Professional Documents
Culture Documents
Ch1 Lanh Dao
Ch1 Lanh Dao
1. NH NGHA LNH O
Theo cch hiu n gin nht, lnh o l mi lin h nh hng gia nhng ngi lnh o v nhng ngi phc tng c mong mun v cc thay i v cc kt qu thc s phn nh mc ch m h chia s.2 Trong khi nim lnh o ny, chng ta quan tm n ba im chnh: - Trc ht, lnh o l mi lin h nh hng xut hin gia nhng con ngi khao kht nhng thay i quan trng v nhng thay i phn nh mc ch c chia s. Nhng ngi nh hng ln nhau trong mi lin h ny bao gm nhng ngi lnh o v ngi phc tng. Mi lin h y l khng th ng gia nhng con ngi. N l s tc ng a chiu, khng cng bc. Nh vy, lnh o l mt quan h thun nghch ch khng phi l nhng g m ngi lnh o mun lm vi ngi phc tng. Trn thc t, trong hu ht cc t chc, cc cn b cp trn nh hng n cp di, nhng nhng ngi di quyn cng nh hng n cn b cp trn. - Th hai, lnh o l tc ng nh hng n con ngi dn n s thay i hng v tng lai mong i. Lnh o c ngha l vic to ra thay i ch khng phi duy tr nguyn trng. Con ngi trong mi lin h nh hng ca lnh o cn nhng thay i quan trng. Hn na, cc thay i cn thit khng phi t pha nhng ngi lnh o m n l s phn nh cc mc ch c nhng ngi lnh o v ngi phc tng cng chia s. S thay i y l hng n kt cc m c ngi lnh o ln nhng ngi phc tng u mong mun. C mt tng lai mong i hay mc ch c chia s lun l ngun ng vin c ngi lnh o ln ngi phc tng. - Th ba, lnh o l mt hot ng ca con ngi v phn bit vi cng vic hnh chnh giy t hay cc hot ng hoch nh. Lnh o xut hin gia nhng con ngi, v tuyt nhin khng phi l iu g phi lm vi con ngi. Lnh o l nh hng n con ngi, do vy, khi c lnh o c ngha l phi c nhng ngi phc tng. Mt c nhn thnh t n tuyt nh nh nh khoa hc, nhc s, vn ng vin in kinh khng phi nh lnh o nh chng ta nh ngha, tr khi h c nhng ngi phc tng.
James MacGregor Burns, Leadership (New York: Harper & Row, 1978), 2. Joseph C. Rost and Richard A. Barker, Leadership Education in Colleges: Toward a 21st Century Paradigm, The Journal of Leadership Studies 7, no. 1 (2000): 312
2 1
Dnh cho kha 32 hc k 2/ 2009 Cc nh lnh o l mt phn quan trng trong qu trnh lnh o, v nhng ngi lnh o i khi cng l nhng ngi phc tng. Ngi lnh o tt phi bit phc tng, v h phi lm gng cho ngi khc. iu ng ch l con ngi c nh lnh o ln ngi phc tng - phi tp hp mt cch tch cc trong vic theo ui s thay i hng n tng lai mong mun. Mi ngi s chu trch nhim c nhn t c tng lai mong mun. i khi chng ta mc phi mt nh kin sai lm cho rng nhng ngi lnh o trn ngi khc, khc ngi khc. Song trn thc t, nhng phm cht cn thit cho ngi lnh o hu hiu li cng l nhng phm cht cn thit i vi ngi phc tng hu hiu.3 Nhng ngi phc tng hu hiu suy ngh v thc hin nhim v vi ngh lc v lng nhit tnh ca mnh. H tn tm vi iu g nm ngoi li ch bn thn, v h dng cm ng ln v iu m h tin tng. Nhng ngi phc tng hu hiu khng phi l ngi ch bit vng li, phc tng mt cch m qung ngi lnh o. Nhng ngi lnh o hu hiu v nhng ngi phc tng hu hiu i cng ch l mt con ngi, ng cc vai tr khc nhau trong nhng khong thi gian khc nhau. L tng nht, lnh o c chia s gia nhng ngi lnh o v nhng ngi phc tng, mi ngi c gn b hon ton v chp nhn trch nhim mc cao hn. Hnh 1. Cc yu t lin quan n khi nim lnh o
nh nh hng Nhng ngi ng h (phc tng) Trch nhim c nhn, chnh trc
Lnh o
Mc ch c chia s
Thay i
Chng ta khng nn xem lnh o nh l g qu sc to tt, v quan trng ha vn , nh th mi vic s n gin hn nhiu. Mi chng ta s t tm kin cc c hi lnh o v nhn ra quan h lnh o gia nhng ngi m chng ta tng tc. C l bn cng nn xem chnh bn l ngi lnh o, hoc bn bit rng mnh mun tr thnh nh lnh o. Ngi lnh o c th c mi hnh thc v tm c, v thm ch nhiu nh lnh o ang lm vic mt cch m thm. Lnh o em li nhng kt qu ln lao li thng bt u t nhng iu nh nht. C cc c hi lnh o quanh ta, n lin quan n nh hng v thay i hng n mc tiu, thnh qu mong mun. Khng c lnh o, cc gia nh, cc cng ng ca
Robert E. Kelley, In Praise of Followers, Harvard Business Review, (NovemberDecember 1988): 142148.
3
Dnh cho kha 32 hc k 2/ 2009 chng ta cng nh cc t chc ca chng ta s sp tng mnh. Nhng ngi lnh o t chc trong tng lai xut hin t bt c u v khp ni, c th nh l h lun lun c mt. Bn c th bt u t by gi, bt k u, rn luyn s lnh o trong cuc i mnh. Lnh o l mt cch t duy v hnh ng mi ngy lm cht g vi danh ngha hay v tr chnh thc trong mt t chc. Hn lc no ht, nhng ngi lnh o kinh doanh cn hiu nguyn l ny trong th gii ca th k 21.
Dnh cho kha 32 hc k 2/ 2009 th k 21, c c nhng iu m hu nh ngi ta cha bao gi ng ti trong sut th k 20: 1. Sau mt s nm tng trng mnh m, bong bng Internet n tung, dn n tht bi ca nhiu cng ty v s i xung nhanh chng ca cc chng khon cng ngh. 2. Nhng k khng b s dng my bay ca hng hng khng Hoa k tn cng vo Lu Nm Gc v Trung Tm Thng Mi Th Gii ti New York cp i sinh mng ca hng ngn ngi v hu nh lm khng li hot ng kinh t khng ch M m trn ton th gii. 3. Cng ty Enron, con cng ca Ph Un, v l sn phm biu trng ca qun tr hin i, sp bi mt chui phc tp cc hnh x v nguyn tc, i khi l do cc i tc v nhng mu k ton bt hp php ang to ra hiu ng mi n a nhiu cng ti v cc nh qun tr hot ng phm php v v nguyn tc ra nh sng. Hu ht cc nh lnh o, c trong qun s, kinh doanh, cng quyn, gio dc, gii th thao cng nh ngh thut nhn thc rng duy tr n nh trong mt th gii thay i nhanh v su rng nh vy chc chn s tht bi. Theo l thuyt hn n, m hnh mi v lnh o nhn thc rng chng ta ng sng trong mt th gii c xc nh bi tnh ngu nhin, khng chc chn v cc s kin nh thng c hu qu to ln v rng khp. Thay i v khng hong tr thnh chun mc cho nhiu cng ty.4 Nhng nh lnh o tt nht trong thi i ngy nay chp nhn s khng th trnh khi ca thay i v khng hong v tha nhn chng nh l ngun nng lng tim n v t i mi. Thay v b gc ng, h pht trin cc k nng qun tr khng hong gip cho t chc ca h vt qua bo tp v hng v iu g tt p hn. Thay i lan ta khp trong mi trng, n dy cho cc nh lnh o tch cc l phi nm ly v sng to ra thay i trong t chc c th pht trin nhng c nhn ngi cng nhn, a t chc tin ln pha trc. Nhng ngi lnh o tt nht lun bit rng nhng li ch lin quan ti s n nh ch l hoang ng; v rng khi mi th khng thay i, ngha l h cht.
Ian Mitroff with Gus Anagnos, Managing Crises Before They Happen (New York: AMACOM, 2001)
Dnh cho kha 32 hc k 2/ 2009 lm vic trong cc t chc khng cho h cc c hi tham gia v hc tp. Khi m tt c nhng g t chc cn l nhng ngi cng nhn vn hnh my mc tm gi mi ngy, h thng mnh lnh-kim sot truyn thng vn hnh kh tt, khi y t chc khng c c li ch g t trong tm tr ca nhn vin. Ngy nay, khng cn ai c kh nng kim sot tm tr ca ngi cng nhn ti cng. Thnh cng ty thuc vo nng lc tr c v tt c cc nhn vin, v nhng ngi lnh o phi i mt vi thc tin khng th chi ci c: l nh ca my mc c th chim hu, cn con ngi th khng. Mt trong nhng cng vic kh khn nht ca ngi lnh o l phi hng dn nhng ngi cng nhn s dng nng lc ca h mt cch hu hiu v c trch nhim bng cch to ra v pht trin mt bu khng kh tn trng v pht trin v tt c cc nhn vin.5
Dnh cho kha 32 hc k 2/ 2009 thng, v hiu nhau. T duy ng nht tng ln, tuy nhin c th li l mt thm ha trong mt th gii ang tr nn a quc gia v a dng ha. Th gii ang dch chuyn nhanh chng theo hng a dng ha c tm mc quc gia ln quc t. a a dng ha vo t chc l cch thc thu ht nhng ngi ti v pht trin mt t chc c tm nhn thc rng ri pht trin nhanh trong th gii a quc gia. T chc s b thit hi khi nhng ngi lnh o ca h khng p ng vi mi trng a dng ha ngy nay. Danh ting ca cc cng ty ni ting nh Coca-Cola, Texaco, v Mitsubishi c th b e da bi cc vn v chng tc hay gii tnh.
Jerry Useem, Tyrants, Statesmen, and Destroyers (A Brief History of the CEO), Fortune, (November 18, 2002): 8290. 10 Bethany McLean, Why Enron Went Bust, Fortune (December 24, 2001): 5868; John A. Byrne, Mike France, Wendy Zellner, The Environment Was Ripe for Abuse, BusinessWeek (February 25, 2002): 118120. 11 Patricia Sellers, The New Breed, Fortune (November 18, 2002): 6676.
Dnh cho kha 32 hc k 2/ 2009 phn nhiu v nhng kh nng ca h. Albert J. Dunlap lm nn danh hiu m tng c mnh danh Ca st v nhng chin thut ct gim lin tc ti cc cng ty nh Scott Paper v Sunbeam Corp gia nhng nm 1990. Trong t truyn ca mnh, tot ln t tng coi lnh o l ngi hng, Dunlap t tn dng mnh rng Hu ht cc tng gim c c tr cng mt cch qu ng, nhng ti xng ng c 100 triu la. Ti l mt siu sao trong lnh vc ca ti, ging nh Michael Jordan trong mn bng r.12V ri, chng ta chng kin, nhng xoay chuyn tnh th ca Dunlap tiu tan thnh my khi, bi ch da vo nhng mo k ton ngn hn. Nhng c gng ca Dunlap thu v cho ng hng triu la nhng a cc cng ty, cc nhn vin, v cc c ng ri vo tnh th khn qun hn trc. Mc d, c th a s cc nh lnh o ni ting khng quan tm nhiu, nhng vng xoy o c gn y trong th gii kinh doanh gp phn vo s dch chuyn y xa thi lnh o c nhn nh ngi hng. M hnh mi ang dn chuyn dch ngi lnh o, h lm vic cn c, ng lm nn, thm lng to dng mt cng ty vng mnh thng qua s h tr v pht trin ngi khc ch khng tn dng kh nng v nhng thnh cng ca mnh.13 M hnh ngi lnh o mi c m t hu nh vng bng hon ton ci ti. Jim Collins, gi kha cnh mi ny l lnh o mc nm. Tri ngc vi ngi lnh o nh ngi hng nhng ngi lnh o mc nm hu nh l n dt v khng khoe khoang. Mc du h chp nhn hon ton trch nhim v nhng li lm, kt qu km v tht bi. H ni v thnh cng ca t chc h nh th h ngi trong khi mi ngi lm tt c mi vic. T gc c nhn, h l ngi khim tn, song nhng ngi lnh o th h mi c tham vng cao vi t chc, h c quyt tm si sc to ra cc kt qu v i v bn vng. H pht trin mt i ng cc nh lnh o ng tin cy nh t chc, to ra mt vn ha tp trung vo hiu sut v s chnh trc. Nhng nh lnh o ch coi trng bn thn thng to nn mt t chc vy quanh mt ngi hng vi hng ngn ngi gip vic. Tri li, nhng ngi lnh o mi suy ngh, to dng t chc ca h vi nhiu nh lnh o mnh c th bc ti trc, duy tr thnh cng ca t chc lu di trong tng lai. Cc nh lnh o ny mun mi ngi trong t chc phi pht trin y nht tim nng ca h. Ni tm li nh lnh o ngy nay l mt c nhn khim tn v ngi xy dng t chc y tham vng. H c to dng mt t chc mnh bng mt nn vn ha ci m, ch khng phi l th bc, nhn mnh vo ci thin lin tc v tng trng vng chc, trit kh ci ti ca mnh v chia s tin cy vi nhn vin v tp trung vo thnh cng di hn ch khng phi l li nhun ngn hn.
3. QUN TR V LNH O
S dch chuyn t m hnh c n m hnh mi cng phn nh mt s dch chuyn t cch tip cn qun tr theo tnh hp l truyn thng nhn mnh tnh n nh v kim sot sang cch tip cn lnh o coi trng s thay i, trao quyn, v cc quan h. Trong m hnh c, cch tip cn qun tr truyn thng vn hnh tt, nhng m hnh mi i hi cc nh qun tr cng tr thnh cc nh lnh o hu hiu. Nhng nh iu
Useem, Tyrants, Statesmen, and Destroyers. James Collins, Good to Great: Why Some Companies Make the Leap...And Other Dont (New York: HarperCollins 2001).
13
12
Dnh cho kha 32 hc k 2/ 2009 hnh nh Reuben Mark hng theo mt thc ti mi v kt hp cc phm cht lnh o vi cc k nng qun tr theo tnh hp l. Chng ta s nghin cu su hn lnh o bng vic xem xt s khc bit gia qu trnh lnh o vi qun tr. Qun tr c th nh ngha nh l vic t cc mc tiu ca t chc mt cch c hiu lc v hiu qu thng qua hoch nh, t chc, b tr nhn s, nh hng, v kim sot cc ngun lc ca t chc. Gn y c nhiu ti liu vit v s khc bit gia qun tr v lnh o. Tuy nhin, c th l do qu nhn mnh vo s cn thit ca lnh o, cc nh qun tr i khi b gn vi nhng n tng my tt p. Cc nh qun tr v cc nh lnh o vn khng phi l nhng kiu ngi khc nhau, nhiu nh qun tr hon ton c sn cc kh nng v phm cht cn thit tr thnh cc nh lnh o hu hiu. Lnh o khng th thay th qun tr, m n nn thm vo cho qun tr. V d, ColgatePalmolive, Reuben Mark r rng thc hin qun tr tt, chng hn nh kim sot chi ph, thit lp cc mc tiu v k hoch, to ra s phi hp v gim st cc hot ng v hiu sut ca cng ty. Tuy nhin, ng cng cn l mt nh lnh o ti gii cung cp vin cnh v cm hng cho nhn vin, gi mt tm nhn tng lai di hn, to lp mt nn vn ha cho php nhng ngi khc pht trin v nng ng, xy dng mt mi trng nui dng tnh trung thc v trch nhim. C cc nh qun tr tt c cc cp ca t chc ngy nay m h cng l nhng nh lnh o gii, hu ht mi ngi c th pht trin cc phm cht cn thit cho mt nh lnh o hu hiu. Bng: Phn bit gia nh qun tr v ngi lnh o
nh hng Sp xp con ngi Quan h Qun tr Hoch nh, lp ngn sch Quan tm n nhng vn cn bn T chc, phn cng, iu khin, to lp cc ranh gii Tp trung vo mc tiu- Sn xut/bn cc sn phm dch v Da vo quyn lc v th Hnh ng nh ng ch Gi khong cch v cm xc Suy ngh chuyn mn Ni Tun th Hiu r t chc Lnh o To vin cnh, chin lc Quan tm n tm nhn thc v tng lai di hn To lp vn ha v cc gi tr chia s Gip ngi khc pht trin Gim cc ranh gii Tp trung vo con ngi- truyn cm hng v ng vin ngi phc tng Da vo quyn lc c nhn Hnh ng nh ngi hng dn, ng vin v phc v Lin kt xc cm (tri tim) Suy ngh ci m (Quan tm) Lng nghe Khng theo khun php Hiu r bn thn
3.1Cung cp nh hng
C nh lnh o v qun tr u lin quan n vic cung cp nh hng cho t chc nhng gia h cng c nhng s khc bit nht nh. Cc nh qun tr tp trung vo vic thit lp cc k hoch v tin chi tit t c cc kt qu c th. Lnh o cn to ra mt vin cnh tng lai v pht trin cc chin lc tm nhn xa to ra nhng thay i cn thit t c vin cnh . Trong khi qun tr cn phi theo di nhng iu cn bn, then cht v cc kt qu ngn hn, th lnh o li quan tm n tm nhn thc v tng lai di hn. Vin cnh l mt bc tranh v tng lai mong mun y tham vng cho t chc hay nhm. thuyt phc nhng ngi phc tng, vin cnh phi l ci m mi ngi u thy c lin quan v chia s. Mt 8
Dnh cho kha 32 hc k 2/ 2009 nghin cu v 100 cng ty tt nht M, ca tp ch Fortune ngi ta nhn thy hai din mo xut hin nhiu nht cc cng ty v i l mt nh lnh o c vin cnh, tc ng mnh m v mt thc v mc ch trn c vic tng gi tr cho cc bn hu quan.
Dnh cho kha 32 hc k 2/ 2009 khng phi l cng ch. Nhng ngi phc tng c trao quyn ra nhiu quyt nh v bn thn h. Lnh o c gng lm vic khuyn khch, thch thc v li ko ch khng phi l y ngi ta ti mc tiu. Vai tr ca lnh o l li cun, tip sc mnh cho con ngi, ng vin h, thng qua s tha nhn ch khng phi l thng hay pht. Quyn lc nu chng ta mun s dng t ny ch s nh hng mnh m ca lnh oxut pht t phm cht c nhn ca ngi lnh o. Lnh o khng nht thit phi gi mt cng v quyn lc chnh thc, trong khi nhiu ngi gi cng v chnh thc cha hn thc hin c s lnh o. Ngun quyn lc khc nhau l mt trong nhng s phn bit quan trng gia qun tr v lnh o. Tch khi cng v chnh thc ngi ta c cn phc tng nh lnh o hay khng? Lnh o thc s ty thuc vo bn l ai ch khng ty thuc vo bn c cng v v chc danh no.
14
Abraham Zaleznik, Managers and Leaders: Are They Different? Harvard Business Review (MarchApril 1992): 126135. 15 Bennis, Why Leaders Cant Lead.
10
Dnh cho kha 32 hc k 2/ 2009 lm cho ti mun t mnh qun l theo cch thc tng t. Ti mun l mt phn trong th gii ca h.16 Nhng nh lnh o chn chnh cn nhiu n s khn ngoan ngoi cc th lc trong bn thn h. V d, cc nh lnh o hng ti tinh thn ci m n nhn cc tng mi ch khng phi l tm hn bo th ph phn cc tng mi. Nhng ngi lnh o quan tm n ngi khc v to dng cc lin kt c nhn hn l duy tr khong cch v cm xc. Cc nh lnh o lng nghe v thu hiu nhng g con ngi mong mun v cn thit hn l ni nhng li khuyn v mnh lnh. Cc nh lnh o sn lng chp nhn tr thnh nhng ngi khng theo khun php, khng ng v t chi khi n phc v cho nhng li ch ln hn, v chp nhn khng theo l thi vi ngi khc hn l c p mi ngi vo mt quan im chung. H v nhng ngi khc vt ra khi cc ranh gii v nh kin, chp nhn ri ro, v li lm hc tp v pht trin. Hn na, cc nh lnh o thng thn vi bn thn v ngi khc n mc c th truyn cm hng v s tin cy. H t cc chun mc cao v tinh thn bng cch lm nhng cng vic ng ch khng phi theo cc tiu chun c thit lp bi ngi khc. Lnh o chp nhn h thp c nhn, bi cc nh lnh o c th b xc phm, chp nhn ri ro, khi xng thay i ni chung s chm trn vi s chng i. Sng to kt qu S khc bit cng d nhn thy gia nh qun tr v lnh o l ch h to ra hai kt qu khc bit nhau. Cc nh qun tr duy tr mt mc n nh, c th d on trc, v th bc thng qua mt vn ha hiu qu. Cc nh qun tr tt gip cho t chc lin tc t c cc kt qu ngn hn v p ng cc k vng ca cc bn hu quan khc nhau. Tri li, lnh o to ra s thay i trong mt vn ha c tnh chnh trc m gip cho t chc thnh vng trn mt on ng di bng vic khuyn khch tnh ci m, trung thc, cc quan h tch cc, v hng vo di hn. Lnh o khch l lng can m ra nhng quyt nh kh khn v khng theo thng l m i khi phi hy sinh cc kt qu ngn hn. Lnh o ngha l i hi v thch thc tnh th hin ti, sao cho cc chun mc li thi, khng hu ch v khng c trch nhim x hi phi c thay th p ng vi cc thch thc mi. Lnh o tt c th dn n thay i cc k gi tr, nh sn phm dch v mi, ginh khch hng mi hay bnh trng th trng. Nh vy mc d qun tr tt cn thit gip t chc p ng cc cam kt hin ti, nhng lnh o tt li cn thit dch chuyn t chc n tng lai.
11
17
Susan R. Komives, Nance Lucas, Timothy R. McMahon, Exploring Leadership:For College Students Who Want to Make a Difference (San Francisco: JosseyBass Publishers, 1998): 38.9
12
18
Shann R. Ferch and Matthew M. Mitchell, Intentional Forgiveness in Relational Leadership: A Technique for Enhancing Effective Leadership, The Journal of Leadership Studies 7, no. 4 (2001): 7083. 19 James MacGregor Burns, Leadership (New York: Harper & Row, 1978); Bernard M. Bass, Current Developments in Transformational Leadership, The Psychologist-Manager Journal 3, no.1 (1999): 521. 20 Robert K. Greenleaf, The Servant as Leader (Indianapolis: The Robert Greenleaf Center, 1970); Mary Sue Polleys, One Universitys Response to the Anti-Leadership Vaccine: Developing Servant Leaders, The Journal of Leadership Studies 8, no. 3 (2002): 117130.52
13
14
NH GA TIM NNG CA BN Bn c th nh gi tim nng lnh o ca chnh bn thn mnh bi cch hon thnh bng cu hi t nh gi ca lnh o.
Tim nng lnh o ca bn
Cc cu hi 1-6: V bn hin nay Cu 7-22 Bn nh th no nu bn ng u mt b phn ln trong mt cng ty. Cu tr li ng /khng cho bit mc m t bn mt cch chnh xc hay bn mun c thc hin mi hnh ng Hin nay 1. Khi bn c mt s cng vic hay cc bi tp v nh, bn c thit lp cc u tin hay t chc cng vic thc hin ng hn khng? . 2. Khi c nhng bt ng nghim trng, bn c dng li v tranh lun n khi n c gii quyt hon ton khng? 3. Bn c thch ngi trc my tnh hn l b nhiu thi gian cho mi ngi khng?........ 4. Bn c li ko ngi khc trong cc hnh ng hay khi c cc tranh lun khng?..... 5. Bn c bit vin cnh di hn cho ngh nghip ca mnh, gia nh mnh v cc hot ng khc?.... 6. Khi gii quyt vn bn c thch phn tch mi vic, v nh mt nhm ngi thc hin n hay khng?....... Nu ng u b phn 7. Bn c gip cc thuc cp lm r cc mc tiu v cch thc t c cc mc tiu khng?..... 8. Bn c cho mi ngi thy ngha ca s mnh hay mc ch cao hn khng?..... 9. Bn c lm cc cng vic xy ra ng thi gian khng?...... 10. Bn c theo di cc c hi sn phm hay dch v mi khng?....... 11. Bn c s dng cc chnh sch v th tc nh l nhng ch dn gii quyt vn hay khng?.... 12. Bn c thc y cc gi tr v nim tin c o khng?...... 13. Bn c s dng cc phn thng tin bc vi cc thnh tch cao t thuc cp khng?...... 14. Bn c truyn cm hng tin cy t mi ngi trong t chc khng?..... 15. Bn c mt mnh lm cc cng vic quan trng khng?....... 16. Bn c gi ra cc cch thc mi v c o thc hin cc cng vic khng?..... 17. Bn c tin cy mi ngi lm tt cng vic ca h khng?..... 18. Bn c din t bng li cc gi tr cao hn m bn v t chc theo ui khng?..... 19. Bn c thit lp cc th tc gip b phn mnh lm vic tri chy khng?..... 20. Bn c t cu hi ti sao v mi th ng vin ngi khc?...... 21. Bn c thit lp cc gii hn hp l cho cc tip cn mi khng?...... 22. Bn c biu th s khng khun php x hi nh l mt cch thc y thay i khng?...... Tnh im v gii thch. m cc cu tr li c cho cc cu s chn v cc cu hi l. So snh hai con s ny. Cc cu chn th hin hnh vi v hot ng c trng ca lnh o. cc nh lnh o c nhng c tnh lin quan n tng, gi tr, vin cnh, v thay i. H thng s dng cch tip cn trc gic pht trin cc tng mi m v tm kim cc hng mi cho b phn v t chc. Cc cu l c xem nh l cc hot ng c trng qun tr hn. Cc nh qun tr p ng cc vn t chc theo cch v tnh hn, ra quyt nh hp l v lm vic v s n nh v hiu qu. Nu bn tr li c nhiu hn cc cu chn bn c cc phm cht ca nh lnh o tim tng. Ngc li bn s c phm cht qun tr mnh hn. Cc phm cht lnh o c th pht trin hay ci thin vi nhn thc v kinh nghim.
15