1、UNIT10 Leaders Today当今领导者,summary,Despite leadership has been treated extensively in the past 30 years,it is experiencing a renaissance and almost became a focus in business literature.Some studies have been made to illustate the reasons.Organizations are striving to make leadership development more
2、 than a series of isolated event .However, it will face several challenges.It seems that more and more companies tend to estimate workersperformance through leadership and use higher positions to incentive staffs morale.But that a focus on leadership is yield or will yeild better business result has
3、 not been proved.,Over the course of the last 30 years, perhaps no subject has been treated so extensively in business literature as that of leadership. Despite this,leadership seems to be experiencing a renaissance as the focus of a myriad of books,articles,seminars ,and conferences.Why this rekind
4、led interests in a topic that seems so well covered?We believe it is because an entirely new form of leadership is critical to the renewal and growth that are the “what next?“of reengineering and cooperate downsizing.,在过去的30年历程中，或许没有什么比领导力在商业文献中受到更为广泛的关注。尽管如此，领导力又重新受到关注并在各种书籍、文章、研讨会以及会议上被讨论。为什么会在讨论已
5、经足够透彻的话题上再次燃起兴趣呢？我们相信，这是由于一个全新的管理形式，对企业的更新和发展是至关重要的，而如何更新和发展，是企业再造和企业精简之后面临的下一个问题。,Perhaps nowhere is the need for redefinition so strong as in the cooperate finance organization,where business partnering and people skills are replacing number crunching as the most sought-after abilities .Visionary
6、leadership will be the engine for this change.To better understand what causes such leaders to merge,the Finance Leadership council at Motorola ,joined with Arthur Andsersen to conduct a year-long study of leadership development practices at 19 organizations.,或许没有什么比公司财务机构更需要重新定义领导能力，因为其商业伙伴和员工技术作为最
7、炙手可热的能力正在逐步取代电脑处理数字技术。有远见的领导人将会是这种变化的推动力。为了进一步了解是什么导致了这种领导人的产生，亚瑟-安德森参加了在摩托罗拉开展的财务领导层会议，这次会议旨在19个机构中开展长达一年的领导发展实践研究。,“We consciously look outside the finance organization for ideas “,says Edgardo Pappcena,partner in charge of Arthur Andsersen Business Consultings Change Enablement practice and leadi
8、ng partner for the study.“We had a strong belief that transformational insights would not be tied to function.Looking outside finance got us thinking more creatively.“,负责促进安达信商业咨询公司的实现变革实践的合伙人，也是这项研究的领衔合伙人埃德加多.帕帕西纳说：“我们有意识地向外财政机构寻求意见。我们坚信，变革的洞察力将不会局限于职能部门，向财政部门以外看使得我们更富有创造力的思考。,To extend the teams t
9、hinking further ,interviews were conducted not only with multinational cooperations that matched Motorola in size and global reach ,but also with other organizations that offered the potential for out -of-the -box insights.The goal of the study was to gain insights about: Processes for identifying a
10、nd developing next-generation leadership.；,为了进一步拓展思维，调查者们不仅访谈了同摩托罗拉有着相当规模的跨国公司，而且还把另外一些富有独具慧眼潜质的组织列入范围。这项研究的目标就是获取以下所要讲到的洞察力： 发现和培养下一代领导人的进程；,Environments that encourage the emergence or growth of leaders； Ways of measuring success in developing leaders.The study consisted of two parts:1)a series of
11、 hour-long interviews with 19participating organizations；2）in-depth site visits with three of the companies;SmithKline Beecham,Royal Dutch Shell, and Levi Strauss&Co.,鼓舞领导人出现和成长的环境； 衡量培养领导人成功的方法。该项研究包括两部分：1）一系列与19个组织长达一小时的采访2）深入实地考察了史克必成、荷兰皇家壳牌集团和利惠这三家公司。,People responsible for leadership developmen
12、t initiatives were remarkably willing to share their experiences.The site visits provided a more in-depth look,allowing present-day leaders and emerging leaders at these companies the opportunity to share their perspectives,Considered together,their comments paint a compelling picture of the challen
13、ge of developing tomorrows leaders.,负责领导人培养方案的人非常乐意分享他们的经验。实地考察提供了更为深入的观察，给予这些公司现任和即将涌现的领导人机会来交流意见。综合考虑，他们的意见形象的描绘了培养未来领导人所面临的种种的挑战。,Organisations Are Striving to Make Leadership Development More Than a Series of Isolated Events.While many organisations have leadership weeks and training sessions, n
14、o one believes that these events are sufficient in themselves to grow future leaders. The study participants describe their efforts as a process, not a program. In this context,process appears to mean a set of periodic or continuous activities which have a sequential flow and involve planning, evalu
15、ation, and reporting.,企业竭尽全力促使领导力发展，而不仅仅是开展一些孤立事件。 虽然许多组织机构都设有领导周和培训班，但没人相信这些活动对培养未来的领导者有效。这些研究参与者把他们的努力描述为一个过程，而不是一个程序的努力。在这一背景下，“过程”是指一系列周期性或连续性的活动，这些活动按顺序设计规划，评估和报告。,There was general agreement that the current movement away from discrete programs and towards processes is an evolutionary step in
16、the right direction.One of the challenges of creating a formal leadership development process is dealing with entrenched, informal processes. Highly successful companies in particular have a difficult time justifying change:“The way weve always done it has produced results, so why alter the process?
17、”,人们普遍认为，当前这一远离离散程序向进程化过渡的运动,在正确方向上起到了开创性的作用。在建立一个正式的领导力发展进程中所需面临的挑战之一，就是处理那些根深蒂固的，非正式的过程。非常成功的公司尤其会经历一段调整改变的困难时期。“我们一贯采用的方式已产生了成效，所以我们为何要改变这个过程呢？”,But the study companies cite two strong arguments for change. First, existing processes are typically a black box that few people understand. If the stu
18、dy revealed any universal truths in leadership development today, it is that the process should be transparent. Only by sharing the rules of the game can an organisation unleash the leadership potential of its employees.,然而对于这次变革，研究公司内引发了两种截然不同的观点。首先，现存的过程是个典型的“黑匣子”，极少数人能理解它。倘若现在这个研究揭露了当今任何关于领导力发展的普
19、遍真理，那么这个过程将会变得公开和透明。只有领悟这个“游戏规则”，政府机构才能发挥员工的领导潜力。,The second argument for change is that informal processes tend to favor those whose assumptions, beliefs, and backgrounds match those of their superiors. As a result, people are promoted based on their connections rather than on their abilities and a
20、ccomplishments.Is process a panacea? Hardly. In fact, even companies with well-defined processes are quickly finding the limitations of the process approach. They have discovered that an annual review process based on leadership competencies can be as divorced from day-to-day decision-making as any
21、one-time training course.,由改变引起的另一观点则是非正规程序更青睐于一些员工，他们的设想，信念和背景都与他们上级领导的相符合。结果是这些员工依靠关系得到晋升，而并非凭借自己的能力和成就。难道进程就是灵丹妙药吗？这很难说。实际上，即便是拥有良好管理进程的公司，也能很快找出管理进程办法的局限性。他们已发现，在一年一度的评审过程中能够像以往任何的训练课程一样，同每天的决策分离开来。,Leadership Competencies Are Similar Across Organisations, Particularly in Their Emphasis on Soft
22、Skills.Most organisations define leadership in terms of competencies. Along with company values, competencies create a common language for talking about leadership development. This language helps supervisors frame their discussions with subordinates and provides a basis for evaluating the leadershi
23、p potential of individuals. Competencies are also an important part of a transparent development process, since they tell people what criteria are being used to make promotion decisions.,各大公司之间对领导能力的培训出奇的相似，尤其在强调“软”技能的培训方面大多数组织根据才能来定义领导能力。能力以及公司的价值为谈论领导培养创造了一种共同的语言。这种共同语言为领导者列出和其下属之间的讨论内容提供了帮助。同时给个人
24、评价潜在的领导能力提供了依据。能力对透明度的进程来说至关重要，因为它告诉人们何为升职的标准。,They can be used to clarify and facilitate cross-functional and cross-business movement of employees. Structured conversations based on competencies can inform everything from mentoring relationships to the annual performance review.,领导能力可以用来澄清和促进跨职能以及跨
25、业务的雇员流动。在能力基础上的结构性对话可以告知一切：从上司和下属之间的关系到每年的工作复审。,Leadership competencies are surprisingly similar from company to company. Particularly notable is the dominance of soft skills in this list. This is reflected in the study groups responses to the question: “What is the purpose of leadership in your org
26、anisation?” Predictably, more than 60 per cent said the role of leadership was to preserve and grow the business. But an equal percentage cited the job of creating an environment and enabling behaviors that are consistent with the organisations values, strategies, and objectives.,每个公司的领导队伍培训的内容都 出奇的
27、相似，尤其显著的是软技能优先列在培训的头条这一点在他们关于培养领导队伍的目的上突显出来： 您所在的团队中培养领导队伍的目的是什么？据预测，超过60%的人说建立领导队伍的作用在于保持和发展业务。但是也有60%的人认为创造一种环境或实施某一种行为必须符合该团队的价值，战略和目标。,Defining Leadership? There is frequently a disconnect between the ideals of leadership espoused by the organisation and the way leaders are actually chosen and r
28、ewarded.While most organisations have defined leadership competencies and have created programmes and processes to develop them, there continues to be a mismatch between these initiatives and how people are actually promoted, recruited, and evaluated.,规定领导能力？通常，一些机构（公司）起初主张的理想化的领导能力与之后领导队伍在实践过程中真正选择
29、的和获得收益的方式会有偏离。许多公司通过规定领导能力（内容），继而设定多个培训项目来发展这些能力。但是即便如此，到时候那些人们在实际操作中是怎么样得到提高，如何被聘用，如何被评估还是会与初衷不一样。,A look at compensation practices reveals one reason why this disconnect exists: 68 per cent of those surveyed do not directly link compensation to leadership abilities. In fact, most companies intenti
30、onally separate personal development (which assesses leadership competencies) from performance evaluation (which determines raises and promotions).,为什么会出现这种偏差？我们可以从领导能力培训的项目中得到答案：百分之六十八参与调查的人们都不认同培训项目与领导能力有直接的关系。实际上，许多公司人为的把个人发展（评估领导能力）与业绩评估（决定升职加薪）分开。,It is important to keep in mind, however, that
31、the distinction between competencies and business performance is not always clear-cut, because many companies include achieving business results among the set of competencies leaders must possess.A more clear-cut distinction exists between business results and values, and values represent a second p
32、otential cause of discontinuity between the desired state and the actual state. Values are the other side of the leadership coin, a side sometimes overlooked in the effort to define and build competencies.,但是，我们必须明白，能力和公司业绩之间的区别并不总是那么明确的，因为更多的公司把“达到更好的公司业绩”容括到领导队伍必须拥有的一系列能力当中。公司业绩和商业价值之间的差异更加明显。商业价值
33、体现了预期的状态和现状存在区别的第二个潜在的原因。商业价值是领导能力的另一个重要的方面。在定义和建立领导能力的过程中这方面常常被高估。,Where competencies reflect the ability to perform the work of a leader, values reflect the likelihood of leading in ways that benefit the employee, the company, and all of the companys stakeholders. When a company makes living the v
34、alues an imperative, the implications for leaders and leadership development are significant.Many of the companies in the study group talked about the difficult choices they were forced to make when evaluating executives who excelled at achieving business results but behaved in ways inconsistent wit
35、h company values.,领导能力反应了一个领导人提高业绩的工作实力。而价值反应了领导方式能给雇佣主，公司以及公司股东带来收益的可行性。当一个公司把提升价值当做紧迫的大事时，那就说明领导人和提高其领导能力的重要性了。参与到研究小组中的许多公司谈及到，当她们在评估专业人员时总是面临艰难的抉择。因为那些人有精湛的能力来达到业绩目标但是他们的行动却与公司的价值不一致。,Increasingly, these people are being asked to leave the organisation despite their ability to consistently meet
36、business targets. It is this commitment to walking the talk; that is actively promoting the current model of leadership while discouraging behaviors that do not conform to it, that companies will be able to develop the kind of leaders they say they want.,这些人越来越多的被要求离开公司，尽管他们有实力迎合公司目标的需要。这是为了使交谈继续作出的
37、妥协。而这有效的改善了现在的领导阶层的模式，而抛弃那些不遵守这点的行为。公司也将能够去发展那些他们想要的领导队伍。,There is an implicit assumption that a focus on leadership is yielding or will yield better business results, but no one can prove it.The rationale for redefining leadership is closely tied to the changing business environment and the new rul
38、es of competition. Companies have forged ahead, designing initiativs that will produce leaders who will thrive under tihs new world order. But how can they tell whether their efforts are paying off? Few have determined how they will ultimately measure success.,有一个隐含的假设，即重视领导能力就会产生效益或效益会产生更好的业绩，但没人能证
39、明这一点。重新定义领导能力的原理是紧密跟不断变化的商业环境和新的竞争规则联系在一起的。各公司继续着手制定措施来培养领导人，使他们能在新的世界格局下茁壮成长。但怎样才能判断出它们的措施是成功的呢？很少人能够确定他们最终将如何权量多少算成功。,Most organisations are measuring leadership initiatives in some way, such as tracking the career progress of individuals who have graduated from development programmes. A handful o
40、f companies mention a somewhat counterintuitive indication of success: the frequency with which their people are contacted by corporate recruiters.,许多机构都在某种程度上衡量领导能力的积极性，例如记录每个人在完成发展课程后的职业进展。少数公司提到了一个多少有点反直觉的成功后的迹象：他们的员工被猎头公司接触的频率。,Others suggest that an effective measure might be hit rates for fill
41、ing management openings with internal candidates. In most cases, however, business results are cited as the ultimate measure of success, which underscores why many companies have a hard time letting go of top performers who do not exemplify leadership values but are very good at generating profits.
42、But no one offered a method or formula for linking the impact of successful leadership development activities directly to financial,其他公司提议用内部候选人来填补管理空缺，这一措施是百分之百有效的。然而，在大多数情况下，业务结果被视为最终衡量的成功手段，这也解释了为什么许多公司在该不该放弃顶尖领导者时面临的艰难抉择，他们善于创造利润，却不能体现领导价值。但是，没人能够提出一个方法或公式解释成功的领导能力的培养计划的效果跟财务业绩有直接联系。,Interesting
43、ly, budgets for leadership development are growing when many other corporate initiatives are being curtailed or closely scrutinized. This seems to reflect a sense that financial results will follow investments in developing leaders and that spending money on leadership development is a no-brainer re
44、source allocation decision.,有趣的是，当公司的其他培养计划正在减少或被仔细审查时，培养领导能力的财政预算却在增加。这似乎反映出从某种意义上说，财务业绩将会引入资金来培养领导人，而且这项举动不是一个明智的资源分配决策。,Organisations are struggling with two conflicting objectives:1) to encourage leadership behaviors in every member of the organisation, and2) to identify and develop a chosen few
45、 to lead the company in the future.,许多机构正在努力解决两个互相冲突的目标：1）鼓励组织里的每一个成员培养领导行为，2）确定和培养一些少数被选中的人员能在未来领导公司。,Encouraging Employees to Seek Out Leadership Challenges Is an Important Way to Ensure That Leaders Bubble Up.More than half the respondents pointed to performance appraisal and individual developme
46、nt plans as the primary means for encouraging employees to seek out leadership challenges. Others cited mentoring and instilling leadership values in individuals. Perhaps surprisingly, more than a third said that no formal encouragement was needed in their organisation.,确保领导者能够不断涌现出来的一个重要途径就是鼓励员工找到培
47、养领导能力的机会。大半的回应者指出绩效评估和个人发展计划是作为鼓励员工找到培养领导能力的机会的最主要的方法。另一些人则指出给员工请名师作指导和向员工逐渐灌输领导者的价值也是主要手段。令人惊讶的是，超过三分之一的人指出，在他们的组织中并没有正式的鼓励政策。,郑碧丹 2090394,One such organisation said an increasing number of management vacancies gave people no choice but to accept positions of greater responsibility. Another said it
48、s part of our culture to seek out challenges, so no formal means of encouragement is needed.,有一家组织声称不断增加的管理人员的空缺，使得人们不得不接受这个职位所带来的更多的责任。另一家则称：“这是我们企业文化的一部分。就是为了能够找到机会。因此不需要正式的鼓励政策。,Use of the Term Leader to Describe Both Senior Executives and Motivated and “Empowered” Employees at All Levels Causes
49、Some Confusion. Most, but not all, of those with whom we spoke considered leadership development to be synonymous with executive development. Yet there was also the sense that leadership competencies were critical for anyone in a managerial position, regardless of whether they were ultimately to bec
50、ome executives.,使用领导这个词同时形容高级行政人员和被授权的各层次员工会造成一些混乱。那些与我们讨论过的大多数人考虑将领导能力的发展等同于行政管理的发展。然而，有个观念指出一个人能否坐上经理职位由他的领导能力所决定，并不管他根本上是否能成为行政人员。,Whats more, there is an increasing trend toward encouraging everyone in the organisation to develop leadership skills and behaviors such as independent decision-makin
51、g, risk taking, relationship building, and the ability to question and challenge.Nurturing leadership skills in the rank and file lies at the heart of the empowerment movement, which holds that the only way for tomorrows organisations to remain competitive is if decision-making can be pushed down to the lowest appropriate level, where it is both informed and rapid.,
