13、ACA成功的四大領導才能
Like Hooper and Potter, Cuneo approaches his task with ACA using four steps. Although the numbers of steps do not match those of Hooper & Potter, the ideas and intentions all coincide with one another. These steps consist of:
1.clearly identifying the problem and putting together a business plan to implement solutions;
2.conducting an unemotional analysis of the skill sets needed to staff organization successfully;
3.hiring the right people;
4.and increasing productivity by empowering staff, allowing an element of risk, and making sure you’re working on the right task.
14、HP推崇的七大領導才能
Hooper and Potter point to seven leadership competencies as their tool of measurement, which are:
1.setting direction;
2.setting an example;
3.effective communications;
4.creating emotional alignment;
5.bringing the best out of people;
6.the leader as a change agent;
7.making decision in crisis or uncertainty.
15、公司執行官的素質和作用
Strengthening relationships between the board and the staff is a critical function for many association executives. Other than the chief staff executive, staffs often have infrequent interaction with board members. Board members and staff need to know each other as individuals. They need an understanding of their respective work styles and strengths and weaknesses. And they need agreement on how they will work effectively with each other. This distinction of roles has led to a big attitude change in that obviously the board needs to tell employees what it wants to be done, but the board is now coming to employees for their expertise and feedback rather than saying “It must be done”, displaying the essential characteristic that Hooper and Potter address in Take It From the Top, the ability of the leader to unlock the potential of their people.
16、一個領導力的典型例子：HP的成功
Few business leaders get to be highly recognized names in the world at large or even the broadest business communities like the team of William Hewlett and David Packard. In 1938they pooled $538to found their namesake Hewlett-Packard in a rented garage. Hewlett focused his energy on leading the technology side of the now $31billion high tech leader. Packard wrestled with managing the day-to-day operation and died at the age of 83.Many believe that David Packard’s chief legacy may be his management style. His employees awarded him a M.B.W.A. Degree—Master By Walking Around for the legwork expanded in his belief that upper management should remain close to workers. The HP way also strives to maintain a small company atmosphere even as the work force expanded to 100,000.
Employees were allowed freedom, and internal competition was encouraged, while working toward a shared objective. Packard’s commitment to employees was also legendary. In 1990he came out of semi-retirement to help manage a sweeping corporate overhaul that successfully averted the job losses that subsequently hit many other high-tech companies. David Packard was truly a good leader to be admired.
17、一個團隊管理的例子
The Orpheus orchestra has performed for over thirty years without a conductor—that is, without a sole leader. As a team of over 25members, it has drawn discriminating audiences, and has produced over 60recordings for Deutsche Gramophone in successful competition with other world-class orchestras.
Rather than an autocratic or charismatic conductor deciding the overall conception of a work and then dictating how each individual is to perform the individual tasks, the Orpheus team generally selects a different “core group” for each piece of music. The core group provides leadership in working out the details of the piece, and presents their ideas to the whole team. Members of the whole team then participate in refining the final conception, rehearsal, and product, including checking from various places in the auditorium how the sound balances and verifying the quality of the final recording.
At times the entire Orpheus team may follow a single leader, but whom the team follows rotates from task to task, depending on the capabilities of its members. The orchestra has developed seminars and training sessions for adapting the Orpheus Process to business.
18、領導力與管理存在的領域
Leadership does not only manifest itself as purely a business phenomenon. Many people can think of an inspiring leader they have encountered who has nothing whatever to do with business: a politician, an officer in the armed forces, a Scout or Guide leader, a teacher, etc. Similarly, management does not occur only as a purely business phenomenon. Again, we can think of examples of people that we have met who fill the management niche in non-business organizations. Non-business organizations should find it easier to articulate a non-money-driven inspiring vision that will support true leadership. However, often this does not occur.
19、領導力與管理的混合vs.管理風格
Differences in the mix of leadership and management can define various management styles. Some management styles tend to de-emphasize leadership. Included in this group one could include participatory management, democratic management, and collaborative management styles. Other management styles, such as authoritarian management, micro-management, and top-down management, depend more on a leader to provide direction. Note, however, that just because an organization has no single leader giving it direction, does not mean it necessarily has weak leadership. In many cases group leadership （multiple leaders） can prove effective. Having a single leader （as in dictatorship） allows for quick and decisive decision-making when needed as well as when not needed. Group decision-making sometimes earns the derisive label “committee-it-is” because of the longer times required to make decisions, but group leadership can bring more expertise, experience, and perspectives through a democratic process.
20、領導與管理I：管理是領導的子概念
Some commentators link leadership closely with the idea of management. Some regard the two as synonymous, and others consider management a subset of leadership. If one accepts this premise, one can view leadership as:
1.centralized or decentralized
2.broad or focused
3.decision-oriented or morale-centered
4.intrinsic or derived from some authority
Any of the bipolar labels traditionally ascribed to management style could also apply to leadership style. Management merely consists of leadership applied to business situations; or in other words: management forms a sub-set of the broader process of leadership. Leadership occurs any time one attempts to influence the behavior of an individual or group, regardless of the reason. Management is a kind of leadership in which the achievement of organizational goals is paramount.
21、領導與管理II：領導與管理的區別
However, a clear distinction between management and leadership may nevertheless prove useful. This would allow for a reciprocal relationship between leadership and management, implying that an effective manager should possess leadership skills, and an effective leader should demonstrate management skills. One clear distinction could provide the following definition:Management involves power by position. Leadership involves power by influence. Leaders are inspiring visionaries, concerned about substance; while managers are planners who have concerns with process.
Specifically, a leader optimizes upside opportunity; a manager minimizes downside risk. Successful executives need to apply both disciplines in a balance appropriate to the enterprise and its context. Leadership without management yields steps forward, but as many if not more steps backwards. Management without leadership avoids any step backwards, but doesn’t move forward.
22、領導與管理III：十二大區別
A dichotomy between managers and leaders draws twelve distinctions between the two groups:
1.Managers administer; leaders innovate.
2.Managers ask how and when; leaders ask what and why.
3.Managers focus on systems; leaders focus on people.
4.Managers do things right; leaders do the right things.
5.Managers maintain; leaders develop.
6.Managers rely on control; leaders inspire trust.
7.Managers have a short-term perspective; leaders have a longer-term perspective.
8.Managers accept the status quo; leaders challenge the status-quo.
9.Managers have an eye on the bottom line; leaders have an eye on the horizon.
10.Managers imitate; leaders originate.
11.Managers emulate the classic good soldier; leaders are their own person.
12.Managers copy; leaders show originality.
23、領導與管理IV：關注重點不同
As a broad generalization, managers concerned themselves with tasks while leaders concerned themselves with people. This does not suggest that leaders do not focus on “the task”. Indeed, the things that characterize a great leader include the fact that they achieve. Effective leaders create and sustain competitive advantage through the attainment of cost leadership, revenue leadership, time leadership, and market value leadership. Managers typically follow and realize a leader’s vision. The difference lies in the leader realizing that the achievement of the task comes about through the goodwill and support of others （influence）, while the manager may not.