論文記事
Archer, D., & Cameron, A. (2009, January). "Building Better Relationships." Training Journal, 50–54.
Building Better Relationships offers information on how to build relationships with people from different organizations and cultures. It highlights the need to develop the capability of leaders at all levels to work across organizational boundaries and understand differences in organizational culture.
Craig, T. (2008, April 4). "How to Give Feedback." Personnel Today, 9.
The author of this article discusses how feedback is important to an employee's development. Thus, feedback must be provided in a way that will not lead the employee to become defensive and less likely to use it.
Groysberg, B., & Slind, M. (2012, June). "Leadership Is a Conversation." Harvard Business Review, 90(6) 76–84.
Globalization, technology, and customer expectations are changing the ways management interacts with its employees. The old top-down model is becoming less viable in today's business world. The authors of this article present their research on organizational communication in the 21st century, which finds that "organizational conversations" are the most effective way of getting information to learners. They offer ways to communicate and gain trust in organizations.
"How to Communicate with Employees: The Secrets, and the Benefits, of Effective Communication." (2010, May). Inc., 32(4) 55–58.
This article discusses habits and practices that encourage good communications in the office and offers tips on how to convey messages effectively.
Rosh, L., & Offermann, L. (2013, October). "Be Yourself, But Carefully." Harvard Business Review, 91(10), 135–139.
Many leaders strive to be authentic. Their drive to be authentic, build intimate relationships, and lead their peers can sometimes come at a cost when those leaders are inconsistent, don't think before they speak, or possibly go against the organizational norms. This article provides a five-step process to help leaders become more self-aware so they can be both authentic and effective.
書籍
Byham, T.M., & Wellins, R.S. (2015). Your First Leadership Job: How Catalyst Leaders Bring Out the Best in Others. Hoboken, NJ: Wiley.
This book gives practical advice straight from people who have walked in the shoes of new leaders. Their guidance is coupled with dozens of resources to ensure success as a catalyst leader—one who can spark energy, passion, and commitment in others. Essential tips and core skills are explained so that new leaders can effectively manage their interactions to make the first years as a leader go smoother. Thirteen additional chapters are devoted to critical core leadership competencies, including coaching for success, hiring the very best, planning discussions that can propel performance, and handling the challenges stemming from difficult employees. A special chapter for first-time female leaders also is included.
Byham, W.C. (with Cox, J.). (1998).
Zapp!® The Lightning of Empowerment (Rev. ed.). New York: Ballantine Books.
Structured as a fable, this easy-to-read book shows how to empower employees and create energy within an organization. It also details how to encourage creativity and responsibility so that employees feel that they own their jobs.
Carroll, N.R. (2010). The Communication Problem Solver: Simple Tools and Techniques for Busy Managers. New York: AMACOM.
In The Communication Problem Solver, the author explains the power of clear communication and provides a framework for building work relationships that are productive and collaborative. The book offers managers effective strategies for honing their communication skills and dealing with the people problems that often derail progress.
DDI's Center for Applied Behavioral Research. (2012). Interaction EssentialsSM: What They Are and Why They Matter. Pittsburgh, PA: Development Dimensions International. Retrieved August 22, 2012, from http://www.ddiworld.com/DDIWorld/media/monographs/interactionessentials_mg_ddi.pdf?ext=.pdf
This research presents the skills necessary for a successful interaction—the Key Principles, which ensure people’s personal needs are met, and the Interaction Guidelines, which provide a framework so that the discussion will get results.
Raines, C., & Ewing, L. (2006). The Art of Connecting: How to Overcome Differences, Build Rapport, and Communicate Effectively with Anyone. New York: AMACOM.
The authors offer five core principles based on their Titanium Rule—do unto others according to their druthers—for overcoming differences and connecting on the basis of people’s similarities.
Takash, J. (2008). Results Through Relationships: Building Trust, Performance, and Profit Through People. Hoboken, NJ: Wiley.
For those interested in being successful in business, the author claims building relationships will bring the advancement and success they desire. When people take the time to go beyond the surface of their work relationships, they form personal bonds that are richer and far more rewarding.