Leadership Styles



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彼の本Primal Leadership (リチャードBoyatzisおよびAnnie McKeeとの2002年、)では、Golemanは6つのリーダーシップ・スタイルをもたらす きちんと6つのリーダーシップ・スタイルを理解するために、最初に共鳴の彼の人間のコミュニケーション/相互作用の概念を理解するべきである。



共鳴はラテン系の単語のresonareから来る。 再度音を創造すること。 有能なリーダーは他の人々の感じに調子を合わせられ、肯定的で感情的な方向のそれらを動かす。 彼らは彼らの自身の価値、方向および優先事項について本物のように話し、周囲の人々の感情と共鳴する。 有能なリーダーの指導の下で、人々は相互慰めのレベルを感じる。 共鳴は感情的な知性(自己認識、自己経営、社会的な意識および関係の経営)の高度と民を住まわせることを自然に来たりしかし知的な面をまた含む。

共鳴の作成は6 Leadership Stylesに導く6つの方法ですることができる。 普通、有能なリーダーはに従って行動、状態によって様々な様式間のスイッチを、巧みに均等にしてもいい。









促す。 自身の視野を信じる。 共感的。 人々の努力が「夢に」なぜ貢献するかいかに、そして説明する。 聞く。 助けは自身の強さおよび弱さの識別に民を住まわせる。 カウンセラー。 奨励する。 代表者。 ハーモニーを促進する。 友好的。 共感的。 彼はモラルを後押しする。 対立を解決する。 すばらしい傾聴者。 チーム労働者。 共作者。 Influencer。 達成する強い衝動。 高い基準を所有しなさい。 率先。 共感および共同の低速。 苛立ち。 微細管理。 数運転される。 命令。 「私が」そう言うのでそれをしなさい。 脅すこと。 堅い制御。 熱心に監視。 不調和の創造。 皆を気分汚染する。 才能を運転する。


彼は共用夢の方の人々を動かす。 人はほしいと思うものが接続する; 構成の目的を使って。 人々を互いに接続することによってハーモニーを創造する。 人々の入力を認め、参加によってコミットメントを得る。 挑戦的で、刺激的な目的を実現する。 彼は緊急事態の明らかな方向の提供によって恐れを減らす。


+ + + + + + + 頻繁に  --  余りに専らまたは不完全に使用された場合 頻繁に  --


変更が新しい視野を要求する時。 または明らかな方向が必要である時。 根本的な変更。 造る長期的な機能によってパフォーマンスを増進する有能な、独創力のある従業員を助けるため。 チームの切れ間を直すため。 緊張に満ちた時の間に動機を与えるため。 または関係を増強するため。 サポートか一致に達するため。 または貴重に入るために従業員からなるため。 良質の決算、業績を独創力のあり、有能なチームから得るため。 販売。 重要な危機。 または問題従業員と。 緊急な組織の所要を始めるため。 従来の軍隊。

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


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GolemanのLeadership Stylesをと比較した:  Emotional Intelligence  |  Leadership Continuum  |  リーダーシップのパイプライン  |  個人的なPowerのHagbergモデル  |  Level 5 Leadership  |  Charismatic Leadership  |  EPIC ADVISERS  |  使用人リーダーシップ  |  Path-Goal Theory  |  Theory X Theory Y  |  Managerial Grid  |  ContingencyTheory  |  Competing Values Framework  |  Expectancy Theory  |  Result Oriented Management  |  Bases of Social Power  |  Seven Surprises  |  Seven Habits  |  Coaching  |  Mentoring  |  Results-based Leadership  |  Situational Leadership  |  Metaplan  |  Ashridge Mission Model

経営ハブに戻る: 変更と組織コミュニケーションとスキル | 人材リーダーシップ  | プログラムおよびプロジェクトマネジメント





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