LEADERSHIP 領(lǐng)導(dǎo)力ppt課件

1、STAY HUNGRY, STAY FOOLISH.FORETHOUGHT謹(jǐn)以此片獻(xiàn)給那些用強(qiáng)大指點(diǎn)力改動(dòng)世界的人們讓我們向那些瘋狂、特立獨(dú)行、想法與眾不同的家伙們致敬本PPT僅供個(gè)人學(xué)習(xí)研討運(yùn)用LEADERSHIP IS Process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task當(dāng)Mac出如今我們面前時(shí)我們知道了，原來(lái)電腦可以是這樣Autocratic & authoritarianDemocrat

2、ic & ParticipativeLaissez-faire & free rein NarcissistictoxicLeadership Styles 當(dāng)Mac出如今我們面前時(shí)我們知道了，原來(lái)電腦可以是這樣Leadership Styles Autocratic & authoritarianDemocratic & ParticipativeLaissez-faire & free rein Narcissistictoxic當(dāng)Mac出如今我們面前時(shí)我們知道了，原來(lái)電腦可以是這樣當(dāng)Mac出如今我們面前時(shí)我們知道了，原來(lái)電腦可以是這樣當(dāng)Mac出如今我們面前時(shí)我們知道了，原來(lái)電腦可以是這樣

3、當(dāng)Mac出如今我們面前時(shí)我們知道了，原來(lái)電腦可以是這樣Autocratic & authoritarianThe decision-making power centralized in the leader , as with dictators Leaders tend to make:Unilateral decisionsDictate work methodLimit worker knowledge about goals to justify the next step to be performedGive punitive feedbackVEDIO當(dāng)Mac出如今我們面前時(shí)我

4、們知道了，原來(lái)電腦可以是這樣當(dāng)Mac出如今我們面前時(shí)我們知道了，原來(lái)電腦可以是這樣當(dāng)Mac出如今我們面前時(shí)我們知道了，原來(lái)電腦可以是這樣當(dāng)Mac出如今我們面前時(shí)我們知道了，原來(lái)電腦可以是這樣Democratic & participativeLeader seeks majority decision-making by the groupThey tend:To involve the group in decision makingTo let group determine work methodsTo make overall goals knownTo use feedback as

5、 an opportunity for helpful coaching VEDIO當(dāng)Mac出如今我們面前時(shí)我們知道了，原來(lái)電腦可以是這樣當(dāng)Mac出如今我們面前時(shí)我們知道了，原來(lái)電腦可以是這樣當(dāng)Mac出如今我們面前時(shí)我們知道了，原來(lái)電腦可以是這樣當(dāng)Mac出如今我們面前時(shí)我們知道了，原來(lái)電腦可以是這樣Narcissistic Leaders tend to more count on themselves in decision-makingTheir leadership can be both favourable and destructive depending on their dec

6、isionsHaving great attraction to the extent that they may draw a cohort of admirers loyal to themVEDIOLaissez-faire & free reinLeader lets group members make all decisions Give the group complete freedomProvide necessary materialsParticipate only to answer questionsAvoid giving feedbacksE.g. writers

7、, painters, expert-specialist workerstoxicLeaders that will bring sure collapse to the companyunproductive, and uncommitted Abusing leader-follower relationship 當(dāng)Mac出如今我們面前時(shí)我們知道了，原來(lái)電腦可以是這樣當(dāng)Mac出如今我們面前時(shí)我們知道了，原來(lái)電腦可以是這樣Steve Jobs1955-2021Apple has lost visionary and creative genius, and the world has lo

8、st an amazing human being.Those of us who have been fortunate enough to know and work with Steve have lost dear friendand an inspiring mentor. Steve leaves behind a company that only he could have built,And his spirit will forever be the foundation of Apple.死亡聲明當(dāng)Mac出如今我們面前時(shí)我們知道了，原來(lái)電腦可以是這樣Steve Jobs1

9、955-2021Apple has lost visionary and creative genius, and the world has lost an amazing human being.Those of us who have been fortunate enough to know and work with Steve have lost dear friendand an inspiring mentor. Steve leaves behind a company that only he could have built,And his spirit will for

10、ever be the foundation of Apple.死亡聲明Different In China : leaders focus on building their image and authority .In west: Directive, Participative Empowering Charismatic Celebrity.How students cultivate leadershipFirst, determining what kind of leaders you want to be Second, finding out the traits feat

11、uring your aspired types of leadersCultivating yourself by foster charisma, exerting determination in decision-making; being open-minded and forward-looking; learning from great leaders BackgroundHarvard Business Review is a general management magazine published since 1922 byHarvard Business School

12、Publishing, owned by the Harvard Business School. Amonthly .research-based magazine written for business practitioners, academics, executives, and consultants. owned by the Harvard Business School .P1-2: In chaotic times, such practices as loosing control over a company may increase company performa

13、nceP3-10: Examples given to demonstration the improved yields brought by slackening control P11-12: the connotation of mutualism and its applicationsstructureWORDSStrive vi. 努力；斗爭(zhēng)；抗?fàn)嶣oost vt. 促進(jìn)；添加；援助 Innovation n. 創(chuàng)新，革新；新方法clamp down 取締；施加壓力，強(qiáng)行壓制disservice n. 損傷；幫倒忙的行為；不親切的行為；虐待abdicate v.退位；放棄nonh

14、ierarchical 非層次implement vt. 實(shí)現(xiàn)，使生效；實(shí)施，執(zhí)行demonstrate vt. 證明；論證；展現(xiàn)counterintuitive adj. 違反直覺(jué)的initiative n. 自動(dòng)權(quán)；首創(chuàng)精神supervision n. 監(jiān)視，管理utilization n. 利用，運(yùn)用revenue n. 稅收，國(guó)家的收入；收益downturn n. 低迷時(shí)期；衰退credence n. 信任；憑證；祭器臺(tái)等于credence table，credenzaWORDSnotion n. 概念；見(jiàn)解；計(jì)劃workforce n. 勞動(dòng)力；工人總數(shù)，職工總數(shù)stakeholder n. 利益相關(guān)者；賭金保管者h(yuǎn)ypothesis n. 假設(shè)sacrifice 奉獻(xiàn)exert vt. 運(yùn)用，發(fā)揚(yáng)；施以影響mutualism n. 生態(tài) 共棲，互利共生；互助論dictate 命令；口述；使聽(tīng)寫(xiě)imperil vt. 危及；使陷于危險(xiǎn)unleash vt. 解開(kāi)的皮帶；解除的束縛；發(fā)動(dòng)pharmaceutical adj. 制藥學(xué)的adjacent adj. 臨近的，毗連的density n. 密度oases n. 綠洲oasis的復(fù)數(shù)方式co