優(yōu)秀領導力的四個特征

1、優(yōu)秀領導力的四個特征1、視野：一如史蒂芬柯維所言：“管理能提高攀爬成功之梯的效率，而領導力 則決定成功之梯是否倚在了正確的墻上。 ”換句話說，領導者需要辨清方向，然后給追隨者 準確地指出方向。 優(yōu)秀的帶頭人不會瞎猜， 她們必須密切觀察商業(yè)環(huán)境， 否則就會把大家?guī)?入泥潭。諺語有云： “閱讀者即領導者。 ”經(jīng)常看書學習、喜歡分析資料的領導者洞察力更佳 敏銳， 他們能看到曇花一現(xiàn)的戰(zhàn)略機遇。 當業(yè)務不景氣時，他們會轉(zhuǎn)換思考視角， 愿意掉轉(zhuǎn) 船頭。2、責任： 如果你不走到臺前，你就永遠不是領導者！這是美國農(nóng)夫保險集團領導人布萊恩墨菲告訴我的。領導力很危險。為什么？因為當你站出來振臂一揮“這邊走”的

2、時候，你需要對結(jié)果負責。一旦你看錯了路，你就不配做領導了。但你必須打這個賭，因為 只有承擔責任才能換來尊重和更大的權(quán)利調(diào)動大家為同一個目標奮斗。不過責任是時刻變化的， 特別是當困境來臨時， 你可以放棄一些責任。 聰明的領導者經(jīng)常檢查自己所承擔的 責任的水平，不斷調(diào)整目標。3、影響力： 中國有句諺語： “沒有追隨者的人只是在散步。 ”除了事業(yè)和責任，如 果你不具備鼓舞或慫恿其他人的能力， 你就沒法有效地領導。 影響力主要來自我們的交流技 巧。這包括表達和聆聽兩方面。 成功的領導者擅于運用事例團結(jié)團隊， 他們準確的措辭令故 事聽起來栩栩如生，他們不放過每個交流的機會，不遺余力地促使聽眾行動起來。4

3、、目標： 這是優(yōu)秀領導力中最重要的方面。好的帶頭人關注“為什么”甚于“是 什么”。他們的終級目標比傳統(tǒng)商業(yè)追求利潤、規(guī)模和資源的目的更高一層，也不會混淆目的和手段。在真正的北方：發(fā)現(xiàn)你真實的領導力 藝術(shù)中，美國美敦力公司創(chuàng)始人比爾 喬 治認為，誠信和服務才是做企業(yè)最終的方向，是“真正的北方”。在從優(yōu)秀到卓越一書中，吉姆科林斯提醒領導者，他們的目標是要比損益管理更加值得。領導人需要時刻想 到：“我們怎樣才能讓世界更美好？”然后引領員工向這個方向努力。注：有指北針的意思，原著： True North : Discover Your Authentic Leadership 纟 Good to Gr

4、eatThe Four Corners Of Great LeadershipSi nee read ing Primal Leadership, I've bee n a fan of this topic and a stude nt of the discipli ne.Later, as Yahoo's Leadership Coach, I studied the areas of excellenee in leaders both in side the compa ny, and throughout our customer and part ner base

5、. Some, like HowardStringer of Sony, had very clear skill sets, such as people skills. Others, like Scott McNeely, had implicit skills, like deal-mak ing. After my first book came out, I was in vited to speak at leadership eve nts, which gave me valuable feedback over time. Here are four areas of le

6、adership excelle nee that all great leaders continu ally develop.1. VISION - As Stephen Covey Sr. said, "Management is efficiency in climbing the ladder of success: leadership determines whether the ladder is lea ning aga inst the right wall." In other words, she sees where the organizatio

7、n needs to go, and can enunciate it clearly to her followers. Think of this as the strategy piece of the puzzle. Great leaders do not guess in this regard, they must con sta ntly research and observe bus in ess con text closely - otherwise, their visi on is blurry orincorrect. This is why Readers Ar

8、e Leaders. They constantly plumb books, studies and trend data to sharpen their vision and spot strategic opportunities to pounce on. When business misfires, they rethink their vision and are willing to shift or pivot.2. COMMITMEN-TYou aren't a leader if you don't step up! As Farmers Insuran

9、ce executive Bryan Murphy told me, "leadership is dangerous." Why? Because when you step up and say, "this way!", you are assuming accountability for the outcome. Get your vision wrong, and you may lose your job. But it's a bet you must make, because with commitement comes re

10、spect and a new power - the ability to mobilize people and align them with a plan. Commitment is an ongoing process, though. You can lose it or let it wither due to adversity. Great leaders constantly check in on their level of commitment and refresh their motivations, especially during tough times.

11、3. INFLUENCE- The Chinese proverb applys: He who has no followers is merely taking a walk! Despite your vision and commitment, if you can't motivate and/or inspire others, you can't lead effectly. Influence stems mostly from our communications skills, both in terms of what we say and how clo

12、sely welisten to others. Great leaders use story devices to unite their teams, speak in clear terms and exude authenticity. Theytake everycommunications opportunity very seriously, and prepare relentlessly to move their audiences to action. READ: Leadership Is Dead: How Influence Is Reviving It for

13、more here.4. PURPOSE- This is likely the most important corner of leadership excellence. Great leaders are focused on the WHYbehind the WHAT. Their strategy has a purpose bigger than traditional business goals: Making money, growing, accumulating resources. Leaders don't get the meansand the end

14、s mixed up. In True North: Discover Your Authentic Leadership, Medtronic founder Bill George talks about our compass, which is the ultimate guide for the leader. To him, integrity and service are the true north we point our enterprise towards. In Good To Great, Jim Collins reminds leaders that their purpose needs to be worthy - something bigger than just P&L management. This is an ong