團(tuan)(tuan)隊的(de)(de)(de)領導者在(zai)(zai)帶領一(yi)個(ge)小團(tuan)(tuan)隊的(de)(de)(de)時(shi)候(hou)非(fei)常(chang)勝任(ren)，但是當他帶一(yi)個(ge)大團(tuan)(tuan)隊的(de)(de)(de)時(shi)候(hou)，有時(shi)候(hou)就(jiu)玩不(bu)轉。其中(zhong)一(yi)個(ge)很(hen)重要的(de)(de)(de)原因是他的(de)(de)(de)領導方(fang)式(shi)(shi)比較單一(yi)。因為(wei)在(zai)(zai)一(yi)個(ge)大的(de)(de)(de)團(tuan)(tuan)隊里面，員(yuan)工(gong)(gong)(gong)可(ke)能(neng)處(chu)于(yu)不(bu)同(tong)的(de)(de)(de)發展階(jie)(jie)段，同(tong)時(shi)工(gong)(gong)(gong)作任(ren)務(wu)也會比較復雜。所(suo)以要基于(yu)員(yuan)工(gong)(gong)(gong)不(bu)同(tong)發展階(jie)(jie)段，在(zai)(zai)不(bu)同(tong)任(ren)務(wu)下采取不(bu)同(tong)的(de)(de)(de)領導方(fang)式(shi)(shi)。這就(jiu)是情景領導力。如(ru)果用(yong)工(gong)(gong)(gong)作能(neng)力和工(gong)(gong)(gong)作意(yi)愿(yuan)這兩個(ge)維(wei)度來(lai)對員(yuan)工(gong)(gong)(gong)進(jin)行分類，一(yi)共可(ke)以劃分為(wei)四(si)種類別。
第(di)一種，就(jiu)是他的工作(zuo)(zuo)能(neng)力弱(ruo)，工作(zuo)(zuo)意愿強。
第二種(zhong)，就是工(gong)作(zuo)意愿低，工(gong)作(zuo)能(neng)力也(ye)差。
第(di)三種，就是能力強，但是意愿弱。
第四種(zhong)，就是(shi)能力強，意愿(yuan)也強。
針對這4種不同的員工，需要采取不同的領導方式。
第一種，針對員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)能力差，但是(shi)(shi)工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)意愿強這(zhe)種情(qing)況。應該采取告知式(shi)(shi)或者指令式(shi)(shi)的(de)(de)領導(dao)方式(shi)(shi)。這(zhe)種情(qing)況一般是(shi)(shi)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)剛(gang)(gang)剛(gang)(gang)進(jin)(jin)(jin)入職場，工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)熱(re)情(qing)比較高(gao)，但是(shi)(shi)因(yin)為工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)時(shi)間比較短，他(ta)的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)經(jing)驗比較少，工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)能力比較弱。這(zhe)個時(shi)候(hou)，需(xu)要(yao)采取告知式(shi)(shi)或者指令式(shi)(shi)的(de)(de)這(zhe)種領導(dao)方式(shi)(shi)。需(xu)要(yao)給(gei)予員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)的(de)(de)非常明確的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)說明，給(gei)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)提(ti)供詳(xiang)細的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)指導(dao)，并且嚴格的(de)(de)去(qu)(qu)監(jian)督員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)過程(cheng)，并且要(yao)求員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)及時(shi)的(de)(de)進(jin)(jin)(jin)行反饋。每(mei)周或每(mei)個月都要(yao)跟員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)一起去(qu)(qu)制(zhi)定他(ta)的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)計劃，在工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)過程(cheng)中去(qu)(qu)給(gei)予詳(xiang)細的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)指導(dao)，每(mei)月都需(xu)要(yao)跟員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)一起去(qu)(qu)進(jin)(jin)(jin)行工(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)(zuo)總結和復盤。
第二種，就員工(gong)(gong)(gong)他(ta)的(de)(de)(de)工(gong)(gong)(gong)作能力也比較(jiao)(jiao)弱(ruo)，然后(hou)工(gong)(gong)(gong)作意愿(yuan)也比較(jiao)(jiao)弱(ruo)。這(zhe)種情況(kuang)一(yi)般是發(fa)生在員工(gong)(gong)(gong)進入企業之后(hou)，工(gong)(gong)(gong)作了(le)一(yi)段時間之后(hou)。他(ta)的(de)(de)(de)工(gong)(gong)(gong)作能力和工(gong)(gong)(gong)作經驗仍然在積(ji)累的(de)(de)(de)過程中，但是他(ta)的(de)(de)(de)意愿(yuan)逐(zhu)(zhu)漸(jian)(jian)降低(di)，工(gong)(gong)(gong)作熱情逐(zhu)(zhu)漸(jian)(jian)的(de)(de)(de)下(xia)降了(le)。在這(zhe)種情況(kuang)下(xia)，領導(dao)方式(shi)(shi)就應該發(fa)生改變。這(zhe)個時候應該采(cai)取教(jiao)練式(shi)(shi)的(de)(de)(de)，或者(zhe)說服式(shi)(shi)的(de)(de)(de)這(zhe)種領導(dao)方式(shi)(shi)，明確的(de)(de)(de)工(gong)(gong)(gong)作，說明詳細的(de)(de)(de)工(gong)(gong)(gong)作指導(dao)，嚴格的(de)(de)(de)監(jian)督依然要繼續。同時針(zhen)對他(ta)的(de)(de)(de)工(gong)(gong)(gong)作意愿(yuan)比較(jiao)(jiao)弱(ruo)的(de)(de)(de)情況(kuang)，要及(ji)時的(de)(de)(de)去(qu)傾聽他(ta)的(de)(de)(de)意見和心聲，去(qu)鼓(gu)勵(li)他(ta)，去(qu)讓(rang)他(ta)去(qu)采(cai)取積(ji)極的(de)(de)(de)行動(dong)。對于(yu)他(ta)取得(de)的(de)(de)(de)進步，要及(ji)時的(de)(de)(de)給予(yu)贊(zan)揚和肯定(ding)。對于(yu)他(ta)工(gong)(gong)(gong)作中遇(yu)到的(de)(de)(de)問題，要及(ji)時的(de)(de)(de)給予(yu)幫助。
第(di)三種，就是員工能力比較強，但(dan)(dan)是意(yi)(yi)(yi)愿比較弱的(de)(de)(de)(de)員工。經過了(le)一(yi)段(duan)時間的(de)(de)(de)(de)積(ji)累之后，他(ta)(ta)(ta)(ta)(ta)的(de)(de)(de)(de)經驗和(he)能力都(dou)得到(dao)了(le)提升(sheng)，日(ri)漸成熟。但(dan)(dan)是他(ta)(ta)(ta)(ta)(ta)的(de)(de)(de)(de)工作意(yi)(yi)(yi)愿不太穩定時好時壞。在這(zhe)(zhe)(zhe)種情(qing)況下，就應該(gai)采取與第(di)一(yi)和(he)第(di)二階段(duan)完全不同(tong)的(de)(de)(de)(de)這(zhe)(zhe)(zhe)種領導方(fang)式。也就是不再需要去(qu)給(gei)予他(ta)(ta)(ta)(ta)(ta)非常(chang)明(ming)確(que)的(de)(de)(de)(de)這(zhe)(zhe)(zhe)種說明(ming)和(he)詳細的(de)(de)(de)(de)工作指導，而(er)是應該(gai)去(qu)更(geng)(geng)多(duo)的(de)(de)(de)(de)去(qu)采取一(yi)種去(qu)傾聽他(ta)(ta)(ta)(ta)(ta)的(de)(de)(de)(de)意(yi)(yi)(yi)見和(he)心(xin)聲，去(qu)給(gei)他(ta)(ta)(ta)(ta)(ta)更(geng)(geng)多(duo)的(de)(de)(de)(de)鼓勵，然后給(gei)他(ta)(ta)(ta)(ta)(ta)的(de)(de)(de)(de)幫(bang)助。對于他(ta)(ta)(ta)(ta)(ta)的(de)(de)(de)(de)進步給(gei)予更(geng)(geng)多(duo)的(de)(de)(de)(de)這(zhe)(zhe)(zhe)種肯定，給(gei)予他(ta)(ta)(ta)(ta)(ta)更(geng)(geng)多(duo)的(de)(de)(de)(de)反饋，鼓勵他(ta)(ta)(ta)(ta)(ta)去(qu)提升(sheng)他(ta)(ta)(ta)(ta)(ta)的(de)(de)(de)(de)工作意(yi)(yi)(yi)愿提高(gao)，他(ta)(ta)(ta)(ta)(ta)的(de)(de)(de)(de)工作熱情(qing)。
第四(si)種，就是(shi)員工(gong)(gong)(gong)(gong)在(zai)這(zhe)個(ge)階段(duan)，他(ta)的(de)工(gong)(gong)(gong)(gong)作(zuo)(zuo)能(neng)力也比(bi)較(jiao)強(qiang)，工(gong)(gong)(gong)(gong)作(zuo)(zuo)意愿也比(bi)較(jiao)強(qiang)。這(zhe)個(ge)階段(duan)一般是(shi)員工(gong)(gong)(gong)(gong)在(zai)公(gong)司進入了一個(ge)非常穩定的(de)發(fa)展(zhan)階段(duan)。他(ta)也認識到了工(gong)(gong)(gong)(gong)作(zuo)(zuo)的(de)這(zhe)種價值，工(gong)(gong)(gong)(gong)作(zuo)(zuo)熱情比(bi)較(jiao)高，這(zhe)個(ge)時候(hou)他(ta)的(de)經驗(yan)也比(bi)較(jiao)豐(feng)富，工(gong)(gong)(gong)(gong)作(zuo)(zuo)能(neng)力也比(bi)較(jiao)強(qiang)。在(zai)這(zhe)種狀態下，就應該采取授(shou)權(quan)式的(de)或(huo)者(zhe)激勵(li)式的(de)這(zhe)種領導方(fang)式。給予員工(gong)(gong)(gong)(gong)的(de)高度的(de)信任、放權(quan)，放手讓員工(gong)(gong)(gong)(gong)然(ran)后自己去(qu)做(zuo)。要去(qu)激勵(li)他(ta)，去(qu)挑(tiao)戰更高的(de)這(zhe)種工(gong)(gong)(gong)(gong)作(zuo)(zuo)目(mu)標，然(ran)后去(qu)承擔(dan)更大的(de)工(gong)(gong)(gong)(gong)作(zuo)(zuo)職責。
針對(dui)(dui)員工(gong)在四個不同的(de)(de)(de)(de)發(fa)展階段所(suo)(suo)采取(qu)的(de)(de)(de)(de)不同的(de)(de)(de)(de)領(ling)(ling)導(dao)方式(shi)，領(ling)(ling)導(dao)方式(shi)不是(shi)一成不變(bian)(bian)的(de)(de)(de)(de)，隨著工(gong)作(zuo)任(ren)(ren)務或(huo)者工(gong)作(zuo)環(huan)境的(de)(de)(de)(de)改變(bian)(bian)，員工(gong)所(suo)(suo)處在的(de)(de)(de)(de)發(fa)展階段，它是(shi)會去變(bian)(bian)化的(de)(de)(de)(de)。比如對(dui)(dui)于任(ren)(ren)務A，員工(gong)可(ke)能(neng)(neng)是(shi)處于第(di)一發(fa)展階段。但是(shi)如果換了一個任(ren)(ren)務，換成任(ren)(ren)務B的(de)(de)(de)(de)時(shi)候(hou)，員工(gong)可(ke)能(neng)(neng)會從第(di)一發(fa)展階段快速的(de)(de)(de)(de)進入到第(di)二和第(di)三發(fa)展階段。所(suo)(suo)以這個時(shi)候(hou)就(jiu)需(xu)要去針對(dui)(dui)他(ta)當時(shi)的(de)(de)(de)(de)這個任(ren)(ren)務情景，去采取(qu)不同的(de)(de)(de)(de)領(ling)(ling)導(dao)方式(shi)。所(suo)(suo)有的(de)(de)(de)(de)團(tuan)隊管(guan)理(li)者只有很好的(de)(de)(de)(de)去掌握了這種情景領(ling)(ling)導(dao)力，才能(neng)(neng)更好的(de)(de)(de)(de)帶(dai)領(ling)(ling)團(tuan)隊走得更遠，這就(jiu)是(shi)情景領(ling)(ling)導(dao)力。
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