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管理

价值传递型领导者的8大特质

Jeff Boss 2014年12月04日

经常有新上任的领导者,将昨天的管理策略用于满足今天的领导力需求。但两者不可混为一谈。你需要对照本文提供的清单,来确保自己能够以正确的方式向下属传递价值。

    本文与《创业者》杂志(Entrepreneur)合作。下文最初发表于Entrepreneur.com。

    领导力就是通过自我表现为其他人创造价值的方法。一位领导者的表现至关重要,因为这将决定其他人会上行下效,还是对你敬而远之。

    从管理者到董事再到领导者,这绝非一个明确的过程。职位本身会变化,但关于“如何领导”这个问题却从未有过确切的答案。所以,经常有新上任的领导者,将昨天的管理策略用于满足今天的领导力需求。但两者不可混为一谈。

    在接受下一个领导职位之前,仔细浏览下面的清单,确保自己通过正确的方式每天传递价值:

    1. 要积极正面,不要给人错觉

    在行政管理系统中,抱怨会自下向上传播,而不是自上向下。在直接下属面前抱怨战略问题,只会损害你圈子里的其他领导者,并且破坏这些下属对他们的信任。此外,这也会让你的人怀疑你在背后会如何评论他们。

    2. 要自信,不要自大

    自信与自大有明显的界限。自信来源于对自身能力的确定和自我肯定,而自大则是通过贬低他人来美化一个人的自我价值。

    工业与组织心理学协会(Society for Industrial and Organizational Psychology)对不同行业领导者的自大进行了长达四年的研究。研究显示,自大者在工作中的表现实际上更差,主要是由于他们缺乏自尊和智商偏低,他们在利用自大的行为来“掩盖自己的不足。”

    结论:不要成为令其他人翻白眼和摇头的“那个人”。自信是不言自明的,自大同样如此。你希望自己是什么样的呢?

    3. 要安静,不要吵闹。

    与普遍的观点相反,领导者之所以存在,并非因为他们拥有所有正确答案。相反,他们的作用在于创造一种环境,在这种环境下,除了总裁或CEO负责的战略决策外,其他决策过程在公司各个级别进行。

    4. 要提早,不要迟到。

    至少要做到准时。开会迟到会带给人三种暗示:缺乏自律,缺乏结束前一个会议的决断力,或是对本次会议不感兴趣。你希望其他人怎么想?

    This post is in partnership with Entrepreneur. The article below was originally published at Entrepreneur.com.

    Leadership is a means to create value for others through self-expression. How a leader shows up is everything as it sets the tone for others to either emulate or evade.

    Making the jump from manager to director to leader is never a clear-cut process. The position itself changes but the “how to lead” skills are never made clear, so what happens is newly-appointed leaders apply yesterday’s management tactics to today’s leadership demands, and the two don’t play nicely.

    Before assuming your next leadership role, run through the following checklist to ensure you’re on the right track to deliver value every day:

    1. Be positive, but not illusory.

    Complaints go up the chain of command, not down. Whining or complaining about strategic issues in front of direct reports only undermines the other leaders in your circle and erodes any trust those subordinates had of them. It also makes your people question what you say about them in their absence.

    2. Be confident, but not arrogant.

    There’s a fine line between confidence and arrogance. Confidence comes from certainty and self-assurance of one’s abilities, whereas arrogance embellishes a person’s self-worth by disparaging others.

    A four-year study on arrogance of various industry leaders by the Society for Industrial and Organizational Psychology revealed that arrogant employees actually performed worse in their jobs, mainly due to low self-esteem and low intelligence, because they used arrogant behavior to “mask inadequacies.”

    Bottom line: Don’t be “that guy” (or gal) that others roll their eyes and shake their heads at. Confidence speaks for itself, as does arrogance. How do you want to be spoken of?

    3. Be quiet, but not “loud.”

    Contrary to popular belief, leaders don’t exist to have all the right answers. Instead, they are there to create an environment where decision-making takes place at every level in the company, save only the strategic decisions a president or CEO can make.

    4. Be early, but never late.

    Or, at the very least, be on time. Arriving late to a meeting connotes one of two things: a lack of discipline or decisiveness in ending your previous meeting, or a lack of interest. Pick your poison.

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