亞特茲斯 (Richard Boyatzis) 及安妮麥基 (Annie McKee) 合著，探討情商對(duì)于領(lǐng)導(dǎo)者和組織的影響。作者揭示了組織成敗與“首要的領(lǐng)導(dǎo)力”之間的聯(lián)系存在科學(xué)根據(jù)，認(rèn)為一個(gè)組織若要茁壯成長(zhǎng)，其領(lǐng)導(dǎo)者的情緒需要具備感染力并且能引起員工的共鳴。這是任何行業(yè)的領(lǐng)導(dǎo)者都不容錯(cuò)過(guò)的一部令人難忘的佳作，它獨(dú)具匠心地用科學(xué)的結(jié)論詮釋了領(lǐng)導(dǎo)藝術(shù)。Thad Alto: DaviesBlack Publishing, 2000.這部著作的與眾不同之處在于，它并不認(rèn)為成就和獎(jiǎng)勵(lì)機(jī)制能激勵(lì)員工取得最好成績(jī)。相反，作者撒德格林 (Thad Green) 認(rèn)為，員工只有在充滿自信、信任管理者且對(duì)工作感到滿意的情況下才會(huì)全力以赴地工作。作者提出了一種獨(dú)創(chuàng)的解決績(jī)效問(wèn)題的信任機(jī)制模式，他探討了如何建立溝通渠道、提高領(lǐng)導(dǎo)效率、改善決策過(guò)程以及更有效地應(yīng)對(duì)變化，結(jié)論是所有這些都是通過(guò)激勵(lì)來(lái)實(shí)現(xiàn)的。Bob Ways to Energize York: Workman Publishing Company, 1997.此著作匯總了現(xiàn)實(shí)生活中的有趣例子，展示了富于創(chuàng)造性的領(lǐng)導(dǎo)者是如何激勵(lì)員工的。這本書(shū)是一筆寶貴資源，即便是最落伍的管理者也能從書(shū)中那些快捷可行的想法中獲得靈感。網(wǎng)上課程 Harvard Business School and Motivating : Harvard Business School Publishing, 2001.您是否注意到有些人似乎具有激勵(lì)他人積極行動(dòng)的天賦？Influencing and Motivating Others 提供關(guān)于如何與下屬更順暢地溝通（影響能力）、與同級(jí)同事更好地合作（橫向領(lǐng)導(dǎo)能力）、以及從老板與高層管理人員獲得更強(qiáng)大支持（說(shuō)服能力）的行為課程。管理者將學(xué)到橫向領(lǐng)導(dǎo)的訣竅、協(xié)商和說(shuō)服技巧，以及如何區(qū)分高效和低效的激勵(lì)方法。通過(guò)互動(dòng)案例、專家指導(dǎo)以及與實(shí)際工作相聯(lián)系的各類活動(dòng)，該課程幫助管理者評(píng)估自己有效說(shuō)服他人、衡量激勵(lì)技巧以及提高員工績(jī)效的能力。Harvard Business School : Harvard Business School Publishing, 2001.是在目前公司擔(dān)任新的職務(wù)還是去新的單位重新開(kāi)始，Leadership Transitions 對(duì)您的成功會(huì)有所幫助。這一績(jī)效支持資源奉獻(xiàn)了邁克爾沃特金斯 (Michael Watkins) 的專家觀點(diǎn)，在管理者需要時(shí)為其提供所需知識(shí)。管理者將學(xué)到如何判斷形勢(shì)、評(píng)估弱點(diǎn)、加快學(xué)習(xí)進(jìn)程、通過(guò)合理安排工作的優(yōu)先順序而取得成功、與新任上司合作、培養(yǎng)團(tuán)隊(duì)意識(shí)、建立合作關(guān)系和協(xié)調(diào)部門(mén)等能力。本課程提供了大量評(píng)估與規(guī)劃工具，供學(xué)習(xí)者在過(guò)渡時(shí)期使用。Harvard Business School Business : Harvard Business School Publishing, 2002.此課程向管理者展示了如何進(jìn)行基于事實(shí)的談話、最大程度減少防御心理，以及如何使所有相關(guān)人員講出最具價(jià)值的想法。Productive Business Dialogue引入了“推論階梯”(Ladder of Inference) 工具，有助于參與對(duì)話的各方理解事實(shí)、解釋和結(jié)論之間的區(qū)別，以及明確區(qū)分這三者將如何大幅度提高會(huì)談和討論的效率。通過(guò)互動(dòng)的真實(shí)場(chǎng)景，您將練習(xí)如何構(gòu)建恰當(dāng)?shù)幕?dòng)過(guò)程，以最大程度地提高學(xué)習(xí)效果，并為決策制定提供更多信息。Harvard Business School Is a Leader?Boston: Harvard Business School Publishing, 2001.本課程依托當(dāng)今一流的領(lǐng)導(dǎo)力專家的研究和著作，探討了成功的領(lǐng)導(dǎo)者需要具備的素質(zhì)。您將分析自身現(xiàn)狀，以及需要在哪些方面做出努力才能從一名勝任的管理者躍升為杰出的領(lǐng)導(dǎo)者。資料來(lái)源 核心概念 John Baldoni.Effective Management Communications: It39。s More Than Talk. Harvard Management Communication Letter, April 2002.Daniel Goleman.Leadership that Gets Results. Harvard Business ReviewOnPoint Enhanced : Harvard Business School Publishing, 2000.Daniel Goleman.What Makes a Leader? Harvard Business ReviewOnPoint Enhanced : Harvard Business School Publishing, 2000.Harvard ManageMentor on Leading and : Harvard Business School Publishing, 2003.Ronald A. Heifetz and Donald L. Laurie.The Work of Leadership. Harvard Business ReviewOnPoint Enhanced : Harvard Business School Publishing, 2000.Frederick Herzberg.One More Time: How Do You Motivate Employees? Harvard Business ReviewOnPoint Enhanced : Harvard Business School Publishing, 2000.Lauren Keller Johnson.Great Expectations: The Key to Great Performance. Harvard Management Update, May 2004.Rosabeth Moss Kanter.The Middle Manager as Innovator. Harvard Business ReviewOnPoint Enhanced : Harvard Business School Publishing, 2001.John P. Kotter.What Leaders Really Do. Harvard Business ReviewOnPoint Enhanced : Harvard Business School Publishing, 2000.John P. : Harvard Business School Publishing, 1996.Five Questions About .. . Employee Recognition and Reward: An Interview with Bob Nelson. Harvard Management Update, September 2003.Nigel Nicholson.How to Motivate Your Problem People. Harvard Business ReviewOnPoint Enhanced : Harvard Business School Publishing, 2003.Robert E. Staub, Heart of Leadership: 12 Practices of Courageous , UT: Executive Excellence Publishing, 2000.Situational Leadership II: The Article. Sunrise, FL: The Ken Blanchard Companies, 2001.Situational Leadership II: The SLII Model. Sunrise, FL: The Ken Blanchard Companies, 2003.步驟 Rosabeth Moss Kanter.The Middle Manager as Innovator. Harvard Business ReviewOnPoint Enhanced : Harvard Business School Publishing, 2001.John P. Kotter.What Leaders Really Do. Harvard Business ReviewOnPoint Enhanced : Harvard Business School Publishing, 2000.John P. : Harvard Business School Publishing, 1996.Situational Leadership II: The Article. Sunrise, FL: The Ken Blanchard Companies, 2001.Robert E. Staub, Heart of Leadership: 12 Practices of Courageous , UT: Executive Excellence Publishing, 2000.技巧 Kurt People: How to Motivate Others to Do What You Want and Thank You for the Park, CA: Crisp Publications, 1991.Ronald A. Without Easy , MA: The Belknap Press of Harvard University Press, 1994.Kenneth H. Blanchard, Patricia Zigarmi, and Drea and the One Minute Manager: Increasing Effectiveness Through Situational York: William Morrow amp。 Company, 1985.工具 Five Questions About .. . Employee Recognition and Reward: An Interview with Bob Nelson. Harvard Management Update, September 2003.Daniel Goleman.What Makes a Leader? Harvard Business ReviewOnPoint Enhanced : Harvard Business School Publishing, 2000.Ronald A. Heifetz and Donald L. Laurie.The Work of Leadership. Harvard Business ReviewOnPoint Enhanced : Harvard Business School Publishing, 2000.John P. : Harvard Business School Publishing, 1996.36 /
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