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所在平台: Coursera |
课程主页: https://www.coursera.org/learn/leadership-adapt-your-style
课程评论：没有评论
课程名称：调整您的领导风格 课程概述：在现代职场中，组织不良行为如愤世嫉俗、冷漠、欺凌和失去参与感越来越普遍，为什么会出现这种现象？本课程探讨了这些紧张关系，以及转型型、真实和包容性领导风格如何为过去的专制、以工作为中心和控制型领导风格提供替代方案。您将学习到数字革命以及对项目和团队工作的增加关注如何彻底改变了对领导力的认知，变革现在要求组织中的所有成员都以某种形式采取自我领导。您也将了解这种变化如何在传统领导者与当今保持市场竞争力所需的现代实践之间造成紧张。课程将通过结构化活动如视频讲座、测验、讨论提示和书面评估来增强学习效果。 课程大纲： 1. **领导挑战**：第一周您将了解本课程涵盖的内容，您期望学习到的知识，以及需要探索的问题。将介绍多种模型和工具，帮助您以整体视角来应对现代领导力的挑战，同时提高您批判性分析各种思想和理论的能力。 2. **个人领导力实践**：第二周将加深对领导力作为个人行为或特质的理解，发展您对领导风格和决策变量的认知，探讨领导力的学术模型与组织生活中的实践解释。 3. **团队领导**：第三周将集中探讨团队领导的理论和实践，从沟通、辅导和冲突解决技能开始，分析团队内复杂的人际关系，最后审视虚拟团队及自我管理团队中的非正式领导力特点。 4. **组织领导**：第四周将集中于如何领导一个组织，从转型型领导与交易型领导的转变开始，探讨在当代组织领导中呈现的各种挑战，包括通过魅力、愿景和文化产生情感反应的能力，以及对多元群体的领导挑战。 5. **领导与模糊性**：第五周将探讨领导者如何学习处理模糊性，以有效地领导。您将研究领导者发展阶段的理论，及其适应性过程和组织环境中领导的新观念。 6. **批判性、务实与流行的领导观**：最后一周将审视一些激进和务实的领导视角，探讨影响领导和追随行为的负面因素，以及恶劣领导的影响。您还将了解未来可能的领导观念。 通过本课程，您将获得更全面的领导力知识，更加适应当今快节奏和竞争激烈的工作环境。
Name:The Leadership Challenge
Description:Welcome to your first week in the Adapt your leadership style course. This week you will take a look at the material that will be covered in this course, what you can expect to learn, and the questions that you explore. This week presents you with a number of models and tools to help you develop a helicopter view of the challenges of contemporary leadership and become confident in your ability to critically analyze the wide range of ideas and theories you will encounter. This week you will examine the concept of leadership as something possessed by an individual, looking at personality traits, profiles, attitudes and behaviors associated with the practice of leadership.
Name:The Practices of Individual Leadership
Description:Welcome to the second week in the Adapt your Leadership Style course. This week you will deepen your understanding of leadership as a set of behaviours or traits possessed or displayed by an individual. In doing so, you will see how the relatively self-enclosed leadership concepts presented in the first week have increased in sophistication and complexity via notions of leadership styles and decision-making variables. The models examining this range from the academically pure, but perhaps unrealistic in practice, contingency models of leadership, to the highly pragmatic interpretations of leadership action and style found in the politics and power struggles of organisational life.
Name:Leading Teams
Description:Welcome to the third week in the Adapt your Leadership Style course. This week you will leave the ideas of individual leadership traits, behaviors, and styles behind and focus on the theories and practices of team leadership. Building from the baseline skills of communication, coaching and conflict resolution, you will then examine the complex interrelationships in teams through concepts of in-group and out-group behavior, and leader-follower roles and interactions. Finally, you will examine how teamwork itself is becoming complex and varied, with many people charged with leading virtual teams or displaying informal leadership qualities in self-managed teams.
Name:Leading the Organisation
Description:Welcome to the fourth week in the Adapt your Leadership Style course. Having covered individual leadership theories and the demands of leading teams, it is now time for the big league – how to lead an organization. Starting with an examination of the shift from transactional to transformational leadership, this week illustrates why the challenge of leading a contemporary organisation can be so mystifying. Ranging from the way in which leaders must generate emotional responses in their followers through charisma, vision and culture, to the complex challenge of leading diverse groups of people, this week concludes with the concept of authentic leadership – which questions the very validity of all the theories that precede it.
Name:Leadership and Ambiguity
Description:Welcome to the fifth week in the Adapt your Leadership Style course. This week you will examine two established, but somewhat alternative, concepts of leadership that examine how leaders have to learn to deal with ambiguity in order to lead effectively. You will first explore the idea that leaders go through developmental stages, which are formed through progressively more sophisticated and multi-level perspectives and practices. Following that, you will examine how leadership is never easy but risky and necessarily adaptive, injecting discomforting ambiguity into seemingly obvious situations at its highest level. Finally, you will look at how contemporary ideas about organisational conditions might be pushing such perspectives on leadership increasingly into the mainstream spotlight.
Name:Critical, Pragmatic, and Popular Perspectives on Leadership
Description:Welcome to the final week in the Adapt your Leadership Style course. This week you will leave mainstream theory behind and examine some radical and pragmatic perspectives on leadership. The radical perspective will examine how leadership and followership are contested perspectives that have a darker side that can be used to “legitimize” some unenlightened behaviours. Taking these claims seriously, you will see how some pragmatic ideas on leadership have revealed the degree to which “bad” or “toxic” leadership has proliferated, how leadership development seems to struggle to solve this challenge, and the behaviors and misbehaviors associated with this problem. Finally, you will examine some ideas proposed by populist leadership gurus and look at the ways in which leadership might be conceptualized in the future.
Why are organisational misbehaviours such as cynicism, apathy, bullying and disengagement increasingly prevalent in the workplace? This course examines these tensions and how transformational, authentic and inclusive leadership styles offer an alternative to the more autocratic, job-centred and controlling leadership styles of the past. You’ll learn how the digital revolution, along with an increased focus on projects and teamwork, has dramatically altered the perception of leadership in a way that now demands all organisational members take on some form of self-leadership. And you’ll learn how this change is causing tensions between traditional leaders and the contemporary practices vital to maintain agility in today’s ultra-competitive marketplace. This learning will be complemented by structured activities such as video lectures, quizzes, discussion prompts and written assessments.
