اساليب القيادة لغلمن

الملخص ، المنتدى ، أفضل الممارسات ، نصائح الخبراء والموارد.

كل شيء عن اساليب القيادة وطرق الإدارة الأخرى. مجانا بالكامل.

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في كتابه عن القيادة الأساسية لريتشارد بوياتزيس وأنى ماكى عام 2002، ، يقدم غلمن ستة أساليب للقيادة. ولفهم أساليب القيادة الستة بشكل صحيح، يجب أن تفهم الاتصالات البشرية أولا / مفهوم تفاعل الرنين.

والقادة يصنعون رنينا

في وجهة نظر جوليمان، القيادة الجيدة فعالة و تخلق رنينا.

يجيء الرنين من الكلمة اللاتينية ريسونير. بمعنى يردد الصوت ثانية. والقادة يتفاعلون مع مشاعر الناس ويحركونهم في إتجاه عاطفي إيجابي. يتحدثون عن أصول قيمهم الخاصة واتجاههم وأولوياتهم بصدى يحيط بالناس. من خلال التوجيه الفعال للقائد ، الناس يشعرون بمستوى راحة متبادل. يأتي الرنين بشكل طبيعيّ للاشخاص اللذين لديهم درجة عالية من الذكاء العاطفيّ و( الاحاطة الذاتية ، والادارة الذاتية ، الوعي الاجتماعيّ وعلاقة ادارية) ولكن لديهم مظهر فكري.

خلق الرنين يمكن أن يتم في ستة طرق، تؤدي إلى ستة أساليب قيادة. والقادة الأكثر فاعلية يمكن أن يتصرفوا و يمكن أن ينتقلوا بشكل ماهر بين الأساليب المختلفة، اعتماد على الحالة.

	القيادة بالرؤية	أسلوب التدريب	القيادة الدامجة	القيادة الديمقراطية	قيادة الوضع السلمى	القيادة الآمرة
خصائص القائد	ملهم'. إعتقادات و الرؤية الخاصة حساس يوضح كيف ولماذا تساهم جهود الناس في تحقيق 'الحلم	يستمع. يساعد الناس الذين يميزون قواهم وضعفهم مستشار يشجع يوفض.	يروج للإنسجام. ودود. حساس. صاحب مغزى. يحل النزاعات. ودود حساس صاحب مغزى يحلّ نزاعات.	مستمع ممتاز. فريق عمل. متعاون. مؤثر.	دافع قوّيّ للتحقيّق. يمتلك معايير عالية . مبادر. مستوى منخفض من التعاطف والتعاون. نفاذ الصبر	يأمر. . "أفعل لأننى أقول ذلك" يهدّد. تحكم شديد. يخلق تنافر. يعكر مزاج كل شخص.
كيف تبنى القيادة أسلوب الرنين	يحرك الناس نحو الأحلام المشتركة.	يوصل حاجات الشخص؛ مع التنظيم أهداف.	يخلق إنسجاما بإيصال الناس إلى بعضهم البعض.	يقدر مساهمة الناس ويوجد إلتزام عبر المشاركة.	يدرك أهداف صعبة ومثيرة.	يقلل الخوف بإعطاء الإتجاه الواضح في طوارئ.
تأثير الأسلوب على مناخ العمل	+++	++	+	+	غالبا - - عند الاستخدام المحصورأو برداءة	غالبا - -
عندما يكون الأسلوب مناسبا	عندما تتطلّب التغيرات الرؤية الجديدة. أو عند احتياج اتّجاه واضح. والتغيير الجذري.	لمساعدة المستخدمين المؤهلين لتحسين الأداء بقابليات البناء الطويلة المدى.	لمعالجة الفجوات في الفريق. للتحفيز أثناء الأوقات الصعبة. أو لتقوية الإرتباطات.	لبناء الدعم أو الإجماع. أو للحصول على مساهمة قيمة من العاملين.	للحصول على النتائج عالية الجودة من فريق مؤهل. المبيعات.	في أزمة خطيرة. أو مع العاملين بالمشكلة. لبدء وقت كامل لتنظيم مستعجل. الجيش التقليدي.

كتاب: Daniel Goleman, Richard Boyatzis, Annie McKee - Primal Leadership -

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