走出去戰(zhàn)略實施中的企業(yè)領導力探析,戰(zhàn)略管理論文

走出去戰(zhàn)略實施中的企業(yè)領導力探析,戰(zhàn)略管理論文【題目】走出去戰(zhàn)略施行中的企業(yè)領導力探析【前言-1.1】【1.21.3】【第二章】【第三章】【第四章】【以下為參考文獻】摘要本文首先闡述了企業(yè)走出去的緊迫性和必然性，以為加快施行走出去戰(zhàn)略，是我們國家在新一輪對外開放中的一項重要戰(zhàn)略選擇，這項工作成功與否，不僅關系到我們國家社會當代化建設成敗，也是對我們國家各級及企業(yè)領導者領導力的考驗。然后分析了領導力在走出去戰(zhàn)略施行中的地位和作用。根據(jù)本人多年來對領導力的研究和理解，提出奇正領導力理論，以為領導力是一個矢量,既有方向，又有大小。方向具體表現(xiàn)出的是領導者的定向能力，包括觀察才能、判定才能、謀劃才能、決策才能、導向才能等，決定什么事能做、什么事不能做、什么事該做、什么事不該做，將組織帶向何處；大小具體表現(xiàn)出的是領導者的工作能力，包括組織才能、指揮才能、協(xié)調才能、講服才能等，決定怎樣帶人、怎樣處事、怎樣實現(xiàn)組織目的。方向和大小都是變量，怎樣將其把握得恰到好處，這就是藝術，是領導力的奇正之道。奇正領導力的核心是守正出奇.正,即正路、正道；奇,即出人意料。守正出奇就是正道而行、正能引領、正規(guī)守法，同時突破思維、出奇制勝。用百分之七十的時間做正的事情，用百分之三十的時間研究變通。既堅持真理，又不墨守成規(guī)；既有繼承，又有創(chuàng)新。在光明正道上獲得人們意想不到的成就，是一種小勝靠智、大勝靠德的大智慧。筆者以為領導力主要由品思行三個維度構成，品是立身之本，思是謀勝之魂，行是成功之基。而支撐三個維度的是十二根支柱，即十二種力，分別是：自制力、親和力、學習力、創(chuàng)新力、洞察力、謀劃力、決斷力、號召力、組織力、協(xié)調力、導向力、激發(fā)力。闡述了領導力在企業(yè)走出去戰(zhàn)略中發(fā)揮的重要作用。以為企業(yè)走出國門到更大舞臺上去競爭，企業(yè)面臨的情況更復雜，風險更大，這對企業(yè)而言，不僅發(fā)展面臨著極大的考驗，就是生存也是一大考驗。所以，企業(yè)走出去首先面臨著一系列決策的考驗，決策正確，企業(yè)就能盈利和發(fā)展，決策不正確，企業(yè)可能連生存都成問題。而這一系列決策正是對領導者決策力的考驗。企業(yè)走出去必須回答一系列問題，而這些問題正是與領導力密切相關的問題。這些問題分別是：企業(yè)為什么走出去，走出去干什么，什么時候走出去最好，走到哪里去，進入哪一個行業(yè)。都是重大決斷問題。最后從企業(yè)本身、、社會三個層面，闡述了領導力對走出去戰(zhàn)略施行的影響。作者以為企業(yè)走出去需要企業(yè)領導者具有良好的戰(zhàn)略思維和強有力的組織指揮能力，需要各部門領導者具有強大的組織協(xié)調能力，需要社會各界同心協(xié)力。本文運用大量例子，講明企業(yè)走出去與企業(yè)領導者的工作思路之關系，與重要部門領導者組織力之關系，與社會各界對企業(yè)支持的關系。最后得出結論：走出去是全民課題，是企業(yè)、、社會綜合能力的具體表現(xiàn)出，需要多方面的協(xié)同努力。怎樣才能把一盤散沙凝聚成塔呢？必須是領導力。企業(yè)是走出去的主體，要明確戰(zhàn)略、選好策略，遵守規(guī)則、防備風險。是走出去的后盾，要加強宏觀指導，創(chuàng)造良好環(huán)境，維護正常秩序。社會中介是走出去的重要支撐，要大力培育和發(fā)展自個的中介機構。三者配合好，三方面的領導力強，方能奇正相生，出奇制勝，我們的走出去戰(zhàn)略才能夠真正落地。本文關鍵詞語：企業(yè)，走出去，戰(zhàn)略，領導力，奇正，案例AbstractThispaperfirstexpoundstheurgencyandnecessityofenterprisegoout,thinktospeeduptheimplementationofthestrategyofgoingout,isourcountryinthenewroundofopeningtotheoutsideworldinanimportantstrategicchoice,thisworkissuccessfulornot,isnotonlyrelatedtothesuccessofChinassocialistmodernizationconstruction,butalsotoourcountryatalllevelsofgovernmentandbusinessleadersaleadershipchallenge.Andthenanalyzesthestatusandroleofleadershipinthegoingoutstrategyintheimplementationof.Accordingtothestudyandunderstandingoftheleadershipofmyyears,putforwardtakingleadershiptheory,thatleadershipisavector,boththedirectionandsize.Directionistheembodimentofdirectionalabilityofleaders,includingobservation,judgmentability,canplanto,decision-makingtoguide,to,decidewhatcando,whatnottodo,whattodo,whatnottodo,willbeorganizedwithwhereto;sizeistheembodimentoftheleadersabilitytowork,includingtheorganization,command,coordinationcancancan,persuadeability,decidinghowtotakeaperson,howthingswork,howtoachievethegoalsoftheorganization.Thedirectionandmagnitudearevariables,howtograsptobejustperfect,thisisart,istheleadershipQizhengroad.LeadershipisthecoreofQizhengdefensivemoves.Positive,namelytherightway,therightway;odd,thatis,beyondallexpectations.Defensivemovesishonestly,isabletoleadnormal,law-abiding,andbreakthroughthinking,surprise.Dopositivethingswithseventypercentofthetime,withflexibletimestudythirtypercent.Notonlysticktothetruth,andnottostickinthemud;bothinheritanceandinnovation.Getpeopletobeatalltheachievementsinthelightpath,isakindofasmallvictorybywisdom,victorybythegreatwisdomofmorality.Theauthorthinksthattheleadershipismainlycomposedofthreedimensionsofproductlineofthinking,theproductisthefoundationofthis,thinkingisthesoulseeksvictory,foristhebaseofsuccess.Whilesupportingthethreedimensionsofthetwelvepillars,namelytwelve,respectivelyis:self-control,learningability,innovationability,affinity,insight,planningcapacity,decisiveness,appeal,organization,coordination,guidanceforceforceforce,excitationforce.Thisarticleexpoundstheimportantroleofleadershipinenterprisesgoingoutstrategytoplay.Thinkenterprisestogoabroadtoagreaterstagetocompetition,enterprisesarefacingamorecomplicatedsituation,thegreatertherisk,thedevelopmentofenterprises,notonlyarefacingtremendouschallenges,islivingisabigtest.Therefore,enterprisestogooutfirst,facingaseriesofdecisiontest,correctdecision,theenterprisecanmakeaprofitanddevelopment,thedecisionisnotcorrect,theenterprisemayeventhesurvivalproblem.Thisseriesofdecisionisforleaderdecision-makingcapacitytest.Enterprisestogooutmustansweraseriesofquestions,andthesequestionsareiscloselyrelatedwiththeissueofleadership.Thesequestionsare:whygooutofenterprises,outofwhattodoandwhentogooutthebest,gotowheretogo,intowhichanindustry.Aretheimportantdecisionproblems.Finally,fromenterprise,governmentandsocietythreeaspects,discussestheinfluenceofleadershipongoingoutstrategyimplementation.Theauthorthinksthattheenterprisegoesouttoneedtheenterpriseleaderswithstrategicthinkingandstrongorganizingandcommandingability,needgovernmentdepartmentsleaderswithastrongorganizationandcoordinationability,needthesocialfromallwalksoflifetogether.Thispaperusesalotofexamplesillustratetheenterprisestogoouttherelationshipbetweenworkideasandbusinessleaders,relationshipbetweenthegovernmentandtheimportantdepartmentleadersorganizedforce,withallsectorsofsocietyontherelationshipbetweenbusinesssupport.Finallydrawstheconclusion:gooutisanationalissue,istheembodimentofsocialcomprehensiveabilityofenterpriseandgovernment,andtheneedsofmanycollaborativeefforts.Howtoputthetrayofloosesandintothetower?Mustbealeadership.Theenterpriseisthesubjectofgoingout,aclearstrategic,selecttheappropriatestrategy,abidebytherulesandriskprevention.Thegovernmentisgoingoutbacking,tostrengthenmacroguidance,tocreateagoodenvironment,maintainthenormalorder.Thesocialintermediaryisanimportantsupportingtogoout,wemustmakegreateffortstocultivateanddevelopintermediaryorganizationsown.Threewithgood,threeaspectsofthestrongleadership,canisunripe,asurprisemove,ourstrategyofgoin