成功的领导者的特征 Attributes of a Successful Leader.doc

成功的领导者的特征May 4, 2010 | Author: PM Hut | Filed under:Leadership,Project Management Best PracticesAttributes of a Successful LeaderByDiane Ellis毫无疑问，很多人都听说过拿破仑希尔和他的著作思考致富，此书是点燃了数年前“秘诀”现象的火种。作为一个项目经理，你可能没有意识到的是在他采访全美最成功人士的20年中，希尔确定了在他看来对一个领导者的成败影响最大的一些特征。此书引人入胜，虽成书于20世纪30年代，他的许多洞见在今天看来仍然适用。在他的书中，希尔列出了11中造就成功领导者的特征：第一种被他称之为“不屈的勇气”，但这一点可以简单地描述为自信和知识。因为希尔的解释是这样的“不屈的勇气基于一个人自身和其工作的知识。没有哪个人会愿意追随一个缺乏自信和勇气的领袖。”想想看你为之工作过的或目睹过的优秀领导者，他们都展示出对自身能力的高度自信。这种自信绝不是盲目的。第二个特征是“自制”。希尔说“一个不能控制他自己的人不可能控制他人。自我控制为其追随者树立了有力的榜样。”当项目遇到障碍，或是项目或团队遭受灾难性打击的时候，这一点尤其适用。如果领导者显得时空，项目就注定失败了。伟大的领导者们在危难时仍能头脑冷静地带领他们的项目驶离风暴。第三个特征是“对公正或公平的敏感”。“没有一种对公平公正的敏感，领导者就无法赢得和保证其追随者的忠诚”。没人会尊重一个趁人之危或是拿别人当垫脚石的领导者。而这个特征在当今许多高级管理者身上并不多见*。真正的领导者们尊重他们的同僚和他们的团队，按每个人应得的尊重来对待他们，从职位低位的助理到总经理都是如此。第四个特征，希尔称之为“决策的明确性”。他写道“一个人对自己的决策犹豫不决显示了他对自身的不确定。这样的人无法成功领导他人。”有力的领导者做决策干净利索，并能忠于决策。任何模棱两可都暗示着这个决策的制定过程在一开始就是拙劣的。这样的决策不会是出自一个优秀的领导者。但是，当一个决策显示出它具有缺陷的时候（因为，比如某种制定决策时未知的新情况出现），优秀的领导者也应有能力承认这是制定更好的决策的时候了。第五个特称，希尔称之为“计划的明确性”。对这一点，他解释道“一个成功的领导者必须为自己的工作制定计划，并按照计划来工作。靠拍脑袋，而没有确实明确计划的领导者，就像没有舵的船，早晚会触礁。”而作为项目经理我们也知道一个明确可行的计划对项目的成功有多重要！第六个特征是“付出多于所得的习惯”。虽然这个特征可以更好地被成为公平和工作伦理。希尔解释说“甘愿比他要求下属所作的事做得更多，是做为领导者的代价。”也可以说成是，不要期望任何人去做连你自己也不愿意做的工作，不管是过度加班还是对付难缠的人物。如果总是叫别人去做更困难的任务，这样的领导无法赢得尊重。第七个特征，希尔称之为“令人愉快的个性”。他说“不修边幅，马马虎虎的人无法成为成功的领导者。领导力需要尊重来支持。而如果令人愉快的个性所及的因素无法得到较高评价，也就无法赢得下属的尊重。”希尔在这本书中用大量的篇幅谈到整洁的着装和个人习惯的重要性。虽然这一点在今天看来有点古怪，但是如果你有过同个人卫生不良的人工作的经历，就很容易理解为什么会提到这一点。第八个特征是“同情和理解”。希尔说“成功的领导者必须对下属有同情心。更重要的是，他必须能理解他们以及他们的问题。”今天，我们更多的说共情而不是同情，但是含义是一样。一个优秀的领导者会花时间去了解团队成员，了解他们的目标和渴望。第九个特征，希尔称之为“细节大师”。紧随第一个特征，希尔建言：一个优秀的领导者要能够掌控各种局面下的细节。这并不是说领导者要成为论题专家，而是只有他们要能够理解所见的细节，并且能对其提出质疑，分析和行动。第十个特征是“愿意承担全部责任”。希尔说“成功的领导者必须愿意为其下属的错误和缺点承担责任。如果他试图转移责任，就当不了领导。如果他的一个下属犯了错误，显得不称职，领导者必须把要把这个看成是自己的失误。”在项目管理中，领导力意味着该领导者或责任人要对项目成败承担责任。虽然许多项目经理和领导者都认可这种责任，但是当事情变糟时，人们会沮丧地发现很多所谓的领导很快就开始找替罪羊。真正的，发自内心的责任感，是伟大领导者的标志。第十一个特征是“合作”。希尔说：“成功的领导者一定能理解和应用合作效应的原理，并能引导其下属也这样做。领导力需要能力支撑，能力需要合作来支撑。”在这里希尔提到了通过他人来实现目标的能力，这也是一个成功领导者或项目经理的标志。伟大的领导者和项目经理们有都有伟大的团队和伟大的团队精神。但是我个人还想再加一些特征，例如指导和辅导团队成员，以身作则和快速抓出新想法新概念的能力，还有其他，比如整洁和注重个人卫生。希尔总结了当今成为一个优秀领导者的一些非常有用的关键特征。总之，成为一个成功的领导者你必须具备：自信，对自己的工作内行自制，在压力下保持冷静正义感，公平并尊重他人决策力以及终于决策组织和计划的技能强有力的工作伦理整洁和卫生共情掌握细节真正的责任心，而非仅仅流于言辞通过他人来实现目标的能力Diane Ellis 有超过25年作为项目和项目集经理的经历，最近发表了一部新的项目管理建议指南，名为Project Management Made Easy. 你可以登陆http:/www.ManageThatP了解更多关于Diane和她的新书的信息，还包括解决针对项目经理最常面对的挑战的免费课程。*此处原文疑为笔误，译文与原文意思相反。Attributes of a Successful Leader - PM HutAttributes of a Successful LeaderMay 4, 2010 | Author: PM Hut | Filed under:Leadership,Project Management Best PracticesAttributes of a Successful LeaderByDiane EllisNo doubt many of you have heard of Napoleon Hill and his book “Think and Grow Rich” it was the spark that ignited “The Secret” phenomenon a few years ago. As a Project Manager, what you may not realise is that during his 20 years of interviewing the most successful men and women in America, Hill determined the attributes that he believed most contributed to the success or failure of a leader.It makes for fascinating reading, and many of his insights hold as true today as they did in the early 1930s when this book was written.In his book, Hill lists 11 attributes that make for a successful leader:The first attribute Hill refers to as “unwavering courage“, however it could more easily be described as self confidence and knowledge. According to Hill “unwavering courage (is) based upon knowledge of (ones) self and of ones occupation. No follower wishes to be dominated by a leader who lacks self-confidence and courage”. Think of any great leaders you may have worked with or witnessed, and they all demonstrate a marked degree of confidence in their own ability, a confidence that is not misplaced.The second attribute is “self control“. In Hills words “the man who cannot control himself can never control others. Self-control sets a mighty example for ones followers “. This is especially true when projects hit a hurdle or when some major calamity befalls the project or team. If the leader shows lack of control, the project is doomed. Great leaders stand out in times of crisis as being level headed and able to steer their project calmly through stormy seas.The third attribute is “a keen sense of justice or fairness“. Without a sense of fairness and justice, no leader can command and retain the respect of his followers”. No one can respect a leader who has attained their position through taking advantage of others or using them as stepping stones in their career, yet this is an attribute seen in many senior managers today! Real leaders have the respect of their peers and their teams, and they treat everyone as equals in terms of the amount of respect they are due, from the lowliest assistant to the General Manager.The fourth attribute Hill refers to as “definiteness of decision“. Hill states that “the man who wavers in his decisions shows that he is not sure of himself. He cannot lead others successfully”. Strong leaders make decisions quickly and fairly, and then stick to those decisions. Any equivocation implies the poorness of the decision making process in the first instance, and is never contemplated by a great leader. However, should a decision be shown to be flawed (due to, say, new information coming to light which was not available at the time the original decision was made) a great leader is strong enough to admit that a better decision can now be made.The fifth attribute Hill calls “definiteness of plans“. By this, Hill explains “the successful leader must plan his work, and work his plan. A leader who moves by guesswork, without practical, definite plans, is comparable to a ship without a rudder. Sooner or later he will land on the rocks”. And as Project Managers we know that a solid, workable plan is essential to the success of any project!The sixth attribute is “the habit of doing more than paid for” although this attribute might better be called fairness and work ethic. Hill explains that “one of the penalties of leadership is the necessity of willingness, upon the part of the leader, to do more than he requires of his followers”. This can be interpreted as the concept of never expecting anyone to do a task you would not willingly do yourself, whether that be excessive overtime or dealing with difficult people. No leader can command respect who regularly delegates the more odious tasks to others.The seventh attribute Hill calls “a pleasing personality” and goes on to state that “no slovenly, careless person can become a successful leader. Leadership calls for respect. Followers will not respect a leader who does not grade high on all of the factors of a Pleasing Personality”. Hill makes a great deal in this book about the importance of neatness of attire and of personal habits. Whilst this may seem quaint in todays world, if you have ever worked with someone with less that perfect personal hygiene, youll understand where this is coming from!The eighth attribute is “sympathy and understanding“. According to Hill “the successful leader must be in sympathy with his followers. Moreover, he must understand them and their problems”. Today we refer to this as empathy rather than sympathy, however the meaning is the same. A great leader takes time to get to know the team members and their goals and aspirations.The ninth attribute Hill refers to as “mastery of detail“. Following one from the first attribute “knowledge of (ones) self and of ones occupation”, Hill advises us that a great leader is able to master the details required in any situation. That is not to say that the leader is the subject matter expert, only that they are capable of understanding the details presented to them, and being able to challenge, dissect and act upon those.The tenth attribute is the “willingness to assume full responsibility“. Hill notes that “the successful leader must be willing to assume responsibility for the mistakes and the shortcomings of his followers. If he tries to shift this responsibility, he will not remain the leader. If one of his followers makes a mistake, and shows himself incompetent, the leader must consider that it is he who failed”. Leadership, as in project management, requires that the leader or person in charge be accountable for the success or failure of the project. Whilst many Project Managers and leaders nod to this accountability, when things go wrong it is distressing to see how many of these so-called leaders quickly find someone else to blame. True accountability, heartfelt accountability, is the mark of a great leader.The eleventh and final attribute is “cooperation“. According to Hill “the successful leader must understand and apply the principle of cooperative effort, and be able to induce his followers to do the same. Leadership calls for POWER, and power calls for COOPERATION”. Here Hill refers to the ability to achieve through others, which is the hallmark of a successful leader or project manager. Great leaders and project managers have great teams with great teamwork.Whilst I, personally, would have included a few more attributes, such as coaching and mentoring of staff, leading by ex