领导力leadership解析

Whether leadership attributes are effective and desirable or not depends on different assumption and measurement

Refers to Yukl’s research (2002), the definition of leadership is neither simply or explicit, yet the characteristics of leadership are widely accepted as influence, group and goal (Bryman, 1996). Besides, leadership is certified as ordinary and accessible behaviour carried out in most activities in companies rather than distant, mainly found at the top, or somehow superhuman (Alimo-Metcalfe and Alban-Metcalfe, 2005). The elaboration that leadership is a reciprocal process noted by Northouse (2012) implies that leadership can be universally acquired by individual who is able to influence followers in the group congruent with organisational goals. In the light of that the effectiveness and success of leadership largely relies on perceptions of followers (Yukl, 2002), whether leadership attributes are effective and desirable is based on different assumption and measurement .

Evaluate a leadership could be objective or subjective which may encounter diversity results. Notwithstanding Salancik and Pfeffer (1977) criticised the effectiveness leadership impacting on organisations, Chiok (2001) proves employees’ outcomes are significantly correlated to leadership through questionnaire. In addition, a study conducted by Waldman et al (2001) has confirmed the connection between leadership attribution and firm outcomes. The study also proposes that leadership attributes are perceived as critical elements of corporate effectiveness in that the leader create vision, decide strategy, award employee, and encourage morale which generate better operational performance. Meanwhile, regarding to personal characteristics, Kirkpatrick and Locke(1991) introduce six chief traits of leadership, namely drive, leadership motivation, honesty and integrity, self-confidence and cognitive ability. It is believed that those traits ensure and underpin leaders’ power of influence amongst groups to fulfill the corporate goals.

In terms of influencing people, leaders have impact on both individuals (Gerstner and Day, 1997) and teams(Stagl et al., 2007). On the individual level, leader who has positive attributes, such as foresight, trustworthy,dependable, and communicative will profitably influence employees on performances which reveal on revenue and social capital. For instance, Indra Nooyi, the CEO of PepsiCo, is acknowledged as the world top ten business leader for her provident decision that lead PepsiCo to ethical direction. Her leadership created a new vision and strategy influencing employees work on providing healthier foods instead of previous fast food. Indra’s innovation

and adaption are effective and desirable, in terms of productivity, profitability and market share. It is also appreciated by board of directors, peers as well as subordinates.

On the contrary, negative leader attributions, such as loner, dictatorial, ruthless, will not only discourage employees, but also alienate the organisation. Howell Raines is executive editor of New York Times between 2001 and 2003. During which, his autocratic leadership blocks him from listening to others and centralizes decision-making which directly reduce quality and quantity of New York Times. His ineffective and disregarded leadership created distress and dissension among employees, and ultimately causes his dismission. In this case, influential leadership not only impedes effective performance but also disappointed employees.

Leadership attributes focus on incenting and encourage employees to be more loyal, connected, and productive, while they also favourably have impact on team level. As Yukl (2002) states, leaders keep eyes on horizon through creating vision and strategy. They try to influence the group by fostering shared culture and values which enable group maintaining cohesive, harmonious and teamwork. Leadership attributes tactically pay attention on emotional connection, communication, and nonconformity which are regarded as important ingredients for effective team performance (Hackman 2002). For example, the European low-cost carrier tycoon, easyJet, always concentrates on choosing capable leader through recruiting, selecting, training and developing suitable people. EasyJet spends considerable time for appropriate leadership because practices verify that group success results from innovative and adaptive leadership with well understanding of organisational strategy. With current effective and desirable leadership, easyJet decreases its employee turnover rate to 6.5% in 2013, and delivers an exceptionally strong performance with pro?ts growing by 50.9% to ￡478 million according to its annual report 2013.

Meanwhile, distinct from management, leadership focuses on achieving organisational goals rather than accomplishing projects, which is more profound. According to easyJet plc (2014), it will carry out commitments of delivering higher quality customer service and minimizing impact on environment under leader team who planed corotational strategies and goals. To achieve these goals, different departments formulate a series of programs, such as culture change programme, lower

emission programme, as well as charitable programme. These programs solve problem, moderate conflict and improve performance guided by goals. Just as easyJet plc (2014) elaborates in its notice, it has recognised the importance of a long-term strategy which is created by leaders. Leadership builds a vision, a perception, a goal, instead of detailed solution. It encourages flexibility, innovation and adaption rather than providing fire-fighting guidelines.

The same as easyJet, Starbucks has also benefited from leadership attributes, which facilitates recent leadership reconstruction. The chief executive Howard Schultz liberates himself from operation to acquire more time in developing Starbucks into online retailer (Gonzalez, 2014). This perspective, on the one hand, influences individual, chief financial officer Troy Alstead who will promote to chief operating officer, for instance. On the other hand, it affects group of employees who will further concentrate on new direction to implement and realize online sales. Thus, leadership attributes are generally effective and desirable in some circumstance.

However, there is no ample evidence support that leadership attributes carry out effective management. To some extent, power of a leader’s influence will impede development of the company. The pass away of Steve Jobs did not bring away his charisma which is also perceived as an insurmountable gap for current Apple CEO Tim Cook (Hardy, 2011). Although Cook’s leadership and competitiveness are undoubtable, he is completely eclipsed by Jobs, due to Jobs’ titanic influence on employees and customers. Nearly three year after his death, Apple still follows Jobs’ plan and innovate his conception. Frequent queries constrain Cook from implementing creative strategies, resulting in ineffective managerial outcomes. Despite influence, wrong goals also moderate effectiveness and performance. Therefore, leadership attributes may assist in delivering effective and desirable outcomes, it also play risky role when in real operation.

International leadership and domestic leadership share similarity, yet differentiate from each other

Theocratically, as assert before, leadership is a reciprocal process that underlaid by influence, occurs in group, directs followers to accomplish goals. To achieve desirable

outcomes, leaders should equip qualities of “communicating a shared vision, demonstrating integrity, focusing on results, and e nsuring customer satisfaction” (Goldsmith et al., 2003, p.2). Notwithstanding organisations vary, there lies four essential competences, namely long-term vision, awareness of diversity, probability to change, spirit of share (Bartlett and Ghoshal,1992). These competences are needed not only among international leadership, but also in domestic leadership due to the transactional and transformational business environment. According to a pile of studies on personal attributes of leaders, researches found there are some common traits of leadership exist universally among successful leaders. As it is listed by Bryman (1996 cited by Yukl, 2002), the host of traits ultimately fall into three categories, physical, abilities and personality characteristics. Skills, such as self-confidence, cognitive ability and task knowledge, are generally required both in domestic leadership as well as in international leadership. Besides, both domestic leadership and international leadership expect a plenty of qualities such as enthusiasm, integrity, courage and humility. As explained thereinbefore, leadership is emotionally connected regardless national boundaries.

Regarding to competences, abilities of managing relationship appropriately, digesting information in time and others are all desired despite of nationals. In addition, company demands a leader who is capable to decide appropriate leadership style and manage various issues in the team through applying effectively communication. Moreover, in terms of different organsational types, requirements of international leadership and domestic leadership could be the same. When comes to ethnocentric corporations, international leadership is required as the same as in home country due to they are extremely treasure motherland’s rituals and norms. Therefore, it is overt that requirement of skills and competences in international leadership and in domestic leadership have a sort of similarities.

.

Nevertheless, Goldsmith et al (2003, p.3) highlight that international leadership emphasises more open and flexible communication skills and mindset, accompanied with skills and competences of global thinking, cultural various respecting, technology savvy developing, relationship building, and “leadership sharing”. Cultural differences indicated that skill of communication is needed by international leadership. It is proposed that cultural considerations for leaders and their companies are crucial requested effecting leaders’ lead in global settings (Yukl, 2002). Jepson’s (2009) investigation about the interaction of cultural context and leadership also

supports the opinion that international leadership need more sensitive to cultural diversity. Moreover, building emotional connection is the main skill of a leader, but international leadership need to set up broader relationships (Yukl, 2002), considering larger group of employees and stakeholders.

To conclude, international leadership and domestic leadership require some based skills and competencies in common in terms of personalities, abilities and qualities. However, due to the better and more cultural difference context, international leadership demands more developed skills and competencies, such as better communication, superior recognisation of cultural diversity, as well as preferable control emotions.

Reference:

Alimo-Metcalfe, B. and Alban-Metcalfe, J. (2005) The Crucial Role of Leadership in Meeting the Challenges of Change.The Journal of Business Perspective, 9(2),27-39.

Bartlett , C.A. and Ghoshal, S. (1992) What is a Global Manager?. Harvard Business Review, 70(5), 124-132

Chiok F.L.J. (2001) Leadership behaviours: effects on job satisfaction, productivity and organizational commitment.Journal of Nursing Management, 9(4), 191-204.

Ciulla, J.B. (1995) Leadership Ethics: Mapping the Territory. Business Ethics Quarterly, 5(1), 5-28.

EasyJet plc (2014) OUR COMMITMENT TO CORPORATE RESPONSIBILITY Luton:easyJet plc. Available from:

https://www.wendangku.net/doc/fd2264616.html,/corporate-responsibility/our-commitment-to-corporate-re sponsibility.aspx?sc_lang=en [Accessed 30th January 2014].

EasyJet plc (2014)Annual report and accounts 2013. Luton:easyJet plc. Available from:

https://www.wendangku.net/doc/fd2264616.html,/~/media/Files/E/Easyjet-Plc-V2/pdf/investors/result-cent er-investor/annual-report-2013.pdf [Accessed 30th January 2014].

Gerstner, C.R., and Day, D.V.(1997) Meta-Analytic review of leader–member exchange theory: Correlates and construct issues. Journal of Applied Psychology,

82(6), 827-844.

Goldsmith, M., Greenberg, C., Robertson, A., and Maya H.C.(2003)Global Leadership: The Next Generation. 1st ed. Prentice Hall: Financial Times.

Gonzalez, A.(2014) Starbucks restructures leadership as Schultz focuses on big picture. The Seattle Times. 29 January. Available from:

https://www.wendangku.net/doc/fd2264616.html,/html/businesstechnology/2022782920_starbuckswednesdayxm l.html [Accessed 30th January 2014].

Hackman, J.R. (2002) Leading Teams: Setting the Stage for Great Performances. 1st ed. Boston: Harvard Business School Press.

Hardy, E. (2011) With Steve Jobs Passing, Apple Looks to New Leadership. The Brighthand. 21 October. Available from:

https://www.wendangku.net/doc/fd2264616.html,/default.asp?newsID=18302&news=Apple+Steve+Jobs+T im+Cook+Jonathan+Ive [Accessed 30th January 2014].

Higgs, M. (2003) How can we make sense of leadership in the 21st century?. Leadership and Organization Development Journal, 24(5), 273-284.

Jepson, D. (2009) Studying Leadership at a Cross-Country Level: A Critical Analysis. Leadership, 5(1), 61-80.

Kaiser, R.B., Hogan, R. and Craig, S.B. (2008) Leadership and the Fate of Organizations. American Psychologist, 63(2), 96-110.

Northouse, P.G. (2012) Leadership: Theory and Practice leadership. 6th ed. New York: SAGE Publications, Inc.

Pfeffer, J.(1975) The Ambiguity of Leadership. The Academy of Management Review, 2(1), 104-112.

Salancik, G.R. and Pfeffer, J. (1977) An Examination of Need-Satisfaction Models of Job Attitudes. Administrative Science Quarterly, 22(3), 427-456.

Stagl, K.C., Salas, E., and Burke, C.S. (2007) Best practices in team leadership. What teams do to facilitate team effectiveness. In: Conger J.A.and Riggio, R.E. ed. The practice of leadership: Developing the next generation of leaders. San Francisco: Jossey-Bass, 172-197.

Waldman, D.A., Ramírez, G.G., House, R.J., and Puranam, P.(2001) Does Leadership Matter? CEO Leadership Attributes and Profitability under Conditions of Perceived Environmental.The Academy of Management Journal, 44(1), 34-143.

Yukl, G. (2002) Leadership in organization. 5th ed. Englewood Cliffs, NJ: Prentice Hall.

Appendix Name List of Example Corporations

Corporation:PepsiCo Inc.

Related leader: Current CEO Indra Nooyi

Brief Introduction: PepsiCo Inc. is an American multinational food and beverage company, operating in more than 200 countries. Its current CEO is acknowledged as the world top ten business leaders by forbes.

Usage Explanation: In this assignment, PepsiCo Inc. is used to support that leadership has ability to influence followers conducting effective and desirable outcomes.

Reference Website:https://www.wendangku.net/doc/fd2264616.html,/entrepreneur/worlds-top-10-business-leaders [Accessed 30th January 2014]

Corporation: New York Times

Related leader: Previous Executive Editor Howell Raines

Brief Introduction: New York Times is an American daily newspaper which has won 112 Pulitzer Prizes, more than any other news organization. However, it has experienced sales decline during the lead of Howell Raines due to his autocratic leadership.

Usage Explanation: Critically evaluate leadership attributes are ineffective, especially the powerful leader has negative leader attributions.

Reference Website:

https://www.wendangku.net/doc/fd2264616.html,/resource-management/77233-examples-of-companies-with-autocratic-lead ership/ [Accessed 30th January 2014]

Corporation:EasyJet plc

Related leader: N/A

Brief Introduction: EasyJet plc is a British airline carrier. According to its annual report 2013, is has a market share of around 20% in UK, 50% in Germany and more than 10% in other main European countries. Its total revenue increased 10.5% in 2013 in terms of 2012 under current leader team.

Usage Explanation: Elaborate leadership attributes effectively and desirably reveal in corporational performance. Leadership can assist in team level to achieve organisaitonal goals.

Reference Website:

https://www.wendangku.net/doc/fd2264616.html,/corporate-responsibility/our-commitment-to-corporate-responsibility.aspx?sc

_lang=en [Accessed 30th January 2014]

https://www.wendangku.net/doc/fd2264616.html,/~/media/Files/E/Easyjet-Plc-V2/pdf/investors/result-center-investor/annual-r eport-2013.pdf [Accessed 30th January 2014]

Corporation: Starbucks Corporation

Related leader: Chief Executive Howard Schult and current Chief Operating Officer Troy Alstead

Brief Introduction: Starbucks Corporation is an American based global coffee company and coffeehouse chain. It is the largest coffeehouse company having retailer stores around the world. Recently, its Howard Schult reconstructed leader team and changed coperational goal.

Usage Explanation: A comprehensive example to set forth how leadership influence both individuals and teams, driving employees to achieve company’s goal effectively and favourably.

Reference Website:

https://www.wendangku.net/doc/fd2264616.html,/html/businesstechnology/2022782920_starbuckswednesdayxml.html [Accessed 30th January 2014]

Corporation:Apple Inc.

Related leader: Previous CEO Steven Jobs and current CEO Tim Cook

Brief Introduction: Apple Inc. is an American multinational corporation which designs, develops, and sells consumer electronics, computer software and personal computers. It is also the world's

second-largest information technology company and the world's third-largest mobile phone maker. The pass away of Steven Jobs has change the organizational strategy and goals due to his enormous influence.

Usage Explanation: This example object to that leadership attributes are universally effective and desirable.

Reference Website: With Steve Jobs Passing, Apple Looks to New Leadership. The Brighthand. 21 October. Available from:

https://www.wendangku.net/doc/fd2264616.html,/default.asp?newsID=18302&news=Apple+Steve+Jobs+Tim+Cook+Jonathan +Ive [Accessed 30th January 2014].

领导力就是影响力!

领导力就是影响力！ --明阳天下拓展培训前言： 领导力就是影响力。它并非是一些有魅力的男人和女人的私人储备，而是一种存在于每一个人身上的活力。每个人都有成为优秀领导者的潜力，释放这种力量可以让我们每个人都取得非凡的成就。政治家运用影响力来赢得选举，商人运用影响力来兜售商品，推销员运用影响力诱惑你乖乖地把金钱捧上。即使你的朋友和家人，不知不觉之间，也会把影响力施加到你的身上。一个人只有做最好的自己，才能彰显无穷影响力。专注地打造你强大的影响力，从现在开始，是走向成功的一条必经之路。 拿破仑-希尔曾经说过：“在别人的影响下生活着，就等于不属于自己，就等于被别人的意志给俘虏了，这样的人即使再优秀，也不会登上一把手的位置。”的确，影响力弱的人只会生活在他人的阴影下。一个有强大影响力的人，身边总是会有很多的朋友，因为他们总是不自觉地会受到他的吸引；一个有强大影响力的领导，做起事来总是感觉更轻松自如，下属也总是更愿意真心接受他的领导；一个有强大影响力的职员，不但更易被领导欣赏，轻松让领导接受自己的建议，而且也能更广泛地影响其他同事。著名企管专家胡一夫老师表示，人与人的交往，常常是影响力之间的较量，只有具有卓越影响力的人才能成为真正的强者，才有可能成功。因此，如何塑造个人影响力、如何通过个人影响力来创建一个超级团队，是现今企业管理者们必须修

炼的课程之一。 那么，什么是影响力呢？所谓影响力，就是一种特殊的人际影响力，组织中的每一个人都会去影响他人，也要接受他人的影响，因此每个员工都具有潜在的和现实的影响力。在组织中，领导者和成员共同推动着团队向着既定的目标前进，从而构成一个有机的系统，领导者的个性特征和领导艺术，员工的主观能动性，领导者与员工之间的积极互动，组织战略与经营目标的制定以及实现的过程都与企业的领导者本身的领导能力直接相关！领导力的核心是对他人产生的一种持续的影响力。影响力来自以下三个方面： 1、思想。 影响力的第一源泉是领导的思想特质。这里所说的思想家，是指那些具有自己独特的思维模式和哲学理念，对复杂问题有独到判断，并具有完备价值体系的人。 2、专家。 在专业领域里的扎实基础和精湛技能，能使领导者成为一名受人敬仰的专家。专家在特定领域具有权威的话语权，对特定问题有着超过常人的理解和认识，并且具备把这种认识运用到实践中的能力。这样的专家也往往具有相当的影响力。 3、品格。 有些领导者具有某种闪光的品质。这种品质既包括为人处世的道德准则，也包括人在困难面前所表现出的坚韧不拔的毅力，在人与人交流过程中的同理心和换位思维能力，对持有不同性格和思想的人的

领导力与执行力的心得体会

领导力与执行力的心得体会 所谓执行力，是在约定的时间内高效率的完成工作任务，这里面有两个意思：一是执行力最低的标准就是在计划的时间内完成工作任务;二是效率，也就是工作的质量，可能是指时间上的，比如提前了多少时间完成，可能指的是成本，也可能是指结果的完美程度。 一、通过学习《领导力与执行力的提升》我想谈谈自己的一些想法和体会。 执行力是企业管理中最大的“软肋”，管理中有许多的理论，告诉中层管理者如何制定策略，如何进行组织变迁，如何选才、育才、留才，如何做成本预算等。可是，该如何执行这些想法，却往往在过程中被忽视，作为中层管理者，重塑执行的观念有助于制定更健全的策略。事实上，要制定有价值的策略，中层管理者必须同时确认企业是否有足够的条件来执行。要明白策略原本就是为执行而拟定出来的。所以，提升人员的执行力就变得尤为重要。 执行力是否到位既反映了企业的整体素质，也反映出管理者的角色定位。管理者的角色不仅仅是制定策略和下达命令，更重要的是必须具备执行力。执行力的关键在于透过企业文化影响员工的行为，因此管理者很重要的角色定位就是营造企业执行力文化。管理者如何培养部属的执行力，是企业总体执行力提升的关键。如果员工每天能多花十分钟替企业想想如何改善工作流程，如何将工作做得更好，管理者的策略自然能够彻底地执行。 而领导力：领导者领导的是人，换个角度说其实领导的是一种思想，一种理念最终成为一种行为。领导力的三要素：战略思维能力、组织协调能力、指导能力与领导能力。 1、提升执行能力 解决问题的能力不足，主要反映在执行能力欠缺。员工平时能否充分发挥，决定其投入程度，而投入程度又受到公司对他的要求和向他提供的资源两个因素的影响。 首先，应该对执行人员进行执行前强化培训，让执行人员明白自己要做什么?该做什么?做到什么目标?这样才能目标一致，执行到位，各尽其责。 其次，要明白自己的工作依据。这是我们工作执行力的基础，也是我们工作执行的目标。这也就是说，要知道自己做的每一件事情依据在哪里，这些依据是否还在执行。 2、强化执行动机 使员工充分发挥主观能动性和责任心，在接受工作后应尽一切努力、想尽一切办法把工作做好。作为中层管理人员一定要有做事情的实干精神，公司最需要拥有不懈的求

最新英语六级作文预测：领导力 Leadership

英语六级作文预测：领导力Leadership What is leadership? Its qualities are difficult to define. But they are not so difficult to identify. Leaders don＇t force other people to go along with them. They bring them along. 什么是领导?它的品质是很难定义的。但他们不那么难识别。领导不要强迫其他人和他们一起去。他们带他们一起。 Leaders get commitment from others by giving it themselves, by building an environment that encourages creativity, and by operating with honesty and fairness. 领导者通过给自己创造一个鼓励创新的环境，并通过诚实和公平的方式来获得他人的承诺。 Good leaders aren＇t “lone rangers”. They recognize that an organization＇s strategies for success require the combined talents and efforts of many people. Leadership is the catalyst for transforming those talents into results. 好领导不是”孤独的流浪者”。他们认识到一个组织的成功战略需要许多人的共同努力和努力。领导力是将这些人才转变为结果的催化剂。 Successful leaders are emotionally and intellectually oriented to the future--not wedded to the past. They have a hunger to take

领导力与执行力的心得体会

领导力与执行力的心得体会

领导力与执行力的心得体会 所谓执行力，是在约定的时间内高效率的完成工作任务，这里面有两个意思：一是执行力最低的标准就是在计划的时间内完成工作任务;二是效率，也就是工作的质量，可能是指时间上的，比如提前了多少时间完成，可能指的是成本，也可能是指结果的完美程度。 一、通过学习《领导力与执行力的提升》我想谈谈自己的一些想法和体会。 执行力是企业管理中最大的“软肋”，管理中有许多的理论，告诉中层管理者如何制定策略，如何进行组织变迁，如何选才、育才、留才，如何做成本预算等。可是，该如何执行这些想法，却往往在过程中被忽视，作为中层管理者，重塑执行的观念有助于制定更健全的策略。事实上，要制定有价值的策略，中层管理者必须同时确认企业是否有足够的条件来执行。要明白策略原本就是为执行而拟定出来的。所以，提升人员的执行力就变得尤为重要。 执行力是否到位既反映了企业的整体素质，也反映出管理者的角色定位。管理者的角色不仅仅是制定策略和下达命令，更重要的是必须具备执行力。执行力的关键在于透过企业文化影响员工的行为，因此管理者很重要的角色定位就是营造企业执行力文化。管理者如何培养部属的执行力，是企业总体执行力提升的关键。如果员工每天能多花十分钟替企业想想如何改善工作流程，如何将工作做得更好，管理者的策略自然能够彻底地执行。 而领导力：领导者领导的是人，换个角度说其实领导的是一种思想，一种理念最终成为一种行为。领导力的三要素：战略思维能力、组织协调能力、指导能力与领导能力。 1、提升执行能力 解决问题的能力不足，主要反映在执行能力欠缺。员工平时能否充分发挥，决定其投入程度，而投入程度又受到公司对他的要求和向他提供的资源两个因素的影响。 首先，应该对执行人员进行执行前强化培训，让执行人员明白自己要做什么?该做什么?做到什么目标?这样才能目标一致，执行到位，各尽其责。 其次，要明白自己的工作依据。这是我们工作执行力的基础，也是我们工作执行的目标。这也就是说，要知道自己做的每一件事情依据在哪里，这些依据是否还在执行。 2、强化执行动机 使员工充分发挥主观能动性和责任心，在接受工作后应尽一切努力、想尽一切办法把工作做好。作为中层管理人员一定要有做事情的实干精神，公司最需要拥有不懈的求

领导力是个人成长和组织发展的核心能力

领导力是个人成长和组织发展的核心能力■冯润娥 在商界，20世纪80年代的流行语是管理，90年代以来更加强调领导。在新世纪，人们对领导力有了系统化的研究和成功的实践，领导力成为卓越企业的制胜法宝。“一切组织和个人的荣耀与衰落，皆源于领导力。”这是著名领导力和人际关系大师约翰·麦克斯威尔所著《领导力21法则》的核心思想。 近两年，国货航在干部队伍建设中逐步认识到领导力的重要性。总的来讲，国货航干部队伍结构明显改善，能力不断增强。但从领导力的角度来看，与组织发展的需要相比，还有很大的提升空间。针对实际，国货航对高管人员、年轻干部、基层班组长和全体员工，有层次、有重点地做了培训培养规划，并得到有力推进。今年以来，组织高管赴国际化企业交流学习，开拓国际视野；轮训项目经理级人员和班组长，将领导力培养扎根在基层一线；启动导师制，聘请内部高管作为导师，有针对性地帮带年轻干部。8月底，组织中高层管理人员赴美国GE学习交流，并参观西点军校，大家切身体会到这两个世界级组织，GE对管理人员，西点军校对学员，最强调的就是领导力。这更坚定了我们提升个人和组织领导力的信心和决心。 结合国货航在提升个人和组织领导力方面的探索和实践，以及对相关理论的学习和国际化企业交流的体会，笔者就领导力这一课题，形成了一些再认识和新思考： 一、领导力的本质是影响力 一个国家之所以能发展得很成功,离不开好的领导人；一家企业处于危机之秋，就会选择新的领导者；一支球队节节败退，就会寻求新的教练……领导力决定一个人的成长，决定一个组织的成败。 说起领导力，我们首先要避免以下几个误区，分清领导者和几个角色之间的差异：第一个误区：管理者就是领导者。其实不全然，领导是影响别人来追随自己，而管理关注的是维持系统及其程序正常运转。克莱斯勒的前CEO艾科卡曾经自嘲地说：“有时候，就算最好的管理者也像牵着大狗的小孩儿，是被狗牵着跑的。”第二个误区：企业家就是领导者。企业家擅长的是瞄准机遇，抓住机遇，发现需求，并懂得如何满足这些需求，从中赢利。然而，并非所有人都擅长与人打交道，他们中的很多人都觉得自己有必要找一个善于与人打交道的合作伙伴。如果他们不能影响别人，就无法领导别人，也就无法领导组织。第三个误区：知识分子就是领导者。在世界一流大学，大家能见到才华横溢的科学家和哲学家，他们的思考力如此之强，甚至无法用我们的评估尺度去衡量，可是他们中有的人，其领导力几乎难以达到一般的衡量标准。第四个误区：先行者就是领导者。从1953年英国希拉里爵士第一个登上珠穆朗玛峰后，几百个人“跟”在后面成功登顶，但这并不意味着希拉里就是领导者。一个领导者，不仅要走在前面，还必须在一个组织内、一个时空下，让他人愿意跟随，并在他的领导下为实现目标而努力。第五个误

向乐团指挥学习领导力!(Learningleadershipfromorchestra!)

向乐团指挥学习领导力!（Learning leadership from orchestra!） 向乐团指挥学习领导力!(Learning leadership from orchestra!) "The conductor never played any instruments himself, but the command of his influence made all the musicians better." Benjamin Zander (Benjiamin Zander) is the Boston Philharmonic Orchestra (Boston Philharmonic Orchestra) for more than thirty years of permanent command, was the British composer Britten's students. He Davos world economic forum invited as a guest speaker was four, he shared about how to create excellent Symphony Orchestra management experience. He likened a band to a complete business organization. Strings, woodwind, brass and percussion like tissue functions, and as chief of each voice is the manager of the department. The conductor is the director of the orchestra, who takes music scores as the work plan of the band. The entire orchestra tried to bring the audience the perfect enjoyment of music. Command is the soul of a band. Different leadership styles lead to a totally different musical performance. People often say, "no bad Orchestra, only bad command."." Enterprise management is not it? The domestic enterprise managers and some even more than foreign colleagues 10 years earlier as the same job, leadership training lags far behind the promotion speed, with team management ability is weak, but also the lack of adequate training. Ms. Tan Xiaofang argues that entrepreneurial leadership is an expression of comprehensive ability,

leadership(领导力)

Leadership A: I’ve heard of a interesting viewpoint I’d like to share with you. S: Really, what is it? A: Effective managers are not necessarily true leaders. S: That’s interesting, but why? A: The secret lies on the ability to lead effectively, which can set the excellent managers apart from the average ones. Many managers focus on superficial activities and worry about short-term profits and stock prices, too few have emerged as leaders who foster innovation and attainment of long-term goals. S: I see, that means true leadership includes effectively orchestrating important change. While management requires structuring the organization, staffing it with capable people, and monitoring activities; leadership goes beyond these functions by inspiring people to attain the vision. Great leaders keep people focused on moving the organizaion toward its ideal future, motivating them to overcome whatever obstacles lie in the way. A: That’s right. And there are two kinds of leadership supervisor and strategic leadershi p. Supervisory leadership is behavior that provides guidance, support and corrective feedback for the day-to-day activities of work until members. Strategic leadership gives purpose and meaning to organizations. And it needs to be an activity performed by people throughout the organization, not just by a few people at the very top. S: Yes, leadership is very important to a organization. But organizations succeed or fail not only because of how well they are led but because of how well followers follow. A: I agree with you. The most effective followers are capable of independent thinking and at the same time are actively committed to organizational goals. As a manager, you will be asked to play both roles. As you lead the people who report to you, you will report to your boss. S: Do you know what is the important factor of effective leadership? A: It’s power----the ability to influence other people. In organizations, this often means the ability to get things done or accomplish one’s goals despite resistance f rom others. S:That’s right. A: Do you know what are the sources of powers? S: There are 5 sources, authority, control over rewards, control over punishiments, appealing personal characteristics, and expertise. Do you know traits the leaders have can distinguish effective leaders from other people? A: I think the first one is drive. It refers to a set of characteristics that reflect a high level of effort. Drive includes high need for achievement, constant striving for improvement, ambition, energy, and initiative. Second is leadership motivation.Great leaders not only have drive; When the power need is exercised in moral and socially--constructive ways, rather than to the deteriment of others, leaders will inspire more trust, respect and commitment to their vision. S: Yes, besides that, integrity , self-confidence, and knowledge of the business are also important. Integrity is the correspondence between actions and words. Self-confidence allows a leader to overcome obstacles, make decisions despite uncertainty, and instill confidence in others. Leaders must have the intelligence to interpret vast quantities of information. Advanced degrees are useful in a career, but ultimately less important than acquired expertise in matters relevant to the organizaion. A: All in all, leadership means being able to assess others, evaluate the situation, and select or change behavior to more effectively respond to the demands of the circumstances. S: Yes, I agree with you.

领导力与执行力心得体会

领导力与执行力心得体会 领导力与执行力心得体会范文（通用3篇） 我们得到了一些心得体会以后，有这样的时机，要好好记录下来，如此就可以提升我们写作能力了。那么问题来了，应该如何写心得体会呢？以下是的领导力与执行力心得体会范文（通用3篇），欢迎大家分享。 何为领导力？如何提高自己团队的战斗力、执行力？如何带领好团队？带着很多的问题和疑问，我有幸参加了中旭集团精英特训营领导力培训和执行力培训。 通过这次认真的学习，我明白了公司从传统管理模式朝现代化管理模式转变的决心，同时，我也决心改变自己，使自己成为一名适合公司发展的中层领导者，不断激发自身潜能，与企业一同追求更高的价值而奋斗。这次学习，不仅为我解答了疑问，还让我找到了工作及生活的方向。下面就是我的一些培训体会，希望能与大家分享。 1、心有多大，舞台就有多大。你的成就永远不会超过你的领导力。

对于现代化管理模式，领导者不同于一般管理者。企业需要制度，但不能够靠制度压人，管理是靠制度管理，但是要提高团队整体战斗力却需要知人善用，发挥每个个体的潜力，激发个体的激情，从而造就团队的成功。 从调查得出，下属在相对稳定的状态下，需要两样东西：希望和公平，当你满足了他们的要求，他们对团队的归属感就会加强，就会努力。领导者需要有造梦的能力，让下属有动力源泉。下属需要任何事情都公平对待，这就要求领导者保护好下属的权利，对于制度的执行不偏不倚，使个人对于团队利益没有排斥心理。 再者，领导者需要做好公司的代言人，保持言行的一致性，树立领导者自身威信。你要下属执行到位，努力，认真，首先需要自己言行一致，不要说一套做一套，下属都会以你为榜样。当你明白了，身为领导者，并不是制度约束下属去做某件事，而是你和你的团队需要他去做好某件事，从而能得到他所想要的结果，才能做好一名领导者。 做到令行禁止，责任一对一，必须明确责任，才没有推诿。 要懂得肯定别人，并且要表现出来。下属非常需要尊重，需要理解，所以要留住下属的心，必须先肯定他的成绩。要保护好员工的

领导力就是影响力 影响力就是品格

领导力就是影响力影响力就是品格 --明阳天下拓展培训继今年5月份带领100多名北大国际MBA学生参观西点军校后，6月，笔者又带4位MBA学生赴西点进行了6天的深入体验。在这6天时间里，我们与西点的师生们同吃同住，甚至亲身参加他们的课程和训练，为西点独特的魅力深深打动。同时，我们也在思索一个问题：西点军校为什么能够在过去的200年内成功地培养出那么多优秀人才？ 自1802年建校以来，西点已经培养出两名美国总统（格兰特、艾森豪威尔）、4位五星上将（艾 森豪威尔、麦克阿瑟、布莱德和阿诺德）、3700名将军，美国陆军中40％的将军来自西点；在当今世界500强企业里，1000多名董事长，5000多名总经理毕业于西点军校——任何一所商学院都没有培养出如此多的管理精英。 是什么让西点在领导力培训上如此成功？——强健的体能？严格的训练？抑或精准的制度？ 回到北京后，我们从更深层次上思索，得出的结论是：领导力（Leadership）就是影响力（Influence），领导力的核心是品质（Character）。 具体说来，理解西点精神，有四个关键词：责任、诚信、意志力、自信。 一、责任（Duty）

西点的价值观可以概括为：Loyalty（忠诚）、Duty（责任）、Respect （尊重）、Self-service（自立）、Honor（荣誉）、Integrity（诚信）和Courage（勇气）。其中，责任实为最重要的第一要素，也是西点精神的根基。 英国统帅威灵顿说他的人生格言是“忠于职守”，他因责任而生，为责任而死，责任是他生命的指导原则。 詹姆斯夫人说：“就像水泥使建筑物坚固一样，责任感使我们的道德坚固，使我们抗拒诱惑和考验：没有责任感，所谓的力量、仁慈、智慧、真诚、幸福快乐至爱情都是无中生有的空谈。” 所以，责任关涉到价值观的各个方面，直接植根于一个人的良知。 在西点，责任有不同层次的体现：对于刚入学的新兵，责任就是执行命令，任何人没有任何借口；二、三年级的学生开始领导几十个新兵，他们的责任就是身体力行，用优秀的行动影响和领导新兵；四年级的学生可以做100多人的领导，他们的责任要求他们不能在任何时候表现出胆怯或背离原则的行为。在西点军校，每一个要求都是一种责任，承担责任被看作是至高无上的准则。 反思当前中国，我认为，商学院乃至整个高校的教育都应该加强责任感的培训。要让学生们意识到，自己肩负着振兴国家经济的义务，每个人都是时代的领军人物，每个人都应当追求卓越。 二、诚信（Integrity） 诚信是西点的荣誉准则：反对欺骗，也反对任何容忍欺骗的行为（A cadet will not lie，cheat，steal，or tolerate those who do.）。

领导力学习心得体会

篇一：领导力提升培训学习心得体会 强化学习，武装头脑 不断提高为人民服务本领 ——领导力提升培训学习心得体会李兴龙 7月9日至13日，我非常荣幸地参加了商洛市市委组织部在西安交通大学举办的商洛市优秀年轻干部领导力提升专题培训班。走进心仪已久的名校，感受着西安交大“精勤求学、敦笃励学、果毅力行、忠恕任事”的治学理念和浓厚的学习氛围，恭耳聆听了西安交大谈民宪教授、桂维民教授、李德昌教授及西安市委党校李伯均教授等名师对当前的政治、经济、政策、法律及领导干部的党性、责任、思维、能力等方面进行的精彩讲授。教授学者们渊博的学识、丰富的管理经验、妙语连珠的讲授使我思域大开、心悦诚服；深入浅出、引人入胜的讲解让我对某些问题的模糊认识茅塞顿开，无论是在心灵上还是认识上都得到了一次全新的洗礼，使我受益匪浅。本次培训，使我感最深的有以下几点： 一、增长知识，视野得到了拓宽。这次培训内容有较强的针对性和时效性，并且大都是我知识结构上的薄弱环节，通过学习使我有机会接触到政治、经济、金融、行政管理等方面最新的理论成果，在领导能力、危机防范、政务礼仪等方面有了全新的认识，这些知识像新大陆一样开扩了我的视野，启发了我的思维，许多一直困扰我的问题一下子从理论上找到了依据，对原来在工作实践中深感难以解决的棘手问题也找到了很好的切入点,学习收获颇丰。我参加工作以来几乎一直行政工作，实际操作多，宏观管理少，对工作的谋划和设计重视不足、思考不够，这样肯定不利于工作思路的创新和工作局面的开展，通过培训我要努力在更高的层面上、用更全的视角去分析情况、解决问题，谋划思路，更好地完成好本职工作，努力实现经济发展的创新突破，努力做到思想更成熟、工作更积极、言行更稳健。 二、总结经验，领导能力得到了提升。领导力是一种影响力，最关键的执行力，它能使人们超出常规标准，常规质量的去完成任务，并且乐意这么做。领导力作为社会交互作用的一种要素，是一种复杂的活动，是领导干部贯彻落实上级战略决策、方针政策和工作部署的操作能力和实践能力，它是一位行政管理人员最重要的能力之一。通过这次培训学习，我清楚地认识到在过去领导能力上的一些缺陷。作为一名基层乡镇领导，个人能力急需进一步完善与提高。提高能力不仅是要对自己的前途负责，更是对党和国家、对人民负责。通过这次学习，我完全弄清了“一个好的领导者不应该等同于一个好的管理者”的理念。领导者应该是一个主动者、创造者和发明者，他必须善于预见前途，分析国家经济发展态势，准确提发展方向与战略目标，向确定好的目标去努力奋斗。这就需要我不断地学习，学以立德、学以培智、学以陶情、学以修身，增强自己的理想信念和对岗位责任的认识。 三、学以致用，工作水平得到了提高。专题培训结束后，我认真研究总结出了干好基层行政工作应具备的六种能力：一是科学决策能力，面对错综复杂的局面和千头万绪的工作要有善于及时做出正确抉择的能力；二是贯彻执行能力，面对问题能及时拿出行之有效的方案与计划，贯彻下去并做到全面准确、得当有力；三是综合协调能力，在工作中能把握大局、思虑周全、权衡协调、统筹兼顾；四是组织管理能力，善于社会交往，有较高的管理水平，组织得当；五是开拓创新能力，以大无畏的精神，在旧有的经验基础上大胆尝试创新，做到与时俱进、科学合理；六是学习实践能力，把学习当成是毕生的任务，作为新世纪的干部人才就要顺应时代的发展、跟上时代的步伐，活到老学到老，促进社会科学地进步。 四、交流体会，友谊得到了升华。参加研修培训的几十名学员来自全市不同部门和单位的同志，大家所处的岗位不同，从事工作的内容各异，与他们的交流给了我很大的触动和启发，让我受益匪浅。虽然大家的经历不同，但都赤诚相待，尽力将自己最热情、最精彩的一面展现给大家。同志之间由陌生到相识、到相知。学习和生活中大家相互帮助，每次集体活动大家都积极参加，体现出我们是一个团结奋进的团体。授课专家平易近人、幽默风趣，与大家

谈谈我对领导力的理解(20200521102804)

谈谈我对领导力的理解 谈到领导力这个词，一下子让我想起了很多人，毛泽东、丘吉尔、肯尼迪、拿破仑、韦尔奇、格鲁夫……我 仍记得在《恰同学少年》最后阶段的那次谈判中，青年的毛泽东所表现出的智慧勇敢、沉着淡定，那一幕让同龄 的我深感震撼，并久久记忆，那就是我想追求的领导力。 我觉得一个人体现出的领导力应该具体表现在几个方面： 第一，是个人的素质。这一综合素质包括价值观、道德人品、行为方式、做事态度。领导和管理不同，一个 领导者必须要有宏观的视角和远见，能激发和引领下属走向正确的方向，要有号召力和使命感，而这些就要求领 导者所表现出来的领导力不仅仅是一种控制力，而是一种能自觉地吸引和号召人才的力量，这种力量首先要来自 领导者内部，所以一个领导者最基本的要做到为人诚实、正直，有良好的道德人品和正确的价值观，这是做人的 基石，更是一个领导者发挥领导力的基石；此外，一个具有领导力的人必须清晰地明白他的目标是什么，他在做 什么，他的行为方式是否是符合目标的，也就是说一个人要表现出领导力，他的行为方式、做事态度就绝不应该 是随便的，而是应该具有严格控制力的，这种控制力的动机来自于领导者的责任。 第二，智慧。尽管高领导力不一定要具备高智慧，但领导力离不开智慧，这一点毋庸置疑。这里的智慧表现 在很多方面，比如学习能力，随机应变的能力，演讲和影响他人的能力，竞争能力等。 第三，情商。高领导力必须具备高情商，而这情商又包括情绪、情感、意志、耐受挫折等品质。一个领导者 如果管理自己情绪的能力超差，那即使他有再好的本事，也必然影响他的追随者，而领导力的一个表现就是追随 者的数量和质量；作为一个发挥高领导力的领导者，他应该有很强的情感沟通能力，他不仅能够理解自己和员工 的情感，而且能够明白什么时候应该用情感沟通，什么时候应该用理性沟通；意志是一个领导者要有面对困难的 决心和勇气，在任何压力和困难面前，一个具有领导力的人必然精力充沛、给人信心，就像马丁·路德金说的“要最终评价一个人，不能看他在顺境中如何意气风发，而要看他在逆境中能否乘风破浪”，领导力不单体现在顺境 中，同时更体现在逆境中，体现在领导者是如何凭借坚强的意志和信念带领团队走出困境的；最后逆商也是考验 领导力的一个重要要素，逆商就是要有面对逆境坚韧不放弃的性格，拿破仑曾说“victory belongs to those who are perseverance”，站起来比倒下去多一次就是胜利——这就是一个领导者耐受挫折的能力，也是领导力的体现。 第四，沟通能力。领导力还体现在领导者与其追随者的沟通能力，一个领导者要能清晰地表达其愿景并且让 其追随者容易理解和接受，信任也是建立在沟通的基础上的，良好的互动和沟通能力是发挥领导力的一个重要途 径。 第五，影响力。领导者通过个人的素质、智慧、情商和沟通能力发挥出的个人影响力是观察其领导力的一个 重要指标。领导力跟影响力是分不开的，影响力来自很多不同的方面，如何发挥影响力又是另一个问题了。 在商界，领导力同时还需要其他一些素质：The first thing in need is ambition, then in need is the will to win. Then intellect, commercial intellect and finally in need lashing and lashing of resilience. 举个例子吧，我在本科任班长的四年里，让我印象最深的是那次班级聚会。我不是一个强势的人，但我很在 乎同学的理解和尊重，自我当班长的第二年我就认识到班长不是一个权力活（虽然小学到高中也当班长，但从不 会考虑这些，都是跟着老师转），我开始认识到大家选举你后你应该担负的责任，比如组织大家去春游、秋游， 组织集体活动，聚会等，你的责任是要让大家认识到你们是一个优秀的集体，你是同学们和老师、学校沟通的桥 梁，你要给同学们带去帮助和利益。到了大二第二学期大家已经不像刚来的时候那样对什么事情都充满了热情， 而是各自有事情去了，当时班级内部也开始出现拉帮结派分裂的现象，作为班长，我感到有责任让大家重新团结，所以我策划了聚会和春游的事情，但并没有很多人热情响应，大家的意见是没有时间。我开始跟每个人沟通，告 诉他们我们都应该给大学留下一些美好的回忆，而这些回忆就是我们曾经一起成长，一起经历了一些故事，一起 快乐和悲伤。记得上完课的那天下午，我让大家都留下，说有几句话，当时我讲了近四十分钟，具体讲啥我忘了，讲完后不少女生哭了，教室沉默了好一阵。第二天，不少人给我发短信告诉我说，“谢谢你，班长，我们一起聚 会吧”。虽然这只是件小事，但在大学，要整个集体去共同去办一件事，这在刚开始或许容易（因为大家给你面 子），但在以后并不一定事件很容易的事情，尤其当你不依赖于上级的命令或所谓的“权力”，而是努力发挥自 己沟通力、影响力、号召力，这样才能称得上是领导，才能称得上领导力。 瞿新荣——2010/5/5

1 Leadership 领导力

Leadership 领导力 1.Leadership is about influencing, motivation and enabling others to contribute towards the effectiveness and success of the org of which they are members. 激励感染并使他人为其所在的组织的效率和成功做出贡献 2.Leaders apply various forms of influence (from subtle persuasion to direct application of power; leaders arrange the work environment (allocate resources and communication patterns). 3．Five perspectives of leadership Competency (trait) perspective of leadership 胜任特征观点 Behavioural 行为 Contingency 权变 Transformational 变革 Implicit leadership 内隐领导力 https://www.wendangku.net/doc/fd2264616.html,petency (trait) perspective Emotional intelligence 情商 Integrity 诚实 Drive 驱动力 Leadership motivation 领导动机 Self-confidence 自信 Intelligence 智力 Knowledge of the business 业务知识 公司不能只停留在招聘具备相关能力的员工，还必须通过领导力发展计划和相关领域的实践经验来发展他们的潜力 4.Behavioural perspective -people-oriented 员工导向trust and respect for subordinates -task-oriented 任务导向define and structure work roles, stretch goals and challenge employees, planning work activities, monitoring operations and perf. 5. Contingency perspective Most appropriate leadership style depends on the situation. Most contingency leadership theories assume that effective leaders must be both insightful and flexible. Must be able to adapt their behaviours and styles to the immediate situation. Path-goal theory of leadership: is the prominent contingency theory that identifies 4 leadership styles- directive, supportive, participative and achievement-oriented, and several contingencies relating to the characteristics of the employee and of the situation. Other theories: situational leadership theory; Fiedler’s contingency theory (natural styles); Leadership substitute’s theory (when employees are experienced: no need task-oriented and directive styles). Factors of contingency path-goal ?Skill and experience 技能经验Inexperienced: directive and supportive ?Locus of control 控制区域more directive and supportive leadership Internal: participative and achievement-oriented leadership styles External: directive and supportive ?Task structure 结构任务

中层管理干部领导力执行力培训心得

海航商业中层管理干部领导力执行力培训心得 金秋十月，有幸参加海航商业在北京举办的第一期第八批海航商业中层管理干部领导力、执行力培训学习，使我深受启发，获益匪浅。 紧张而愉悦的四天学习中，通过观看和聆听陈峰董事长在海航集团中层管理干部领导力执行力培训班上的讲话，进一步使我对海航企业文化有了更深刻的理解，特别是对于海航企业的精髓，海航精神价值体系感悟颇深。 海航之所以能从一个小岛走向世界，完成了从无到有，从小到大，从弱到强的成功转变，正是因为它拥有造福于人类的幸福于世界和平的共同理想；拥有“天佑善人，天自我立，自我主宰”，“真、善、美”，“无疆大爱”的共同信仰；拥有“大众认同，大众参与，大众成就，大众分享”的共同追求；拥有“诚信、业绩、创新”的共同理念。海航人肩负着“创造中华民族的世界级品牌，创造中华民族的世界级企业，做推动中国人民消费观转变和中国现代化国家转型的引领者；做中华民族传统文化伟大复兴的推动者”三大历史责任，这是让海航人不断努力，不断超越，不断成就的核心动力，是企业文化之依，立足之本。海航精神是海航人不朽的精神之源，智慧之源和进步之基、生存之本。海航全体管理干部应具备的素质和能力要求我们必须增强责任感和使命感，做海航企业文化的实践者。 通过郑海美老师对PDP的解读，使我对自身天赋的特质有了清晰的了解，它启发我们应如何了解自我，认识他人，通过“扬弃”来发挥自身特长，潜在的能力，克服自身弱点和不足。同时，发现和了解所带团队每个成员的天生特质、秉性，用其所长，避其所短，充分发挥每个团队成员的主观能动性，做到人尽其才，使大家心往一处想，劲儿往一处使，齐心协力，完成工作，目标和任务，成为一个充满激情活力，能打胜仗，敢打硬仗，高效优质的团队。 通过杨华老师关于惠普POM管理流程的讲解，使我们有机会分享惠普的成功管理经验，对惠普科学的管理流程有了初步的了解。惠普管理流程包含了确定团队的宗旨和使命，建立共享的愿景，制定共同计划，领导行动方向，评估结果和过程达到持续性的改善五大步骤，将管理工作进行了系统的分解，准确定义了管理工作的环节和控制要点，使管理工作的目标更加明确，计划更具条理性，科学性，减少盲目性。各种工具表格，科学简洁，方便操作，对管理工作的质量提