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領(lǐng)導(dǎo)者個(gè)人能力提高

Traditionally, leadership development has focused on developing the leadership abilities and attitudes of individuals. The research shows that leadership can be developed but not easily.

People are not all born with the same potential to lead well any more than people do not all have the same ability to play soccer like David Beckman or sing like Luciana Pavarotti. Different personal characteristics can help or hinder a person’s leadership effectiveness. Yet, everyone can develop their leadership effectiveness. Achieving such development takes focus, practice and persistence more akin to learning a musical instrument than reading a book.

Classroom style training and associated reading are effective in helping leaders to know more about what is involved in leading well. Yet knowing what to do and doing what you know are two very different outcomes. It is estimated that as little 15% of learning from traditional classroom style training results in sustained behavioral change within the workplace.

領(lǐng)導(dǎo)力作為整體提高

More recently organizations have come to understand that leadership can also be developed by strengthening the connection between and alignment of the efforts of individual leaders and the systems through which they influence organizational operations. This has led to a differentiation between leader development and leadership development. Leader development focuses on the development of the leader, such as the personal attributes desired in a leader, desired ways of behaving, ways of thinking or feeling. In contrast, leadership development focuses on the development of leadership as a process. This will include the interpersonal relationships, social influence process, and the team dynamics between the leader and his/her team at the dyad level, the contextual factors surrounding the team such as the perception of the organizational climate and the social network linkages between the team and other groups in the organization. Both forms of development may mutually influence each other.

團(tuán)體的領(lǐng)導(dǎo)力

In contrast to individual leadership, some organizations have adopted group leadership. In this situation, more than one person provides direction to the group as a whole. Some organizations have taken this approach in hopes of increasing creativity, reducing costs, or downsizing. Others may see the traditional leadership of a boss as costing too much in team performance. In some situations, the maintenance of the boss becomes too expensive—either by draining the resources of the group as a whole, or by impeding the creativity within the team, even unintentionally.

A common example of group leadership involves cross-functional teams. A team of people with diverse skills and from all parts of an organization assembles to lead a project. A team structure can involve sharing power equally on all issues, but more commonly uses rotating leadership. The team member(s) best able to handle any given phase of the project become(s) the temporary leader(s).

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