Leadership methodology of leadership art and methodology

I. Characteristics of leadership artLeadership art, as a kind of behavioral art, belongs to the methodological category of leadership science in essence. It not only has the basic value of "beauty", but also has other important aesthetic characteristics, mainly creativity, image, emotion, moderation and so on.

1, creativity;

Creativity in the art of leadership is characterized by: (1) originality or novelty; (2) effectiveness or usefulness; (3) flexibility.

2, image;

The image of the leader has an important role in recognizing, educating and aesthetically influencing the leader. Good leadership image is the first condition to get others' respect and voluntary obedience. Leadership image includes the personality image and audiovisual image of the leader.

3, emotional;

4, moderation.

Second, the realization of the art of leadership

Leadership art can be reflected in the process of all leadership activities, it should be said that as long as there is a leadership activity, all need to improve the art of leadership. Previously on the leadership decision-making, leadership selection and employment has been made more detailed discussion. Here the discussion is mainly through the leadership team, leadership communication and leadership coordination to improve the level of leadership art.

Three, the leadership of the team art

1, the meaning of the team

The team (Group), refers to a group of people, they cooperate with each other in a certain period of time, rely on each other and respect each other, in the action of the standardization of the same, and for a goal or more goals **** the same efforts. Team is an important form of modern organization, it is more cohesive, affinity and radiation than the general organizational groups.

2, the role of the team

(1) to reduce friction and internal friction, cost savings.

(2) can make members get a sense of security, free from the fear of rejection.

(3) It can provide members with social fulfillment from which they can gain camaraderie, support, trust, and information.

(4) It can enable members to appreciate the value of their work and obtain collective emotional fulfillment in the workplace.

(5) It can help members overcome the timidity and fear of facing new problems alone.

(6) It can enhance members' self-confidence and so on.

3, the art of creating a successful team

(1) understand the theory of the group aspect;

(2) set up *** with the same goal;

(3) team design;

(4) reasonable construction;

(5) clear milestones;

(6) *** with the struggle.

4, the art of leadership communication

1, the meaning and characteristics of communication

(1) the meaning of communication

Communication, also known as the exchange of information, refers to the sender of the information (also includes the sender's thoughts, knowledge, concepts, intentions, ideas, etc., etc.,) in accordance with understandable way to the recipient, to achieve a mutual understanding of the effect of coordination and coherence. To ensure the realization of organizational goals.

Communication should have the basic conditions: ① a communication must be carried out between two or more people; ② communication must have a certain communication object, that is, the communication of the situation, etc.; ③ communication must have a certain means of transmitting information and intelligence, such as language, text and so on.

(2) the characteristics of communication

① mainly through verbal and non-verbal channels.

②Interpersonal communication is not only the transfer of intelligence, exchange of news, but also includes the exchange of thoughts, feelings, ideas, attitudes and so on.

③Interpersonal communication involves the motives, purposes and other special needs of both parties. This makes interpersonal communication more complex and requires appropriate communication art and skills.

4) Special communication barriers - psychological barriers - arise during interpersonal communication.

2, the classification and role of communication

(1) the classification of communication

① formal communication and informal communication;

② upward communication, downward communication and parallel communication;

③ one-way communication and two-way communication;

④ oral communication and written communication.

(2) The role of communication

①Communication is conducive to the elimination of misunderstandings, the establishment of mutual trust in interpersonal relations, create a good working atmosphere, and enhance the cohesion of the organization.

②Communication is conducive to coordinating the pace and actions of the members of the organization to ensure the successful completion of organizational plans and goals.

③Communication is conducive to the leader's accurate, rapid and complete understanding of the organization and the dynamics of the ministry, access to high-quality information, which helps to improve the efficiency of the leadership work.

④Communication is conducive to strengthening the link between the organization and the external environment, the exchange of material, information and energy with the external environment, to ensure that the organization and the environment in harmony.

⑤Communication is conducive to motivate subordinates, stimulate the overall innovation and wisdom, and enhance the sustainable development of the organization.

(3) The Art of Effective Communication

Effective communication is to overcome the obstacles caused by bad factors or habits to communication and to develop good habits so that communication can be improved. Therefore, only by overcoming communication barriers can we achieve the purpose of effective communication. The so-called communication barriers are the distortion or interruption of information by noise in the process of transmission and exchange. Communication barriers include transmission barriers, reception barriers, and channel barriers.

The art of overcoming communication barriers are: ① Establishing formal and open communication channels; ② Overcoming bad communication habits; ③ Leaders should be good at listening.

(4) The Art of Public**** Communication in Crisis

①Related Stakeholders Analysis and Effective Communication

Related stakeholders are the end-users who receive the products and services of the organization and are often referred to as the consumers or the audience. Anything they say or do affects the well-being of the organization. Organizational leaders must know their audience and communicate with them as quickly as possible when problems arise.

The first requirement for any effective public **** communication is to identify the relevant stakeholders, but this is not an easy task. Before a crisis occurs, any organization needs to assess the audience in order to be able to get in touch in a timely manner after a crisis occurs. After a crisis occurs, it is important to contact the direct victims in a timely manner to reassure them. At the same time, it is important to quickly investigate the cause of the accident, explain the situation to other relevant stakeholders, stabilize their emotions, and try to narrow the scope of the situation.

②Crisis communication tools

After the crisis, the choice of communication tools has become the key to effective communication, and the role of the news media is irreplaceable by other communication tools. Therefore, after the crisis, should take the initiative to get in touch with the news media, explain the truth, try to get the media's support and understanding. News media is not only a communication tool, but also an important communication object. Leaders should understand the importance of public opinion, in the crisis must be maximized through the media to influence public opinion for the organization.

Four, the art of leadership coordination

1, the meaning and role of leadership coordination

(1) The meaning of leadership coordination

The so-called leadership coordination is to adjust and control the various contradictions and conflicts that may affect the harmony of the organization, so that the organization can maintain a balanced state to achieve the organization's intended goals.

(2) the object of leadership coordination

①coordination of individuals in the group; ②coordination of groups in the organization; ③coordination of different organizations.

(3) Types of leadership coordination

① Vertical coordination. This refers to the coordination of the upper and lower levels of hierarchy within the organization, usually done through the command channel; ② horizontal coordination. This refers to the coordination between the same level of hierarchy within the organization.

(4) The role of leadership coordination

①Coordination is a positive balance; ②Coordination is the fundamental means of combining organizational forces to achieve organizational goals.

2, the art of leadership coordination conflict

(1) the meaning of conflict

Conflict refers to two or more actors, due to the differences in goals, cognition and emotion, in a particular issue to take mutual exclusion, confrontation, denial and other behaviors or emotions and the formation of a state.

(2) The Duality of Conflict

Conflict, as a form of contradictory existence, exists in two functions: positive and negative, constructive and destructive, beneficial and harmful. In a given situation, conflict is often an important trigger for the organization to move forward. The earliest suggestion that conflict is not a bad thing was made by L.A. Cosse, who argued in his book The Functions of Social Conflict that beneficial conflict manifests itself in the following ways:

1) Differences and confrontations within a group create a social system in which the various social sectors are mutually supportive;

2) Letting the conflict come to light is just like providing an airing hole, so that confrontational members can take the appropriate ways to vent their dissatisfaction; otherwise, suppressed anger

3) Conflict increases cohesion and unity under external pressure;

4) Conflict between two large groups can reveal their strengths and finally reach a balance of power, ending the endless struggle;

5) Conflict can promote unity for ****survival or alliances for victory over a more powerful enemy.

Harmful conflicts are those in an organization that are destructive or prevent the achievement of organizational goals. This kind of conflict can lead to the dispersion of human, material and energy, reduce cohesion, cause interpersonal tension and hostility, reduce work concern and efficiency, etc.

(3) Conflict and catharsis -- "safety valve" theory

German sociologist Zirme, in response to the incomplete nature of the traditional response to conflict, the negative way of looking at and dealing with conflict and put forward. The "catharsis" theory and the resulting "safety valve" theory of social conflict theory are very useful. Therefore, leaders should look at conflict from a multi-dimensional perspective, seeing it as destructive as well as constructive, and not simply equating conflict with destruction. In the face of conflict and contradiction, we should make the best use of the situation and turn harm into benefit, instead of adopting the approach of suppressing and combating.

(4) The Art of Conflict Handling

The Art of Military Leadership from the United States Military Academy at West Point summarizes the conflict resolution methods that leaders can adopt as five: avoidance, establishment of a contact group, setting up a higher goal, adopting a coercive approach, and problem solving.

Fifth, the basic principles of leadership methods

1, the meaning and characteristics of leadership methods

(1) The meaning of leadership methods

Leadership methods refers to the leader to achieve a certain leadership purpose, in accordance with the laws of the leadership activities and the adoption of a variety of ways, methods, means, measures, steps, and so on the sum.

(2) Characteristics of leadership methods

①Purposefulness; ②Mediation; ③Diversity; ④Dynamics; ⑤Hierarchy; ⑥Conditionality.

(3) the role of the leadership method

① the correct leadership method is to determine the goal, the fundamental guarantee to complete the task;

② the correct leadership method is to study the new situation, solve the new problems, and open up a new situation of a powerful weapon;

③ the correct leadership method is to summarize the experience, to promote the work of the important tool to move forward.

2, the analysis of leadership behavior

(1) the meaning of leadership behavior

Leadership behavior, is a kind of authoritative and consequential organizational and social behavior, is the main body of the leadership with its specific style, habits, character, attitude, tendency, ideology and educational qualities in the specific leadership environment under the constraints of the formation of the leadership object to react and exert influence on the basic behavior of the leadership. It is the basic behavioral pattern that the subject of leadership reacts to and influences the object of leadership under the constraints of the specific leadership environment.

(2) Types of Leadership Behavior

1) According to the degree of control of the power to divide, can be divided into centralized, decentralized and equal power leadership.

② According to the focus of the leader's management to divide, can be divided into heavy things, heavy people and personnel leadership.

3 according to the leader's leadership style; can be divided into: arbitrary, democratic and laissez-faire.

3. Leadership styles and the Fangraphs

(1) Likert's Leadership Models

In 1961, Likert summarized the leadership styles into four basic models in his book "New Management Models".

Table 10-3-1 Likert's Leadership Models

Model 1 Model 2 Model 3 Model 4

Deprivation

Centralized Leadership Compassionate

Centralized Leadership Negotiation

Democratic Leadership Participation

Democratic Leadership

(2) Quadratic Diagram Theory of Leadership Behavior

This is a theory of leadership styles put forward by Ohio State University in the United States, also known as the Ohio model. Starting in 1945, research on leadership behavior was first conducted by Stogdill and others. The research team used more than 1,790 questions that portrayed leadership behaviors to collect responses from the subjects, and finally came up with two basic dimensions of leadership behavior, namely, "caring for people" (caring dimension) and "caring for the organization" (structural dimension). Using these criteria, it is very easy to project any leader's behavior onto a quadratic map.

From the diagram, we can find that although caring for people and caring for the organization are two independent dimensions of leadership behavior, the two dimensions of leadership function are not mutually exclusive, and they can be matched arbitrarily. It has been found that the higher the value of both dimensions, the better the leadership effectiveness of the leader. In other words, leadership behaviors that emphasize both interpersonal relationships and work organization will yield the best results.

(3) Leadership Square Chart Theory

In 1964, Black and Mouton of the University of Texas proposed a theory reflecting leadership style based on the theory of four-point chart of leadership behavior. They drew a leadership square diagram as shown in Figure 10-3-2 according to the two variables of concern for employees and concern for work.

Among the five leadership types, the 9?9 type of leadership style is the most effective; therefore, leaders should objectively analyze their own leadership styles and transform their leadership styles into the 9?9 type.

(4) Leadership Life Cycle Theory

Leadership Life Cycle Theory was firstly developed by A.K. Karman, a psychologist of Ohio State University in 1966. Karman believes that what kind of leadership behavior a leader adopts should be compatible with the leader's age, knowledge and experience, skill level and developmental level of self-control, otherwise it will affect the leadership effect. Later, Hersey and K. Blanchard developed the theory in 1976.

Life-cycle theory is based on the "four-point diagram theory of leadership behavior," while drawing on Argyris's theory of maturity-immaturity.

(5) Leadership Continuum

The leadership continuum was proposed by R. Tannenbaum and W.H. Schmidt in 1958. This theory suggests that leadership styles are not fixed and should be decided appropriately according to the specifics of internal and external environmental conditions, the nature of the work, and the time of day.