六种方式造就你的领导力

主题：职场精英：六种方式造就你的领导力

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优秀领导者所具备的六种能力

Leadership

is

a

big,

vague,

amorphous

topic.

We

can

write

about

great

leaders

at

great

length.

B

tically

speaking,

how

do

you

become

one?

“

领导力

”

是一个宏大、模糊而虚无的话题，我们可以为优秀的领导者写 出连篇累牍的传记。但讲点实在的，

怎样才能成为一名优秀的领导者呢？

A

good

start

is

to

focus

on

leadership

styles.

Daniel

Goleman,

who

popularized

the

notion

of

“em

intelligence”

，

has

described

the

following

six

different

styles

that

leaders

use

to

motivate

others

。

首先最好是关注领导方式。推广了

“

情商

”

概念 的戈尔曼

(Daniel

Goleman)

< br>，曾把领导者用以激励他人的方式

面说到的六类。

Our

view

is

these

are

not

mutually

exclusive.

You

don't

need

to

adopt

one

and

ignore

the

others.

r,

the

best

leaders

move

among

these

styles,

using

the

one

that

meets

the

needs

of

the

moment.

Th

hem

all

as

part

of

your

management

repertoire

。

我们的观点是，这些方式并非相互 排斥。你不需要采用一种而忽略其他。相反，最优秀的领导者不会总是选

种方式，而是哪 种方式能满足当下的需要，就采用哪种方式。你要把这些方式当成自己整个管理艺术的一部分。

< br>

Visionary.

This

style

is

most

appropriate

when

an

organization

needs

a

new

direction.

Its

goal

is

t

e

people

towards

a

new

set

of

shared

dreams.

“Visionary

leaders

articulate

wh

ere

a

group

is

going,

b

how

it

will

get

there

-

setting

people

free

to

innovate,

experiment,

take

calculated

risks,”

writes

Golema

愿景式

(Visionary)

。当一个组织需要有新的方向时，这种方式最为合适。它的目的是鼓动人们朝着一系列新

愿景而前进。戈尔曼写道，愿景式领导者为团队指明前进目标，而不是到达目标的方式，这让 人们能够充分地创

炼、承担可能的风险。

Coaching.

This

one-on-one

style

focuses

on

developing

individuals,

showing

them

how

to

improve

erformance,

and

helping

to

connect

their

goals

to

the

goals

of

the

organization.

Coaching

works

best

mployees

who

show

initiative

and

want

more

professional

development.

But

it

can

backfire

if

it's

perce

s

“micromanaging”

an

employee,

and

undermines

his

or

her

self

-confiden ce

。

辅导式

(Coaching)

。这种一 对一的方式侧重的是人员的培养，教他们学会怎样提升绩效，并帮助他们把个人

组织目标 结合起来。在显示出主动性、希望在专业上进一步提升的员工身上，辅导发挥的作用最大。但如果被视

Affiliative.

This

style

emphasizes

the

importance

of

team

work,

and

creates

harmony

in

a

group

by

ecting

people

to

each

other.

It's

particular

valuable

when

you

need

to

improve

team

harmony,

increase

e,

and

repair

communication

or

repair

broken

trust

in

an

organization.

But

it

has

its

drawbacks.

An

ex

emphasis

on

group

praise

can

allow

poor

performance

to

go

uncorrected,

and

lead

employees

to

bel

at

mediocrity

will

be

tolerated

。

亲和式

( Affiliative)

。这种方式强调团队协作的重要性，并在人与人之间建立一种 纽带，形成一个和谐的团体

需要在组织中增进和谐、提高士气并修复沟通或受损的信任关 系时，这种方式尤其有用。但它也有缺点。过分倚

队的表扬，可能会放任低劣的绩效得不 到改正，并让员工相信他们是可以碌碌无为的。

Democratic.

This

style

draws

on

people's

knowledge

and

skills,

and

creates

a

group

commitment

esulting

goals.

It

works

best

when

the

direction

the

organization

should

take

is

unclear,

and

the

leade

s

to

tap

the

collective

wisdom

of

the

group.

The

consensus

building

approach

can

be

disastrous

in

tim

crisis,

however,

when

urgent

events

demand

quick

decisions

。

民主式

( Democratic)

。这种方式充分发挥团队的知识和技能，共同形成目标，并树立 一种实现目标的共同意