Leadership is a big, vague, amorphous topic. We can write about great leaders at great length. But practically speaking, how do you become one?

　　“領(lǐng)導(dǎo)力”是一個(gè)宏大、模糊而虛無的話題，我們可以為優(yōu)秀的領(lǐng)導(dǎo)者寫出連篇累牘的傳記。但講點(diǎn)實(shí)在的，你自己怎樣才能成為一名優(yōu)秀的領(lǐng)導(dǎo)者呢？

　　A good start is to focus on leadership styles. Daniel Goleman, who popularized the notion of "emotional intelligence"， has described the following six different styles that leaders use to motivate others.首先最好是關(guān)注領(lǐng)導(dǎo)方式。推廣了“情商”概念的戈?duì)柭?Daniel Goleman)，曾把領(lǐng)導(dǎo)者用以激勵(lì)他人的方式歸為后面說到的六類。

　　Our view is these are not mutually exclusive. You don't need to adopt one and ignore the others. Rather, the best leaders move among these styles, using the one that meets the needs of the moment. Think of them all as part of your management repertoire.

　　我們的觀點(diǎn)是，這些方式并非相互排斥。你不需要采用一種而忽略其他。相反，最優(yōu)秀的領(lǐng)導(dǎo)者不會(huì)總是選擇某一種方式，而是哪種方式能滿足當(dāng)下的需要，就采用哪種方式。你要把這些方式當(dāng)成自己整個(gè)管理藝術(shù)的一部分。

　　Visionary. This style is most appropriate when an organization needs a new direction. Its goal is to move people towards a new set of shared dreams. "Visionary leaders articulate where a group is going, but not how it will get there - setting people free to innovate, experiment, take calculated risks," writes Goleman.

　　愿景式(Visionary)。當(dāng)一個(gè)組織需要有新的方向時(shí)，這種方式最為合適。它的目的是鼓動(dòng)人們朝著一系列新的共同愿景而前進(jìn)。戈?duì)柭鼘懙?，愿景式領(lǐng)導(dǎo)者為團(tuán)隊(duì)指明前進(jìn)目標(biāo)，而不是到達(dá)目標(biāo)的方式，這讓人們能夠充分地創(chuàng)新、歷煉、承擔(dān)可能的風(fēng)險(xiǎn)。

　　Coaching. This one-on-one style focuses on developing individuals, showing them how to improve their performance, and helping to connect their goals to the goals of the organization. Coaching works best with employees who show initiative and want more professional development. But it can backfire if it's perceived as “micromanaging” an employee, and undermines his or her self-confidence.

　　輔導(dǎo)式(Coaching)。這種一對一的方式側(cè)重的是人員的培養(yǎng)，教他們學(xué)會(huì)怎樣提升績效，并幫助他們把個(gè)人目標(biāo)與組織目標(biāo)結(jié)合起來。在顯示出主動(dòng)性、希望在專業(yè)上進(jìn)一步提升的員工身上，輔導(dǎo)發(fā)揮的作用最大。但如果被視為一種婆婆媽媽的管理方式，可能會(huì)適得其反，并損傷員工的自信心。

　　Affiliative. This style emphasizes the importance of team work, and creates harmony in a group by connecting people to each other. It's particular valuable when you need to improve team harmony, increase morale, and repair communication or repair broken trust in an organization. But it has its drawbacks. An excessive emphasis on group praise can allow poor performance to go uncorrected, and lead employees to believe that mediocrity will be tolerated.

　　親和式(Affiliative)。這種方式強(qiáng)調(diào)團(tuán)隊(duì)協(xié)作的重要性，并在人與人之間建立一種紐帶，形成一個(gè)和諧的團(tuán)體。當(dāng)你需要在組織中增進(jìn)和諧、提高士氣并修復(fù)溝通或受損的信任關(guān)系時(shí)，這種方式尤其有用。但它也有缺點(diǎn)。過分倚重對團(tuán)隊(duì)的表揚(yáng)，可能會(huì)放任低劣的績效得不到改正，并讓員工相信他們是可以碌碌無為的。

　　Democratic. This style draws on people's knowledge and skills, and creates a group commitment to the resulting goals. It works best when the direction the organization should take is unclear, and the leader needs to tap the collective wisdom of the group. The consensus building approach can be disastrous in times of crisis, however, when urgent events demand quick decisions.

　　民主式(Democratic)。這種方式充分發(fā)揮團(tuán)隊(duì)的知識(shí)和技能，共同形成目標(biāo)，并樹立一種實(shí)現(xiàn)目標(biāo)的共同意志。當(dāng)組織的前進(jìn)方向不明確、領(lǐng)導(dǎo)者需要利用團(tuán)隊(duì)的集體智慧時(shí)，這種方式最為有效。但在危機(jī)時(shí)刻，緊急事件需要有迅速?zèng)Q策，這種建立共識(shí)的方式可能帶來災(zāi)難性的后果。

　　Pacesetting. In this style, the leader sets high standards for performance. He or she is obsessive about doing things better and faster, and asks the same of everyone. But Goleman warns this style should be used sparingly, because it can undercut morale and make people feel as if they are failing. 'Our data shows that, more often than not, pacesetting poisons the climate,' he writes.

　　標(biāo)桿式(Pacesetting)。根據(jù)這種方式，領(lǐng)導(dǎo)者制定出很高的績效標(biāo)準(zhǔn)，對更好、更快有著一種執(zhí)著的追求，并要求人人都像自己一樣。但戈?duì)柭嬲f，這種方式應(yīng)當(dāng)少用，因?yàn)樗赡艽驌羰繗?、讓人產(chǎn)生挫敗感。他寫道，我們的數(shù)據(jù)顯示，標(biāo)桿式領(lǐng)導(dǎo)行為多半會(huì)損害氛圍。

　　Commanding. This is the classic model of "military" style leadership - probably the most often used, but the least often effective. Because it rarely involves praise and frequently employs criticism, it can undercut morale and job satisfaction. Still, in crisis situations, when an urgent turnaround is needed, it can be an effective approach

　　命令式(Commanding)。這是“軍事化”領(lǐng)導(dǎo)方式的典型，或許是用得最多、但奏效機(jī)會(huì)最少的方式。由于很少涉及表揚(yáng)，并不斷地采取批評方法，它有可能打壓士氣和工作滿意度。但在危機(jī)情形下需要緊急扭轉(zhuǎn)局勢時(shí)，這可能是一種有效的辦法。

　　Note that what distinguishes each leadership style above is not the personal characteristics of the leader, but rather the nature and needs of those who are being led. As James MacGregor Burns argued in his path-breaking 1978 book, Leadership: "Leadership over human beings is exercised when persons with certain motives and purposes mobilize, in competition or conflict with others, institutional, political, psychological and other resources so as to arouse, engage and satisfy the motives of followers"

　　要注意到，區(qū)分上述不同領(lǐng)導(dǎo)方式的，不是領(lǐng)導(dǎo)者個(gè)人的性格特點(diǎn)，而是受領(lǐng)導(dǎo)者的稟性和需求。正如伯恩斯(James MacGregor Burns)在1978年的開創(chuàng)性著作《領(lǐng)導(dǎo)論》(Leadership)中所言：當(dāng)擁有特定動(dòng)機(jī)或意圖的人們調(diào)動(dòng)制度、政治、心理或其他方面的資源，并與其他人產(chǎn)生競爭或沖突時(shí)，便有領(lǐng)導(dǎo)人類的行為進(jìn)行，目的是激發(fā)、調(diào)動(dòng)并滿足追隨者的動(dòng)機(jī)。

　　Unlike "naked power wielding," he writes, "leadership is thus inseparable from followers' needs and goals"

　　他寫道，領(lǐng)導(dǎo)力與“赤裸裸地行使權(quán)力”不同，領(lǐng)導(dǎo)行為與追隨者的需求和目標(biāo)密不可分。

　　The good leader, in other words, must understand what motivates those he or she wishes to lead

　　換句話說，好的領(lǐng)導(dǎo)者必須懂得，哪些東西能夠激勵(lì)他/她希望帶領(lǐng)的那些人。