Hagberg Model of Personal Power[哈格伯格个人力量模型]

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什么是哈格伯格个人力量模型？ 释义

珍妮特·O·哈格伯将个人力量定义为外在力量（行动力）与内在力量（内省力）的结合体。 她所提出的个人力量模型将组织环境下的个人力量与领导力分为六个阶段。

哈格伯格个人力量模型的起源。 历史

个人权力模型始为哈格伯格在明尼苏达大学求学期间的论文作业，后又经其多年职业经验以及个人和组织的访谈反馈的检验。

哈格伯格个人力量模型的运用。 应用

• 管理者
  • 管理者应该学会了解自己的下属，并有针对性地选择管理方式。 比较： 情境领导、权变理论。
• 领导者
  • 基本上，不管哪一力量阶段的领导者都要激励其下属朝向领导者的角色努力。 比较： 领导补给线。
  • 领导者的职位、身份并不是领导力的保证， 其个人品质能力才是领导力的真正泉源。
  • 根据哈格伯格的研究，真正的领导者必须度尽劫波，抵达第四甚至更高的个人力量阶段。 不过，这样的人又很少会为了一己之利去追逐权力地位，他们往往还会羞于权力之争。
• 自省。
• 教练、启导。
• 人力资源管理。

哈格伯格个人力量模型的局限。 缺点

• 4-6力量阶段的人的视界与愿景较之1-3阶段的人要宽广得多，所以与之相应的只能是较高层次的领导力。

哈格伯格个人力量模型的假定。 条件

哈格伯格提及以下假定：

• 个人力量阶段有其发展次序。
• 力量阶段各不相同。
• 人的一生之中不同时期会处于不同的力量阶段，并与不同力量阶段的其他人相处在一起。 但是，每个人都会历经一代表性阶段。
• 从其代表性阶段向其他阶段跨越仍要服从力量阶段发展次序。
• 每个阶段都会展现其各不相同的个人力量。
• 每个阶段都会有其积极与消极的一面，并在斗争中发展前进。
• 女性与男性往往处于不同的力量阶段。
• 尽管年龄与经历是提升力量阶段的重要因素，却非唯一因素。
• 最外在地和组织导向的权力阶段(1-3)显示一个明显对比对内部导向的权力阶段(4-6)。
• 此模型的内在任务在于发展自我与释放自我。 要做到这一点，文化仪礼也是一项不可或缺的因素。
• 此模型主要针对21世纪前半期工作、生活在美国的人们。 比较： 文化尺度。

参考书： Janet O. Hagberg - Real Power - Stages of Personal Power in Organizations

论坛 关于以下内容的论坛讨论：哈格伯格个人力量模型。您可以在下方提出有关此主题的问题、分享您的经验、报告新的发展或解释一些事情。 How to Build up Influence in an Organization? I read the summary of the Model of Personal Power (Hagberg) with interest. Recently I began to have a keen interest in the topic of "influence". To gain influence and to help improving the company,... 19   16条评论 How to Manage Personal Power in a Team Setting? Seeking help. Suggestions/recommendations how to handle a (airport) building maintenance crew who are all capable tradesmen, but cannot get along. There are five in this crew and no formal leader. The... 6   1条评论 Gaining Personal Power by Association. Example I personally tried "Power by association". I teamed up with someone else and together we agreed that whenever some other person malign us verbally, we both will combat him. Several times when somebo... 3   1条评论 The Personal Power Model by Hagberg is Woman Inner Power This way of talking is only the woman inner power, nothing else.... 3   2条评论 The Power of Information Over time, I have come to realise that the more informed you are, the more powerful and relevant you are most likely to be. In my years of experience both in the oil and gas industry and financial in... 2   1条评论 开始一个新的论坛主题关于哈格伯格个人力量模型

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比较： Bases of Social Power[社会权力基础]  |  Situational Leadership[情境领导]  |  Servant-Leadership[仆人式领导]  |  Spiral Dynamics[螺旋动力学]  |  Leadership Styles[领导风格]  |  Leadership Pipeline[领导补给线]  |  Level 5 Leadership[第五级领导]  |  EPIC ADVISERS[史诗顾问]

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