self leadership revised
TRANSCRIPT
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رهبری خود
سید بابک علوی
استادیار دانشکده مدیریت و اقتصاد
دانشگاه صنعتی شریف
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تعریف رهبری خود
ه از رهبری خود فرايندي است كه در آن افراد با استفادد استراتژي هاي خاص رفتاري و شناختي بر روي خو مي تاثير گذاشته و رفتارهاي خود را هدايت و كنترل
.كنند
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اهمیت رهبری خود
اهمیت رهبری خود فرایندی است که برای رهبران سازمانی و کلیه مدیران سازمانها:زیرا. کلیدی دارد
.ایجاد انگيزه در دیگران بدون داشتن انگيزه باال در خود ممکن نیست-
هی جهت دادن صحیح به دیگران بدون داشتن جهت و هوشیاری در خود برای جهت د-.مجدد و صحیح ممکن نیست
.یستندهمیشه مکانيزم های بيرونی برای ایجاد انگيزه و جهت دهی صحیح کافی ن-
نمندی لذا برای کارهای بزرگ افراد بزرگی الزم است که مکانیزم های رهبری خود توا.داشته باشند
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رهبری خود و مدیریت خود
این دو اصطالح در برخی متون به جای هم استفاده می شوند.
یر در حالیکه در برخی تحقیقات این دو از هم تفکیک شده و دارای تفاوتهای ز:هستند
رد با توجه مدیریت بر خود بیشتر بر کارایی متمرکز بوده و بر بهبود شرایط موجود ف-(.یادگيری تک حلقه ای)به اهداف و مسير از قبل تعیين شده تاکید دارد
با تغیير تاکید داشته و( روشها و افکار)رهبری خود بیشتر بر بازنگری اصول اولیه -اثر (. قه اییادگيری دو حل)مبانی سعی در بهبود شرایط انگيزش ی و عملکردی فرد دارد
.بخش ی آن به داوطلبانه بودن آن است
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استراتژی های مدیریت و رهبری خود (:عمدتا ماهیت مدیریت خود دارند)رفتاری
مشاهده خود هدف گذاریپاداش به خودتنبیه خودمديريت یادآورهاتمرین
(:عمدتا ماهیت رهبری خود دارند)پاداش طبیعی
جذاب کردن کارتمرکز روی جنبه های مثبت کار
(:عمدتا ماهیت رهبری خود دارند)الگوهاي سازنده فكري
سیستم باورهاتصویرسازی ذهنیجايگزين كردن صحبت با خود منفي با صحبت با خود سازنده
اصالح طرح هاي ذهني
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STRATEGIES
Behavioral focused strategies Self-Observation Self-Goal Setting Self-Reward Self-Punishment Cues Management Rehearsal
Intrinsic motivation (Natural Reward)strategies
- Building intrinsic motivators
- Focusing on intrinsic motivators
Constructive thought pattern strategies
- Belief system
- Mental imagery
- Self-talk management
- Mental scripts
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فواید رهبری خود در تحقیقات
جود تحقیقات مختلف نشان داده است که بين پدیده های زیر و رهبری خود رابطه و :دارد
اعتماد به نفس و باور به قابلیت های خود-
خالقیت و نوآوری-
تمایل به رهبری دیگران-
عملکرد شغلی-
رضایت شغلی-
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SELF-OBSERVATION
The individual observes when, why, and under what conditions they use certain behaviors.
feedback occurs from a process of monitoring oneself
Steps to use:1. Identify behaviors that you would like to either increase or reduce.
2. Keep a record of the frequency and duration of these desirable and undesirable behaviors.
3. Note the conditions that exist when these behaviors are displayed.
4. Keep a written record of your self-observations, recording all the pertinent information regarding the targeted behaviors.
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جدولی به شکل زیر تهیه نمایید:
برنامه ریزی برای تغیير رفتار
رفتار مطلوبتاثیر رفتارها بر دیگرانرفتارهای نامطلوب
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به طور روزانه رفتارهای منفی و مطلوب خود را ثبت نمایید.
شنبه گزارش روز
(ادامه)برنامه ریزی برای تغیير رفتار
لیست رفتارهای مطلوب
لیست رفتارهای نامطلوب
ار چرا نتوانستم رفتمطلوب را نشان
دهم؟
اقدامات الزم برای اصالح رفتار در
آینده
1.1.1.1.
2.2.2.2.
3.3.3.3.
4.4.4.4.
5.5.
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SELF-GOAL SETTING
What a person wants out of life, both in the short-term and in the long-term, influences one’s behavior.
By establishing both long term and short-term goals, a person imposes self-direction and priorities.
specific and challenging goals lead to successful goal attainment
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SELF-GOAL SETTING
Steps to use:1. Conduct a self-analysis, to analyze one strengths,
weaknesses, desires, and abilities (Use SWOT model for yourself)
2. Set long-term goals for one’s life and career.
3. Establish short-term goals that fit one’s immediate needs and efforts.
4. Keep goals specific and concrete.
5. Make the goals challenging, yet reasonable.
6. Let other people know your goals, to help hold one accountable, and to help provide incentive.
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SELF-REWARD
Rather than the supervisor controlling the administration of rewards, the employee is in control.
Steps to use:1. Identify what objects, thoughts, images, and rewards
motivate you.
2. Identify specific self-rewards that would appeal to you.
3. Start rewarding yourself when you complete certain behaviors or desired activities.
4. Always be self-praising and self-rewarding whenever a planned task is accomplished.
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SELF-PUNISHMENT
To be used very sparingly and only as a last resort
Steps to use:
1. Identify behaviors that you feel guilty about.
2. Identify the actions that result in your being self-critical.
3. Identify self-destruction tendencies that lead to exaggerated forms of self-punishment.
4. Try alternative strategies.
5. Reserve self-punishment for only serious and destructive negative behaviors.
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CUES-MANAGEMENT
cues are reminders, attention focusers which remind you of your important goals and tasks.
Steps to use:1. write down a list of your priorities to help guide daily activities.
2. set cues to focus attention on these prioritized behaviors and tasks.
3. identify and reduce negative cues from your work area that distracts you from your priorities.
4. identify and increase positive cues in your work environment.
5. associate with people who help you focus and accomplish the prioritized behaviors and tasks.
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REHEARSAL
Detect problems, make corrections, and
avoid costly errors.
Steps to use: 1. identify important upcoming challenges
2. note the important components of these future challenges
3. physically and mentally practice these key components
4. associate rewards in your practice sessions
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INTRINSIC MOTIVATION STRATEGIES
(Natural Reward)
Deal with unpleasant tasks constructively
Increase focus and awareness on the pleasant,
rather than the unpleasant, aspects of a given task
Two intrinsic motivation strategies
Work toward building intrinsic motivations
Focus your thoughts on the intrinsic motivators
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WORK TOWARD BUILDING INTRINSIC MOTIVATIONS
1. Identify places where you could perform a given task,
which would make it more pleasant and rewarding
2. Identify activities that could be built into given tasks
that could make the work naturally rewarding
3. Redesign your tasks by working in the contexts, and
building on the activities, which will make these tasks
more naturally enjoyable
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FOCUS YOUR THOUGHTS ON THE INTRINSIC
MOTIVATORS
1. Identify the pleasant and enjoyable aspects of your
tasks
2. Focus your thoughts on the pleasant rather than the
unpleasant aspects of the task
3. Distinguish between rewards that are separate from the
work itself, and those that are built into the work
4. Focus your thoughts on rewards that are naturally a part
of the task
5. Develop the ability and habit of distinguishing and
focusing on the intrinsic motivations of your work
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CONSTRUCTIVE THOUGHT PATTERN STRATEGIES
This strategy concentrates on establishing and altering thought patterns in desirable ways
Focused on opportunities than obstacles
Four specific CSP strategies:
Improve belief system
Using Mental Imagery
Self-Talk
Using & Improving Mental Scripts
Com
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BELIEF SYSTEM
Steps to use:1. Specify tasks
2. Accuracy and validity of beliefs
3. The effect(+/-)
4. Isolate & Challenge Inaccurate/Dysfunctional
5. Dominate the Positives
Com
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SELF-TALK
Steps to use:
1. Analyse the current tendency
2. Specify the Constructive (Destructive) ones
3. Stop using the destructives
4. Practice the constructive
5. Apply the practices
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MENTAL IMAGERY
Steps to use:
1. Imagine the target and procedure
2. Mentally review what you must do for attaining
the goal and inspire yourself with the goal and
procedure
3. Always remind yourself the target achievement
4. Apply the practice and continue your learning
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MENTAL SCRIPTS
Steps to use:1. Examine the current pattern in crisis
2. Identify Undesirable patterns
3. Create desirable patterns (Use dialogue with others to improve your mental models)
4. Rehearse the new patterns
5. Track the development (Observation)
6. Self rewarding
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IMPACTS ON PERFORMANCE
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تمرین تیمی
ت گفتگوی درونی غير سازنده که ممکن است در موقعی9در تیم خود درباره مجموعا
این های زیر در ذهن یک مدیر میانی ایجاد شود گفتگو و درباره چگونگی مدیریت:گفتگوهای درونی راه حل هایی پیشنهاد کنید
خیلی نوعی از گفتگوی درونی در زمان مالقات با مدیر ارشدی که در فرد ایجاد استرس-.زیاد می کند
کرد در نوعی از گفتگوی درونی اول صبح که موجب کاهش شدید روحیه و کاهش عمل-.طی روز می شود
با یکی از شنیدن خبر غير منتظره ای درباره عملکرد منفی یکی از همکاران در ارتبط-.کارفرما/سازمانهای مشتری