What are the contents of leadership? Which factor is the most important?

Leadership refers to making full use of human resources and objective conditions within the jurisdiction, doing what needs to be done at the lowest cost, and improving the efficiency of the whole group.

Leadership (leadership)

Leadership can be described as a combination of a series of behaviors, and these behaviors will motivate people to follow the leader to where they want to go, rather than simply obeying. According to the definition of leadership, we can see that it exists around us, in the management, in the classroom, in the stadium, in the government, in the army, in listed multinational companies, in small companies, and even in a small family. We can see leadership at all levels and in all fields, which is the core of everything we do well. A title or position cannot automatically create a leader.

On the definition of leadership

Dr. Henry Kissinger, former US Secretary of State, said: "Leadership is to let his people, from where they are now, lead them to places they have never been."

Mark, vice president of General Motors? 6? 1 Mark Hogan's description of the leader: "Remember, people make things happen, and if no one carries them out, the best plan in the world is meaningless. I try to surround myself with the smartest and most creative people. My goal is to always create the working environment that the best and most talented people want. If you respect people and always keep your promises, you will become a leader, regardless of your position in the company. "

"Never doubt that a small group of thoughtful and caring citizens can change the world, and it does." Margaret? 6? 1 mead (margaret mead)

"Leadership is like beauty, it is difficult to define, but when you see it, you will know. Warren? 6? 1 Warren bennis

"Leadership is the ability to grasp the organizational mission and mobilize people to struggle around this mission; The basic principles of leadership are:

* Leadership is the art of how to behave, not how to do things. In the final analysis, the leader's ability is personal quality and personality.

* Leaders succeed through the efforts of their employees. The basic task of a leader is to establish a highly conscious and productive work team;

* Leaders should build bridges of communication. "-Dialogue between Drucker Foundation and Leaders"

"I don't think leadership can be taught, but we can help people discover and tap their leadership potential." John? 6? 1 John Coulter's Nine Personality and Leadership Nine Personality (Enneagram) began to enter the fields of American business circles, MBA of famous universities, team building of top 500 enterprises, decision-making management of small and medium-sized owners, career development of professional managers, interpersonal relationships, personal growth and so on in the early 1980s, and has now become a management tool that is popular all over the world and vital to everyone's growth and development.

As we all know, those who know others are wise, and those who know themselves are wise.

Can you accurately judge the motives of others?

Can you effectively tap the inherent potential of employees?

Do you feel that directing others to do things is getting less and less effective?

The future competition is the competition of talents, and how to identify talents and use them effectively is the key for enterprises to win.

Make people, implement them. -The Analects of Confucius? 6? 1 Yan Yuan "

(Users should use it reasonably according to their own abilities. Device, according to everyone's ability to use reasonably. )

The beauty of a virtuous man lies not in beauty but in cleverness; Wisdom is more expensive, and Ozzie is more expensive than Toto. Knowing people is sincere and wise, then everything is in its order, and ordinary achievements are made.

The core of management is people. How to fully mobilize people's subjective initiative and let team members work spontaneously becomes the embodiment of managers' core competence.

There are two hardest things in the world: 1, change yourself, and 2, change others. Many managers can command thousands of troops, but they can't manage themselves well, and just good self-management is the beginning of effective team management. There is an old saying: "If you don't sweep a house, how can you sweep the world?" Sweep what? Is a key, when we are filled with internal subjective knowledge, we can't make a correct judgment, and this subjective judgment is precisely influenced by our personality. Knowing the blind spots in one's personality is the key to the promotion of managers. Perhaps this is a point that many managers ignore, but the awakening degree of managers as the center of team influence plays a decisive role in the management efficiency of the team.

"Where does self-management begin?"

"What do I need to improve in order to improve my leadership?"

"How can we improve it effectively?"

Yes, targeted learning is more important than learning itself! Directional promotion is more important than promotion!

The essence of Tai Ji Chuan lies in "four or two thousand dollars". Archimedes once said, "Give me a fulcrum and a hard stick long enough, and I can move the earth!" " So as our manager, where is the effective fulcrum?

With such confusion, let's walk into the ancient wisdom of nine types of personality, and maybe we can find the answer here. Nine types of personality come from Sufi, a mysterious belief that arose in Central Asia and Persia in the 9th century BC. This theory describes nine types of personality possessed by human beings and explains the relationship between different personalities. Later, it gradually developed into a set of effective management tools for knowing yourself, knowing yourself and employing people, and it is also the most classic course of Stanford University in the United States.

What is leadership?

In the 2 1 century, when social change, international communication, information technology, personality development and many other challenges and opportunities come to every participant in the social division of labor, we should have some leadership to some extent, whether we are in the position of leaders or not.

This is because leadership means that we can always analyze problems from a macro and overall perspective and keep our established goals and missions unchanged when we are engaged in specific work; Leadership also means that we can more easily jump out of the level of one person and one thing and deal with a more complex and changeable world with a holistic and balanced way of thinking; Leadership also means that we can pay more attention to our relationship with others while caring about our own needs, and always strive to find more equal, frank and efficient solutions in constant communication. ...

If I have to define leadership, I prefer to describe it in a concise sentence:

An art about foresight and planning, communication and coordination, sincerity and balance.

Yes, the leadership in the 2 1 century is not only the methods and skills of leadership, but also applicable to leaders. It is an elegant and exquisite art that each of us should have or practice.

Leadership is an art.

In 1954, peter drucker, the father of management, described the basic tasks of managers as follows:

Determine the goal and assign work-managers need to determine what the goal should be, analyze the activities, decisions and relationships needed to achieve the goal, classify the work into manageable positions, then organize these units and positions into appropriate structures, and select the right people to manage these units and the work that needs to be completed.

Hierarchical management, develop measurement standards-managers must ensure that everyone in the organization has applicable measurement standards, which not only pay attention to the performance of the whole organization, but also pay attention to individual work performance and help individuals achieve performance goals. At the same time, managers need to communicate the significance and results of these indicators with subordinates and superiors.

Evaluation of employees, clear rewards and punishments-managers motivate employees to work hard through management, relations with subordinates, reward and punishment measures and promotion policies. At the same time, managers stimulate their own potential through management methods, strengthen their own moral norms, and train their subordinates to complete their tasks honestly and responsibly.

It should be said that peter drucker's viewpoint is very familiar to us in the management work in the last century. This universal view, which still has a wide influence, regards leadership as a method or skill, regards the relationship between the leader and the led as an orderly hierarchical relationship, and equates the manager's leadership to employees with the designer's arrangement of every gear and screw of an industrial machine. ...

We can't say that peter drucker's point of view is wrong, but if we use this theory invariably, simply and rigidly, then we can't and can't adapt to today's changeable, flat and information-based century. For example, if every new product research and development decision of every enterprise comes from a few managers, then, in today's increasingly diversified and rapidly changing user needs, I am afraid that few enterprises can get the favor of users for a long time; If every employee completes the work assigned to him step by step under the strict organizational structure and strict evaluation system, there will be no creative products such as iPod, GMail and Wii in this world.

The new century needs new leadership, and the new century needs us to know, understand and practice leadership with a more equal, balanced and creative attitude.

As a manager, I personally worked in four passionate and creative IT companies, including Apple, SGI, Microsoft and Google. When I was working as a leader, I seldom arranged work for every employee I led from top to bottom according to peter drucker's ideas. On the contrary, I am more accustomed to putting myself on an equal footing with employees and seeing myself as an motivator, coordinator or communication bridge, rather than a leader, supervisor or command center in the traditional sense.

In my opinion, today's managers still need to have basic skills such as decision-making, organization, assessment, rewards and punishments. , as peter drucker said, but 2 1 century put forward higher and more comprehensive requirements for managers. If we want to change from a traditional "manager" to a successful "leader", what we need to do most is not to complete the established tasks, nor to design the organizational structure of the team, nor to give orders skillfully, but to create a passionate and innovative environment for all employees-leadership is not a method or skill, but a unique art.

In my own experience, the art of leadership roughly includes three categories: macro decision-making, management behavior and personal qualities (as shown in the following figure):

Each of the above three categories contains three most important leadership abilities:

Macro decision-making: the art of foresight and planning

Vision is more important than control.

Faith is more important than indicators.

Talent is more important than strategy.

Management behavior: the art of communication and coordination

Team is more important than individual.

Authorization is more important than orders.

Equality is more important than authority.

Personal quality: the art of sincerity and balance

Balance is more important than courage.

Reason is more important than passion.

Sincerity is more important than propriety.