Today's business literature is a complete leadership model. The entire industry has grown up around coaching leaders. Leadership can be said to be one of the most valuable leaders in human activities. Despite the many literatures on this topic, many people are still unable to determine the basic building blocks for determining leadership . Intuitively, we know that leaders have the talent to bring people together; let them cooperate effectively; adjust them around common goals, goals, and goals; let them cooperate and depend on each other; and trust each other. We also learned from the observation of leaders' practical experience that the general attributes of leadership played by leaders and the actual role of played by leaders did not occur in a vacuum. Yes (Elliot Jaques and Stephen Clement, Executive Leadership (Arlington, VA: Cason Hall, 1994)) embed a specific historical background, business conditions, and the organizational structure, systems, and culture of people's leadership. [19659002] Problem solving ability
leadership (professional knowledge, experience and wisdom) first The levels include education, expertise, specific industry and market experience, and effective leadership of organizations with varying numbers of employees and management levels (Elliot Jaques, Essential Organization Baltimore, MD: 2006). Over time, management wisdom will become about how organizations and industries operate, what motivates people, and what customers And what the supplier really needs and desires for experience and reasonable judgment, as well as how to effectively perform work in a higher level of management.
The second dimension of leadership (problem solving ability) is to have an appropriate level of "intellectual horsepower. " to effectively perform staff assignments and task complexity. The complexity of work and tasks is defined as: a) the number of variables that are run under certain conditions, b) the ambiguity of these variables, c) they are The rate of change of time, d) the amount by which they are intertwined, so that they must e) the ability of the person to identify and control once learned significant variables; and f) the time range of work expressed in days, months, and years (Jaques, Necessary Organization p. 24 and later Jaques and Clement, Executive Leader p. 14).
The third dimension of leadership (character, core beliefs, and values) is manifested in patterns of behavior and interaction, default assumptions, intrinsic motivation, and how leaders view themselves, others, and the world around them. Mark Bodnarczuk, Breckenridge Type Indicator (TM) ). There is not a "right" personality or a set of core beliefs and values for a leadership position, but the question is not: a) How well do they help one to work effectively, or b) Reveal decision-making bias, predictable Judging wrong or inappropriate behavior patterns? The key indicator that a person has mature grass in this leadership is that they: a) Avoid using what Collins calls or and b) instead of (Jim Collins, Built to Last New York: Harper Business, 1994, p. 43 ff.).
Leadership in the fourth dimension (self-awareness and others) based on Jim Collins bestseller from greatness to greatness (Jim Collins, from greatness to greatness New York: Harper Business, 2001). Collins began his study from good to great and prejudice against leadership. He told his research team that the fact that "the great company has a great leader" is self-evident and a boring discovery. But his research shows that a truly great company has a fundamentally different leader (he calls it a five-level leader). These people are characterized by professional will, fierce determination, and personal humility. The five-level leaders set aside their own interests instead of focusing on building a sustainable organization and let others succeed rather than fail. When things go wrong, the five-level leader knows how to reflect on the mirror of personal responsibility. They know how to describe credit to others when things are right (Collins, Good to Great p. 33)). The key question is, "How does the kind of leader described by Collins in Good to Great become a leader?" Collins believes that the five leaders exhibit a personal development model in which Among them, the self-centered driving force needed to achieve the top level of American companies is transformed into professional will, a combination of intense determination and humility, but it does not provide a systematic approach to become a five-level leader - this is beyond the scope of his research. We believe that the fourth dimension of leadership (awareness of the self and others) is the key to becoming a five-level leader.
The four dimensions of leadership are a series of interdependent abilities, skills, and characteristics that enable leaders to bring people together; allow them to cooperate effectively; adjust them around common goals, goals, and goals; let them Cooperation and mutual dependence; mutual trust. As mentioned earlier, leadership in the daily life generic attributes attributes and actual attributes do not appear in the vacuum, but embedded in a specific history Background, business environment, and people's organizational structure, systems, and culture. Therefore, the four dimensions of leadership must always be contextualized and applied to the real life situations and challenges faced by leaders.
Orignal From: The four dimensions of leadership
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