领导力的开发是一个体系化的课程，要清楚每一位管理者的特性，培养纵向贯穿的
综合领导能力，领导不只是一个称谓，更是一名优秀的对公司战略分解执行的强有力执
行者。领导力的开发并不单纯的只针对高层管理者，也应在全员中培养领导能力和领导
意识，要注重发挥中层人员的管理潜能。中层管理人员是组织发展的中流砥柱，怎样激
发这些人员的潜能提升他们的领导力，需要寻找新的路径，是很有必要的研究课题
本文将以领导力的情境理论为主要依据，结合笔者在领导能力提升方向上的亲身经
历，对企业中层领导者的管理能力开发应用进行深入探讨，从对自我的认知、提高领导
的组织沟通能力、制定团队发展目标、为下属安排合适的岗位、采用适合的领导风格、
制定合适的激励机制这六个方面分析阐述 HJ 科技公司领导力开发实施过程中存在的问
题并验证我们提升领导力开发手段的正确性
关键词：中层管理人员；领导力开发；情境理论；领导风格；人性化II
Abstract
Theauthor believed that leadership can be demonstrated from internal and external
aspects. Internal aspect includes their self-consciousness, the understanding of their own
ability, clear knowledge that what they want to be and what organizations hope they become.
Besides, internal leadership also includes that learning and exercising the ability to organize
and communicate, and be able to set clear targets of themselves and their teams. Leaders
should set an example in the team. External leadership emphasizes on the ability of leaders
influencing others. A great leader should be able to understand the level of member&39;s ability
and willingness, and to arrange appropriate posts for members. A good leader also need to
adopt different methods according to their characteristics, formulate the corresponding
incentive mechanism, won the trust of the team members and lead them to achieve
organizational goals.
Leadership development is a systematic course. It is necessary to know that every
manager’s characteristics, train longitudinal and comprehensive leadership. Leadership is not
only a name, but also a good strategy to the company decomposition strong performers.
Leadership development is not simple only for top managers, but also for all employees. It
can be noticed that the potential role of middle-level personnel management should be full
played. Middle managers are mainstays of organizational development, so how to inspire the
potential of these workers, improve their leadership is necessary to this research topic.
This article is based on the situation of leadership theory, combining with the author
experience in leadership promotion direction, focuses on management capacity development
and application of the middle-level leaders of the enterprise. This article will analyze six
topics, including the cognition of self, improving organization communication, setting up
team development goals, arranging suitable jobs for subordinates, adopting suitable leadership
style, making the appropriate incentivemechanism. These six topics will state the HJ
technology company leadership development problems that exist in the implementation
process and verify the correctness of development and improvement in leadership.
Key words: Middle managers; Leadership development; Situational theory; Leadership
style; HumanizationIII
目录
第 1 章 引言...1
1.1 选题的背景 ...........1
1.2 选题的目的和意义 ...........1
1.2.1 研究的目的 ....1
1.2.2 研究的意义 ....2
1.2.3 研究的对象 ....2
1.3 本文研究的内容及路线方法 .......2
第 2 章 企业领导力开发相关理论概述.......4
2.1 领导的定义 ...........4
2.2 领导力的定义 .......4
2.2.1 国外有关领导力的概念 ........4
2.2.2 国内有关领导力的概念 ........6
2.3 企业领导力的不同角度认识和研究 .......7
2.3.1 领导力的认知 7
2.3.2 领导力的特质理论 ....8
2.3.3 领导行为方式理论 ....9
2.3.4 领导力的情境理论 ..10
2.4 领导力理论研究的发展新趋势 .12
2.5 领导力研究结论 .12
第 3 章 HJ 科技公司中层管理人员领导力需求、现状与问题分析.......14
3.1 HJ 科技公司企业概况及组织结构情况 ...14
3.2 HJ 公司中层管理者现有领导力调研 .......16
3.3 HJ 公司中层管理者领导力存在的问题分析 .......17
第 4 章 HJ 科技公司中层管理者全面领导力开发方案设计与实施.......20
4.1 HJ 公司领导力开发应遵循的一般原则 ...20
4.2 HJ 公司领导力开发的主要路径 ...20
4.2.1 HJ 公司全面领导力建设.....21
4.2.2 HJ 公司领导梯队建设.........26
4.2.3 HJ 公司全面打造领导力驱动型团队.........26
4.3 HJ 公司中层管理人员领导力开发实施内容 .......27
4.3.1 领导力开发课程培训的具体机构确定 ......27
4.3.2 领导力开发课程培训的主要人员、形式、时间 ..28IV
4.3.3 领导力开发课程的主要框架内容 ..29
4.3.4 领导力开发课程的实时反馈 ..........30
4.4 HJ 公司领导力评估体系和激励机制的建立 ...
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