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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 1938 they pooled $538 to found their namesake Hewlett-Packard in a rented garage. Hewlett focused his energy on leading the technology side of the now $31 billion 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 1990 he 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.

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 25 members, it has drawn discriminating audiences, and has produced over 60 recordings 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.

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.

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