Transformational Leadership Jorge Haddock Dean and Professor School of Management George Mason University 题目：变革型领导 主讲人：Jorge Haddock 乔治梅森大学 管理学院 系主任及教授 5/1/2019

Questions The Urgent Case for Action: What is the default future of our department or organization? If we don’t take action now, where will we end up? If we don’t act now, what risks will we be exposed to? If we don’t act now, what opportunities will we miss? How do you occur to yourself with regard to providing leadership? How would you need to occur to yourself to act as a powerful leader in this matter? What has stopped you before? What are the decisions that are limiting your leadership? What commitments can you make these limiting decisions? * 问题： 急需解决事件： 本部门或组织预计未来会是什么样子？ 如果现在不采取措施，我们最终会变成什么样子？ 如果现在不采取措施，我们会遇到什么危机？ 如果现在不采取措施，我们会失去什么机会？ 关于起到领导作用，你能想到自己可以做什么？在这件事情上你需要什么才能主动作一个强有力的领导人？ 什么阻挡过你？是什么决定限制了你的领导力？

Welcome and Introductions What would be the most valuable outcome of the session? What are your expectations? * 欢迎及介绍 会议上最有价值的成果会是什么？ 你的预期是什么？*

Context vs. Content Background System/processes vis-à-vis Context * 背景 系统 / 处理 与 上下文 有关

Context vs. Content Present Context/Culture/Mood * 上下文 VS 内容 提出上下文 / 文化 / 气氛*

Context vs. Content Desired Context/Culture/Mood * 上下文 VS 内容 期望

Context vs. Content Is it important? What do you do to transform it? Be  Do  Have * 上下文 VS 内容 它是否重要？ 你要怎样转换它？ 是  做  拥有*

我们改变承诺以及后续行动的能力直接决定于我们会话能力强大与否 Context vs. Content Conversations generate relationships, moods, actions Our power to change our commitments and subsequent actions is directly determined by our ability to engage in powerful conversations – to generate change we must generate a different conversation * 上下文 VS 内容 会话产生关系、情绪和行动 我们改变承诺以及后续行动的能力直接决定于我们会话能力强大与否 ——要产生改变我们必须有不一样的会话。

Context vs. Content Possibilities Chart * 上下文 VS 内容 可能性图表*

First Law of Performance First Law of Performance: How people perform correlates to how situations occur to them. Fact vs interpretation Always already listening * 第一表现定律 第一表现定律： 人们怎样表现与发生在他们身上的情况有关。 事实 VS 解译 永远带着已有的心态和情绪，只听自己想要听的

Leadership Corollary One Leadership Corollary One: Leaders have a say, and give others a say, in how situations occur. Predictable vs. declared future RR Chart (future repeats the past) Descriptive vs. declarative language Assumptions (?) The future is “where you come from” Be-Do-Have * 领导力推论 I 领导力推论 I： 对于发生的情况，领导人有话语权，并给他人话语权 。 可预测的 VS 已宣布的 未来 RR图（未来重复着过去） 描述性 VS 宣布性 语言 设想（？） 未来是“你从哪里来” 是-做-拥有*

Leadership Corollary One Leadership Corollary One: Leaders have a say, and give others a say, in how situations occur. What would be a default future for your organization?* 领导力推论 I 领导力推论 I： 对于发生的情况，领导人有话语权，并给他人话语权 。 你的组织预计未来会是什么样子？

Second Law of Performance Second Law of Performance: How a situation occurs arises in language. Experience—thoughts, emotions, physical sensations* 第二表现定律 第二表现定律： 发生的情况怎样出现在语言中。 经验——想法、情感、生理感受*

Leadership Corollary Two Leadership Corollary Two: Leaders master the conversational environment. Enrollment * 领导力推论 II 领导力推论 II: 领导人掌握会话情景。 注册*

Third Law of Performance Third Law of Performance: Future-based language transforms how situations occur to people. Descriptive vs. generative language Assertions – Assessments – Declarations & Stands Stand—”Out of nothing” * 第三表现定律 第三表现定律： 基于未来的语言转变了发生在人们身上的情况。 描述性 VS 生成性 语言 说法 – 评价 - 宣布 或 表态 表态 – “无中生有”

Leadership Corollary Three Leadership Corollary Three: Leaders listen for the future of their organization Listen for what is present of the declared future (The future is where you come from) Listen to others’ context * 领导力推论 III 领导力推论 III： 领导人为组织的未来而倾听。 为已宣布的未来的现状而倾听： （未来就是你曾经的状态） 倾听他人话语中的上下文*

Leadership Corollary Three Create space for people to have a say Take a stand that your organization can go beyond its current view of success Share insights Get into the game and out of the stands & invite others to join you * 领导力推论 III： 为大家的话语权创造空间 坚信你的组织可以超越目前预景的成绩 分享观点 进入游戏走出看台 并邀请他人加入*

Breakthrough B/T Circles * Denial Awareness AHA! Breakthrough 突破 否认 – 意识到 – 啊哈！- 突破 B/T 圈* B/T Circles *

非常感谢！