Facing more challenges, it is essential for an enterprise to have a strong leadership. What's the importance of leadership? It must be clarified. Today we'll listen to the experts' answers.
1 decide the goal and assign the work
The leader with leadership knows how to decide what the goal should be, knows how to analyze the activities, decisions and relationships required to achieve the goal, and has the ability to assign work and complete the work.
2. Evaluate employees, and make clear rewards and punishments
Leaders with leadership know that through management, through the relationship with subordinates, through reward and punishment measures and promotion policies, employees are encouraged to work hard.
3 leadership can influence subordinates
The so-called: what kind of leadership, what kind of subordinates will be led out? A leader with leadership knows how to influence others in the organization and make others try their best to achieve organizational goals.
4 value of leadership
It is said that to cultivate leadership, the first step is to cultivate value. A leader full of personal charm will have enough strength to restrain himself. Under pressure and motivation, he can make himself correct.
Leader's leadership plays an important role in the development of an enterprise. The good and bad of leadership is directly reflected in the executive power of its employees. Welcome to read! Please pay attention to related columns for more information!
Today, strong leadership is often seen as one of the most important key factors for organizational growth, change and regeneration. Unfortunately, leadership is often short of resources. It is precisely because of this shortage that many enterprises are unable to adapt to the era of intensified global competition.
In order to improve the quantity and quality of leadership, enterprises are investing time and money to develop leadership. In recent years, the role of the development of leadership activities has increased dramatically, and the scope has also expanded rapidly. For example, these activities are increasingly designed around the idea that leadership development is a life-long process, not a single isolated event.
The development of leadership plays three major roles in the process of employee education: developing individual skills, popularizing enterprise values and vision, and conducting strategic interventions to advocate dialogue and implement change throughout the enterprise.
Historically, the most common approach has been personal preparation and skill development. In this way, managers learn the core ideas and skills of leadership and get feedback on specific capabilities.
The second role of leadership development is to spread the vision, values and mission of the organization throughout management. This is quickly becoming the primary goal of many leadership training courses. Generally, such education aims to cultivate managers (whether they are competent for higher management positions) or as a way to deepen cultural change at all levels of management.
Finally, leadership courses are increasingly used for strategic interventions. For example, the education model focuses on collective discussion under behavioral learning, task groups and mentoring, so as to identify organizational proposals that can accelerate major strategic change.
Therefore, the definition of leadership development has been constantly broadened. It not only refers to the leadership ability of a manager, but also refers to the development of the whole organization's leadership thinking mode. As a result, today's programs involve a large number of managers, including many action-oriented learning. The model of such strategic intervention comes from specific proposals designed and implemented by enterprises such as Ford and Philips.
In short, leadership is a comprehensive art. It not only contains a variety of specific management skills and management methods, but also includes forward-looking and planning, communication and coordination, sincerity and balance and many other elements. Of course, the suggestions in this paper are not necessarily suitable for the implementation in any enterprise. In some enterprises (such as foreign enterprises and innovative enterprises), they can be more decentralized and equal. But in other enterprises (such as state-owned enterprises and traditional enterprises), we can only do it moderately. However, I sincerely believe that the nine leadership training models mentioned in this article should be able to appropriately improve leadership in any enterprise.
What is the impact on leadership of the relationship between social intelligence and non social intelligence? From two perspectives.
First, some people may always prefer to activate the non social thinking network first and suppress the social thinking network. The tendency is either the result of heredity or the result of long-term practice - these people may have been living in a society that values abstract thinking and despises social thinking.
However, some people think that non social thinking is more important, probably because of their views on their work.
If someone is used to thinking about leadership from a non social perspective, his or her own social mind will be resisted and become insensitive to the social events around him or her. Therefore, they seldom think about their own behavior and the social significance of other people's behavior.
Many times, when a team member says that he has encountered difficulties in advancing a project, the implication is that he has encountered difficulties in the process of working with other members of the team.
If the leader of the team is a person with a high degree of "socialization", he will realize that the cooperation mechanism within his team needs to be adjusted.
As a result, he won't pay too much attention to whether team members need more personal training (to be competent for the job) - which could be a bad solution for the current problem.
Second, the seesaw relationship between non social thinking process and social thinking process has both good and bad sides.
For those who believe that their work basically involves non social thinking, a new understanding of the nature of their work may help to promote the balance of the seesaw. The most efficient and successful leaders are able to switch back and forth between these mental models at will. This is undoubtedly good news.
The bad news is that if a person already favors non social networks on a "biological level," then even redefining his work is unlikely to change the course.
The best boss understands and cares about the social motivations of all members of the team. Bosses must promote social connections between themselves and all members of the team, between team members, and between the team and the outside world, which is crucial to the success of the team.
Better communication can reduce misunderstanding among team members and eliminate various "social" problems in the bud. Try to make your team a real team! Your efforts will definitely be rewarded.
As long as members more identify with their own team, it can promote a harmonious atmosphere, so that everyone can think more about how to best serve the team, rather than just consider themselves.
As social animals, we are born with the conditions to do this - as long as we really identify with our team.
Please be committed to creating an individual's sense of identity and attachment to the group! This is the core of leadership.