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(wú)的話題，我們可以為優(yōu)秀的領(lǐng)導(dǎo)者寫(xiě)出連篇累牘的傳記。但講點(diǎn)實(shí)在的，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(shuō)到的六類(lèi)。

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。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?xiě)道，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。這種一對(duì)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(jī)效，并幫助他們把個(gè)人目標(biāo)與組織目標(biāo)結(jié)合起來(lái)。在顯示出主動(dòng)性、希望在專(zhuān)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。

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