What Makes a Leader
what_makes_a_leader
Vocabulary
• ambivalent [æ m'bɪvələnt] adj.
对某物、某人或某境况具有或显示矛盾情感的
I must have acquired ambivalent attitude towards women from her.
我对妇女的矛盾态度一定是从她那里学来的。
ambivalence n. 矛盾情绪；矛盾心理
Organization
• Para.1-8: What are the qualities of a good leader? The common traits that differentiate leaders from the rest. • Para. 9-14: Why is a good leader difficult to find? The truth: Leaders are made, not found.
Paragraph 2)
• How do you understand the sentence “The leader must appear on the scene at a moment when people are looking for leadership” • The leader appears only when the people feel the need for someone trustworthy who can lead them to attain their desired goals.
Leaders mentioned in the article
• • • • • • • Churchill Lincoln Lenin Roosevelt, FDR Truman Ike, Eisenhower Kennedy, JFK • Johnson, LGJ; Humphrey (VP) • Ford • Nixon • Carter • Reagan • Mao
what makes a leader
What Makes a Leader?By Daniel GolemanWhat distinguishes the outstanding leader from the merely adequate?Emotional intelligence —a powerful combination of self-management skills and the ability to work with others.The Idea in BriefAsk to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision. Often left off the list are softer, more personal qualities—but recent studies indicate that they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, what is called “emotional intelligence” may be the key attribute that distinguishes outstanding performers from those who are merely adequate. For example, in a 1996 study of a global food and beverage company, where senior managers had a certain critical mass of emotional intelligence, their divisions outperformed yearly earnings goals by 20%. Division leaders without that critical mass underperformed by almost the same amount.The Idea at WorkThere are five components to emotional intelligence: self-awareness, self-regulation, motivation, empathy, and social skill. All five traits sound desirable to just about everyone. But organizations too often implicitly discourage their people from developing them.Self-management skills1.Self-awareness. Emotional intelligence begins with this trait. People with a highdegree of self-awareness know their weaknesses and aren’t afraid to talk about them. Someone who understands that he works poorly under tight deadlines, for example, will work hard to plan his time carefully, and will let his colleagues know why. Many executives looking for potential leaders mistake such candor for “wimpiness.”2.Self-regulation. This attribute flows from self-awareness, but runs in a differentdirection. People with this trait are able to control their impulses or even channel them for good purposes.3.Motivation. A passion for achievement for its own sake—not simply the ability torespond to whatever incentives a company offers—is the kind of motivation that is essential for leadership. The ability to relate to others4.Empathy. In addition to self-management skills, emotional intelligence requires afacility for dealing with others. And that starts with empathy—taking into accountthe feelings of others when making decisions—as opposed to taking on everyone’s troubles.5.Social skill. All the preceding traits culminate in this fifth one: the ability to buildrapport with others, to get them to cooperate, to move them in a direction you desire. Managers who simply try to be sociable—while lacking the other components of emotional intelligence—are likely to fail. Social skill, by contrast, is friendliness with a purpose.Can you boost your emotional intelligence?Absolutely—but not with traditional training programs that target the rational part of the brain. Extended practice, feedback from colleagues, and your own enthusiasm for making the change are essential to becoming an effective leader.IQ and technical skills are important, but emotional intelligence is the sine qua non of leadership.What Makes a Leader?by daniel golemanDaniel Goleman is the author of Emotional Intelligence (Bantam, 1995) and Working with Emotional Intelligence (Bantam, 1998). He is cochairman of the Consortium for Research on Emotional Intelligence in Organizations, which is based at Rut gers University’s Graduate School of Applied and Professional Psychology in Piscataway, New Jersey. He can be reached at Goleman@.Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solid - but not extraordinary–intellectual abilities and technical skills who was promoted into a similar position and then soared.Such anecdotes support the widespread belief that identifying individuals with the “right stuff” to be leaders is more art than science. After all, the personal styles of superb leaders vary: some leaders are subdued and analytical; others shout their manifestos from the mountaintops. And just as important, different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful authority.I have found, however, that the most effective leaders are alike in one crucial way:they all have a high degree of what has come to be known as emotional intelligence. It’s not that IQ and technical skills are irrelevant. They do matter, but mainly as“threshold capabilities”; that is, they are the entry-level requirements for executive positions. But my research, along with other recent studies, clearlyshows that emotional intelligence is the sine qua non of leadership. Without it, a person can have the best training in the world, an incisive, analytical mind, and an endless supply of smart ideas, but he still won’t make a great leader.In the course of the past year, my colleagues and I have focused on how emotional intelligence operates at work. We have examined the relationship between emotional intelligence and effective performance, especially in leaders. And we have observed how emotional intelligence shows itself on the job. How can you tell if someone has high emotional intelligence, for example, and how can you recognize it in yourself? In the following pages, we’ll explore these questions, taking each of the components of emotional intelligence–self-awareness, self-regulation, motivation, empathy, and social skill–in turn.Evaluating Emotional IntelligenceEffective leaders are alike in one crucial way: they all have a high degree of emotional intelligence.Most large companies today have employed trained psychologists to develop what are known as “com petency model s” to aid them in identifying, training, and promoting likely stars in the leadership firmament. The psychologists have also developed such models for lower-level positions. And in recent years, I have analyzed competency models from 188 companies, most of which were large and global and included the likes of Lucent Technologies, British Airways, and Credit Suisse.In carrying out this work, my objective was to determine which personal capabilities drove outstanding performance within these organizations, and to what degree they did so. I grouped capabilities into three categories: purely technical skills like accounting and business planning; cognitive abilities like analytical reasoning; and competencies demonstrating emotional intelligence such as the ability to work with others and effectiveness in leading change.To create some of the competency models, psychologists asked senior managers at the companies to identify the capab ilities that typified the organization’s most outstanding leaders. To create other models, the psychologists used objective criteria such as a division’s profitabilit y to differentiate the star performers at senior levels within their organizations from the average ones. Those individuals were then extensively interviewed and tested, and their capabilities were compared. This process resulted in the creation of lists of ingredients for highly effective leaders. The lists ranged in length from 7 to 15 items and included such ingredients as initiative and strategic vision.When I analyzed all this data, I found dramatic results. To be sure, intellect was a driver of outstanding performance. Cognitive skills such as big-picture thinkingand long-term vision were particularly important. But when I calculated the ratio of technical skills, IQ, and emotional intelligence as ingredients of excellent performance, emotional intelligence proved to be twice as important as the others for jobs at all levels.Moreover, my analysis showed that emotional intelligence played an increasingly important role at the highest levels of the company, where differences in technical skills are of negligible importance. In other words, the higher the rank of a person considered to be a star performer, the more emotional intelligence capabilities showed up as the reason for his or her effectiveness. When I compared star performers with average ones in senior leadership positions, nearly 90% of the difference in their profiles was attributable to emotional intelligence factors rather than cognitive abilities.Other researchers have confirmed that emotional intelligence not only distinguishes outstanding leaders but can also be linked to strong performance. The findings of the late David McClelland, the renowned researcher in human and organizational behavior, are a good example. In a 1996 study of a global food and beverage company, McClelland found that when senior managers had a critical mass of emotional intelligence capabilities, their divisions outperformed yearly earnings goals by 20%. Meanwhile, division leaders without that critical mass underperformed by almost the same amount. McClelland’s findings, interestingly, held as true in the company’s U.S. divisions as in its divisions in Asia and Europe. In short, the numbers are beginning to tell us a persuasive story about the link between a compa ny’s success and the emotional intelligence of its leaders. And just as important, research is also demonstrating that people can, if they take the right approach, develop their emotional intelli gence. (See the insert “Can Emotional Intelligence Be Learned?”)Self-AwarenessSelf-aware job candidates will be frank in admitting to failure–and will often tell their tales with a smile.Self-awareness is the first component of emotional intelligence–which makes sense when one considers that the Delphic oracle gave the advice to“know thyself” thousands of years ago. Self-awareness means having a deep understanding of one’s emotions, strengths, weaknesses, needs, and drives. People with strong self-awareness are neither overly critical nor unrealistically hopeful. Rather, they are honest–with themselves and with others.People who have a high degree of self-awareness recognize how their feelings affect them, other people, and their job performance. Thus a self-aware person who knows that tight deadlines bring out the worst in him plans his time carefully and gets his work done well in advance. Another person with high self-awareness will be able to work with a demanding client. She will understand the client’s impact on her moods and the deeper reasons for her frustration. “Their trivial demands take us away from the real work that needs to be done,” she might explain. And she will go one step further and turn her anger into something constructive.Self-awareness extends to a person’s understanding of his or her values and goals. Someone who is highly self-aware knows where he is headed and why; so, for example, he will be able to be firm in turning down a job offer that is tempting financially but does not fit with his principles or long-term goals. A person who lacks self-awareness is apt to make decisions that bring on inner turmoil by treading on buried values. “The money looked good so I signed on,” someone might say two years into a job, “but the work means so little to me that I’m constantly bored.” Thedecisions of self-aware people mesh with their values; consequently, they often find work to be energizing.How can one recognize self-awareness? First and foremost, it shows itself as candor and an ability to assess oneself realistically. People with high self-awareness are able to speak accurately and openly–although not necessarily effusively or confessionally –about their emotions and the impact they have on their work. For instance, one manager I know of was skeptical about a new personal-shopper service that her company, a major department-store chain, was about to introduce. Without prompting from her team or her boss, she offered them an ex planation: “It’s hard for me to get behind the rollout of this service,” she admitted, “because I really wanted to run the project, but I wasn’t selected. Bear with me while I deal with that.” The manager did indeed examine her feelings; a week later, she was supporting the project fully.Such self-knowledge often shows itself in the hiring process. Ask a candidate to describe a time he got carried away by his feelings and did something he later regretted. Self-aware candidates will be frank in admitting to failure–and will often tell their tales with a smile. One of the hallmarks of self-awareness is a self-deprecating sense of humor.Self-awareness can also be identified during performance reviews. Self-aware people know–and are comfortable talking about–their limitations and strengths, and they often demonstrate a thirst for constructive criticism. By contrast, people with low self-awareness interpret the message that they need to improve as a threat or a sign of failure.Self-aware people can also be recognized by their self-confi dence. They have a firm grasp of their capabilities and are less likely to set themselves up to fail by, for example, overstretching on assignments. They know, too, when to ask for help. And the risks they take on the job are calculated. They won’t ask for a challenge that they know they can’t handle alone. They’ll play to their strengths.Consider the actions of a mid-level employee who was invited to sit in on a strategy meeting with her company’s top executives. Although she was the most junior person in the room, she did not sit there quietly, listening in awestruck or fearful silence. She knew she had a head for clear logic and the skill to present ideas persuasively, and she offered cogent suggestions about the company’s strategy. At the same time,her self-awareness stopped her from wandering into territory where she knew she was weak.Despite the value of having self-aware people in the workplace, my research indicates that senior executives don’t often give self-awareness the credit it deserves when they look for potential leaders. Many executives mistake candor about feelings for “wimpiness” and fail t o give due respect to employees who openly acknowledgetheir shortcomings. Such people are too readily dismissed as “not tough enough” to lead others.In fact, the opposite is true. In the first place, people generally admire and respect candor. Further, leaders are constantly required to make judgment calls that require a candid assessment of capabilities–their own and those of others. Do we have the management expertise to acquire a competitor? Can we launch a new product within six months? People who assess themselves honestly–that is, self-aware people–are well suited to do the same for the organizations they run.Self-RegulationPeople who have mastered their emotions are able to roll with the changes. They don’t panic.Biological impulses drive our emotions. We cannot do away with them–but we can do much to manage them. Self-regulation, which is like an ongoing inner conversation, is the component of emotional intelligence that frees us from being prisoners of ourfeelings. People engaged in such a conversation feel bad moods and emotional impulses just as everyone else does, but they find ways to control them and even to channel them in useful ways.Imagine an executive who has just watched a team of his employees present a botched analysis to the company’s board of directors. In the gloom that follows, the executive might find himself tempted to pound on the table in anger or kick over a chair. He could leap up and scream at the group. Or he might maintain a grim silence, glaring at everyone before stalking off.But if he had a gift for self-regulation, he would choose a different approach. He would pick his words carefully, acknowledging the team’s poor performance without rushing to any hasty judgment. He would then step back to consider the reasons for the failure. Are they personal–a lack of effort? Are there any mitigating factors? What was his role in the debacle? After considering these questions, he would call the team together, lay out the incident’s consequences, and offer his feelings about it. He would then present his analysis of the problem and a well-considered solution.Why does self-regulation matter so much for leaders? First of all, people who are in control of their feelings and impulses–that is, people who are reasonable–are able to create an environment of trust and fairness. In such an environment, politics and infighting are sharply reduced and productivity is high. Talented people flock to the organization and aren’t tempted to leave. And self-regulation has a trickle-down effect. No one wants to be known as a hothead when the boss is known for her calm approach. Fewer bad moods at the top mean fewer throughout the organization.Second, self-regulation is important for competitive reasons. Everyone knows that business today is rife with ambiguity and change. Companies merge and break apart regularly. Technology transforms work at a dizzying pace. People who have mastered their emotions are able to roll with the changes. When a new change program is announced, they don’t panic; instead, they are able to suspend judgment, seek out information, and listen to executives explain the new program. As the initiative moves forward, they are able to move with it.Sometimes they even lead the way. Consider the case of a manager at a large manufacturing company. Like her colleagues, she had used a certain software program for five years. The program drove how she collected and reported data and how she thought about the company’s strategy. One day, senior executives announced that a new program was to be installed that would radically change how information was gathered and assessed within the organization. While many people in the company complained bitterly about how disruptive the change would be, the manager mulled over the reasons for the new program and was convinced of its potential to improve performance. She eagerly attended training sessions –some of her colleagues refused to do so–and was eventually promoted to run several divisions, inpart because she used the new technology so effectively.I want to push the importance of self-regulation to leadership even further and make the case that it enhances integrity, which is not only a personal virtue but also an organizational strength. Many of the bad things that happen in companies are a function of impulsive behavior. People rarely plan to exaggerate profits, pad expense accounts, dip into the till, or abuse power for selfish ends. Instead, an opportunity presents itself, and people with low impulse control just say yes.By contrast, consider the behavior of the senior executive at a large food company. The executive was scrupulously honest in his negotiations with local distributors. He would routinely lay out his cost structure in detail, thereby giving the distributors a realistic understanding of the company’s pricing. This approach meant the execut ive couldn’t always drive a hard bargain. Now, on occasion, he felt the urge to increase profits by withholding informa tion about the com pany’s costs. But he challenged that impulse–he saw that it made more sense in the long run to counteract it. His emotional self-regulation paid off in strong, lasting relationships with distributors that be nefited the company more than any short-term financial gains would have.The signs of emotional self-regulation, therefore, are not hard to miss: a propensity for reflection and thoughtfulness; comfort with ambiguity and change; and integrity–an ability to say no to impulsive urges.–Like self-awareness, self-regulation often does not get its due. People who can master their emotions are sometimes seen as cold fish–their considered responses are taken as a lack of passion. People with fiery temperaments are frequently thought of as “classic” leaders–their outbursts are considered hallmarks of charisma and power. But when such people make it to the top, their impulsiveness often works against them. In my research, extreme displays of negative emotion have never emerged as a driver of good leadership.MotivationPeople who are in control of their feelings can tame their emotional impulses and redirect them in useful ways.If there is one trait that virtually all effective leaders have, it is motivation. They are driven to achieve beyond expectations–their own and everyone else’s. The key word here is achieve. Plenty of people are motivated by external factors such as a big salary or the status that comes from having an impressive title or being part of a prestigious company. By contrast, those with leadership potential are motivated by a deeply embedded desire to achieve for the sake of achievement.If you are looking for leaders, how can you identify people who are motivated by the drive to achieve rather than b y external rewards? The first sign is a passion for the work itself–such people seek out creative challenges, love to learn, and take greatpride in a job well done. They also display an unflagging energy to do things better. People with such energy often seem restless with the status quo. They are persistent with their questions about why things are done one way rather than another; they are eager to explore new approaches to their work.A cosmetics company manager, for example, was frustrated that he had to wait two weeks to get sales results from people in the field. He finally tracked down an automated phone system that would beep each of his salespeople at 5 p.m. everyday. An automated message then prompted them to punch in their numbers–how many calls and sales they had made that day. The system shortened the feedback time on sales results from weeks to hours.That story illustrates two other common traits of people who are driven to achieve. They are forever raising the performance bar, and they like to keep score. Take the perf ormance bar first. During performance reviews, people with high levels of motivation might ask to be “stretched” by their superiors.Of course, an employee who combines self-awareness with internal motivation will recognize her limits–but she won’t settle f or objectives that seem too easy to fulfill.And it follows naturally that people who are driven to do better also want a way of tracking progress–their own, their team’s, and their company’s. Whereas people with low achievement motivation are often fuzzy about results, those with high achievement motivation often keep score by tracking such hard measures as profitability or market share. I know of a money manager who starts and ends his day on the Internet, gauging the performance of his stock fund against four industry-set benchmarks.Interestingly, people with high motivation remain optimistic even when the score is against them. In such cases, self-regulation combines with achievement motivation to overcome the frustration and depression that come after a setback or failure. Take the case of an another portfolio manager at a large investment company. After several successful years, her fund tumbled for three consecutive quarters, leading three large institutional clients to shift their business elsewhere.Some executives would have blamed the nosedive on circumstances outside their control; others might have seen the setback as evidence of personal failure. This portfolio manager, however, saw an opportunity to prove she could lead a turn- around. Two years later, when she was promoted to a very senior level in the company, she described the experience as “the best thing that ever happened to me; I learned so much from it.”Executives trying to recognize high levels of achievement motivation in their people can look for one last piece of evidence: commitment to the organization. When people love their job for the work itself, they often feel committed to the organizations thatmake that work possible. Committed employees are likely to stay with an organization even when they are pursued by headhunters waving money.It’s not difficult to understand how and why a motivation to achieve translates into strong leadership. If you set the performance bar high for yourself, you will do the same for the organization when you are in a position to do so. Likewise, a drive to surpass goals and an interest in keeping score can be contagious. Leaders with these traits can often build a team of managers around them with the same traits. And of course, optimism and organizational commitment are fundamental to leadership–just try to imagine running a company without them.EmpathyThe very word empathy seems unbusinesslike, out of place amid the tough realities of the marketplace.Of all the dimensions of emotional intelligence, empathy is the most easily recognized. We have all felt the empathy of a sensitive teacher or friend; we have all been struck by its absence in an unfeeling coach or boss. But when it comes to business, we rarely hear people praised, let alone rewarded, for their empathy. The very word seems unbusinesslike, out of place amid the tough realities of the marketplace.But empathy doesn’t mean a kind of “I’m okay,you’re okay” mushiness. For a leader, that is, it doesn’t mean adopting other people’s emotions as one’s own and trying to please everybody. That would be a nightmare–it would make action impossible. Rather, empathy means thoughtfully considering employees’ feelings–along with other factors–in the process of making intelligent decisions. For an example of empathy in action, consider what happened when two giant brokerage companies merged, creating redundant jobs in all their divisions. One division manager called his people together and gave a gloomy speech that emphasized the number of people who would soon be fired. The manager of another division gave his people a different kind of speech. He was upfront about his own worry and confusion, and he promised to keep people informed and to treat everyone fairly.The difference between these two managers was empathy. The first manager was too worried about his own fate to consider the feelings of his anxiety-stricken colleagues. The second knew intuitively what his people were feeling, and he acknowledged their fears with his words. Is it any surprise that the first manager saw his division sink as many demoralized people, especially the most talented, departed? By contrast, the second manager continued to be a strong leader, his best people stayed, and his division remained as productive as ever.Empathy is particularly important today as a component of leadership for at least three reasons: the increasing use of teams; the rapid pace of globalization; and the growing need to retain talent. The very word empathy seems unbusinesslike, out ofplace amid the tough realities of the marketplace.Consider the challenge of leading a team. As anyone who has ever been a part of one can attest, teams are cauldrons of bubbling emotions. They are often charged with reaching a consensus–hard enough with two people and much more difficult as the numbers increase. Even in groups with as few as four or five members, alliances form and clashing agendas get set. A team’s leader must be able to sense and understand the viewpoints of everyone around the table.That’s exactly what a marketing manager at a large information technology company was able to do when she was appointed to lead a troubled team. The group was in turmoil, overloaded by work and missing deadlines. Tensions were high among the members. Tinkering with procedures was not enough to bring the group together and make it an effective part of the company.So the manager took several steps. In a series of one-on-one sessions, she took the time to listen to everyone in the group–what was frustrating them, how they rated their colleagues, whether they felt they had been ignored. And then she directed the team in a way that brought it together: she encouraged people to speak more openly about their frustrations, and she helped people raise constructive complaints during meetings. In short, her empathy allowed her to under- stand her team’s emotional makeup. The result was not just heightened collaboration among members but also added business, as the team was called on for help by a wider range of internal clients Globalization is another reason for the rising importance of empathy for business leaders. Cross-cultural dialogue can easily lead to miscues and misunderstandings. Empathy is an antidote. People who have it are attuned to subtleties in body language; they can hear the message beneath the words being spoken. Beyond that, they have a deep understanding of the existence and importance of cultural and ethnic differences.Consider the case of an American consultant whose team had just pitched a project to a potential Japanese client. In its dealings with Americans, the team was accustomed to being bombarded with questions after such a proposal, but this time it was greeted with a long silence. Other members of the team, taking the silence as disapproval, were ready to pack and leave. The lead consultant gestured them to stop. Although he was not particularly fa miliar with Japanese culture, he read the client’s face and posture and sensed not rejection but interest–even deep consideration. He was right: when the client finally spoke, it was to give the consulting firm the jobFinally, empathy plays a key role in the retention of talent, particula rly in today’s information economy. Leaders have always needed empathy to develop and keep good people, but today the stakes are higher. When good people leave, they take the company’s knowledge with them.That’s where coaching and mentoring come in. It has repeatedly been shown that。
新编大学英语5unit-9-What-makes-a-leader
• A leader should know to appear relaxed and confident.
• The leader follows, though a step aside.
• A leader rides the waves, moves with the tides, and understands the deepest yearnings of his people.
• ambivalent
• adj.
• uncertain because of the inability to make a choice; having opposed or conflicting attitudes, emotions, etc.
• e.g.
• Because of the big difference in family background she remained ambivalent about the marriage.
• Discussion • If you are elected the chairperson of your
country, what is the first thing you are going to do? Why is it important?
• 1. When you select a person to be your leader at some level, say, chairman of the Students' Union, editor of the college tabloid, what sort of person do you think he/she ought to be?
what_makes_a_leader教学文案
• Churchill • Lincoln • Lenin • Roosevelt, FDR • Truman • Ike, Eisenhower • Kennedy, JFK
• Johnson, LGJ; Humphrey (VP)
• Ford • Nixon • Carter • Reagan • Mao
Michael Korda has been the editor-in-chief at Simon & Schuster for over 40 years. He is also an accomplished and best-selling author.
Main Idea
• What makes a leader? • Timing (The leader must appear on the scene at a moment when
• A great leader must transform our needs and fears into coherent policies and progress.
• He is, after all, merely the sum of us.
Leaders mentioned in the article
of people.
Rhetoric technique: • Examples of well-known leaders
Details
ara.2? • “simplifier”, simply what? • Bigger-than-life, commanding features? • Why can’t a leader be too different? • What role does TV play in creating the image
Whatmakesagoodleader
Empathy Respect Fairness Initiative Preparation Understanding how today's actions influence tomorrows direction Lead by example A good leader demonstrates the willingness and ability to guide, influence, support, facilitate a group towards the achievement of goals. A good leader listens, plans, communicates, organizes, understands, delegates, and seeks improvement.
A good leader gives the example through their own behavior. A good leader can ask a question and truly listen to the answer before giving feedback. A good leader is willing to understand how a current process works before wanting to incorporate changes. A good leader involves everyone and makes everyone accountable.
一个好的领导者应具备条件英文作文
一个好的领导者应具备条件英文作文全文共6篇示例，供读者参考篇1What Makes a Great Leader?Leaders are very important people. They guide and inspire others to achieve big goals. A leader can be the president of a country, the principal of a school, the captain of a sports team, or even the line leader in your class! No matter what kind of leader, there are certain qualities that all great leaders should have.First and foremost, a truly great leader must be honest and have integrity. Integrity means doing the right thing, even when no one is watching. A leader with integrity is trustworthy and ethical. They don't lie, cheat, or take shortcuts. People look up to a leader who acts with honesty and strong moral principles.For example, let's say the soccer team captain knows one of their players broke an important rule, like being late to practice.A leader with integrity wouldn't cover it up or let it slide. They would handle the situation fairly according to the rules. The captain's honesty would earn respect from the whole team.Another key trait of leadership is good communication skills. Leaders need to be excellent speakers and listeners. They must clearly explain their vision and give directions that others can easily understand. Just as importantly, they listen carefully to the concerns and ideas of their team.Imagine if a class president just talked at the students without letting them voice their thoughts. The students would feel ignored and upset. But a leader who updates the class, then stops to hear everybody's input makes people feel valued. With strong communication, the team stays focused and motivated to succeed.Great leaders are also brave and confident, without being arrogant. They remain calm under pressure. They have courage to make tough decisions and stand up for their beliefs. At the same time, truly confident leaders don't need to brag or put others down to feel powerful. They are secure enough to learn from mistakes and change course when needed.Think about explorers like Christopher Columbus. To lead deadly ocean voyages into the unknown required tremendous bravery and confidence in one's abilities. Yet Columbus also had to have the humility to rely on maps, sailors, and maritimeknowledge. Too much unrealistic pride could have led his ships way off course!Furthermore, effective leaders inspire and motivate their followers. They keep the team's spirits up and maintain a positive, can-do attitude even when the going gets tough. With enthusiasm and encouragement, leaders push everyone to work hard and give their absolute best effort.Imagine your class had a big fundraiser coming up. If the leader seemed bored and unenthusiastic, soon the whole group would lose motivation and interest. But a leader who was excited and cheered everyone on would inspire the class to participate wholeheartedly. A motivating leader makes people believe they can overcome any obstacles.Finally, truly great leaders guide and empower others instead of just giving orders. They listen to all ideas, then help teammates build the best unified plan. They provide the tools, training and support for people to develop their skills and leadership potential.It's like the difference between a teacher who just lectures at students, versus one who gets them truly engaged through asking questions and hands-on projects. The most effectiveleaders make everyone feel valued and capable of contributing to the group's mission.In conclusion, the most successful leaders possess several key qualities. They act with integrity, communicate clearly, remain brave and confident, inspire motivation, and empower others to grow as leaders themselves. With these talents, exceptional leaders guide their teams to achieve truly great goals!篇2What Makes a Great Leader?Leaders are very important people. They help guide groups and make sure everyone is working together towards the same goals. Being a leader is a big responsibility. Not just anyone can be a good leader. There are many special qualities that great leaders must have.First and most importantly, a great leader needs to be a really good communicator. They have to be able to explain things clearly so everyone understands what needs to be done. The leader is like the captain of a ship – they need to steer the crew in the right direction by giving easy to follow instructions. Ifthe leader can't communicate well, then the team will get confused and lost.It's also super important for a leader to be a good listener. They can't just bark orders at people all the time. A wise leader listens to the ideas and concerns of the team members. Everyone should feel heard and respected. When the leader listens, it shows they value the thoughts of others. It also helps the leader make better decisions by getting input from many different viewpoints.Another key trait of great leaders is that they lead by example and practice what they preach. It wouldn't be fair for a leader to ask the team to work hard if the leader was lazy and slacking off. The best leaders don't just give orders, they get their hands dirty too and work just as hard (or harder!) than everyone else. When teammates see their leader's work ethic and dedication, it inspires them to give their best effort as well.Speaking of hard work, having lots of energy is crucial for leaders. Being in charge of a team or group is exhausting! There are always meetings, decisions to make, problems to solve, and fires to put out. It takes strength and stamina to keep powering through. Leaders have to be "energizer bunnies" who don't gettired or discouraged easily. Their positive attitude and high energy helps keep the team motivated and fired up.In addition to being hard workers themselves, truly great leaders also empower others and know how to delegate tasks. They can't do everything alone, so they have to trust their team and assign different roles and responsibilities. The best leaders provide training and support to help people succeed in their roles. They celebrate their team's accomplishments and make everyone feel valued and important, not just bossing them around.Having a moral compass and strong ethics is also essential for leadership. A leader's decisions affect lots of people, so they must always strive to be fair and do the right thing, not just what benefits themselves. A leader with integrity gains loyalty and respect from others. People are much more willing to follow a leader they know has strong principles and good judgment.Another big part of being an effective leader is having excellent problem-solving abilities. There are bound to be obstacles and setbacks that come up. The leader needs to calmly analyze the situations, weigh the options, and decide on the best courses of action to overcome the challenges. Great leadersdon't panic or make rash decisions based on emotions. They think things through logically and come up with smart solutions.Speaking of emotions, it's also important for leaders to have emotional intelligence and self-control. There will inevitably be stressful, heated situations that could cause tempers to flare. A leader who can stay cool, calm, and level-headed helps prevent spiraling into chaos. People look to the leader to set the tone. If the leader can keep their emotions in check during rough times, it rubs off on the rest of the team.Despite needing to be level-headed, leaders also need a fun, likeable side that allows them to motivate through positivity. The best leaders know how to celebrate wins, appreciate effort, and keep spirits high through tough stretches. Having a sense of humor and not taking themselves too seriously also makes a leader much easier to follow and approach. Leaders that are warm and approachable foster a much healthier environment than a cold, ruthless boss that everyone walks on eggshells around.Last but not least, humility is a vastly underrated but crucial trait for real leadership greatness. The most effective leaders don't get blinded by their power or arrogantly think they have all the answers. They remain hungry to continue growing andlearning from others. Truly great leaders aren't afraid to admit mistakes and accept feedback and criticism. They surround themselves with other talented people who can help cover their weaknesses. Leaders know they can't possibly be amazing at everything, so they defer to others whose strengths complement their own.In summary, the perfect leader is a clear communicator, good listener, hard worker, energetic, empowering, ethical, problem solver, emotionally intelligent, positive motivator, and humble student always striving to improve. That's a tall order, but those who can embody those qualities become highly effective captains that lead their teams to greatness. An ideal leader uplifts and brings out the best in everyone, creating and environment where the whole becomes greater than the sum of its parts.篇3What Makes a Great Leader?Have you ever wondered what it takes to be a really great leader? A leader is someone who guides and inspects a group of people. They help show the way and keep everyone working together. There are lots of different types of leaders – like leadersof countries, leaders of companies, leaders of sports teams, and even leaders in your classroom or friend group. No matter what kind of leader they are, the very best ones share some special qualities.First off, an awesome leader has to be a fantastic communicator. They have to be able to explain things clearly and in a way that everyone can understand. The leader is the one who sets the goals and vision for the group. If they can't communicate that vision properly, the whole group could get confused or head off in the wrong direction. Great communicators are also amazing listeners. They really pay attention when others speak up with ideas or concerns. A leader who doesn't listen is bound to make poor decisions.Another key trait of brilliant leaders is that they are super passionate about their cause or mission. You can always spot passionate leaders because of the energy, drive and enthusiasm they bring. Their passion is contagious and rubs off on the people around them, inspiring everyone to give their best effort. Passionate leaders don't just act energized on the outside either – it comes from a genuine inner fire and belief in what they're doing. If a leader seems bored or apathetic, why would anyone want to follow them?The most effective leaders are also highly organized and focused. They have a clear plan and set of priorities to achieve their goals. Organized leaders assign tasks, set schedules, and make sure everyone knows their roles and responsibilities. With their sharp focus, they are able to overcome obstacles and distractions that might throw other groups off track. Organized leadership provides structure and direction that allows groups to operate in an efficient, disciplined manner.Additionally, the greatest leaders possess incredible determination and perseverance. Running a team or organization is hard work filled with challenges and setbacks. Truly great leaders refuse to give up when facing these inevitable difficulties. Their grit, resilience and unwavering commitment inspire those around them to persevere as well instead of getting discouraged. The most successful leaders find a way to overcome every hurdle through their sheer force of will and persistence.Perhaps most importantly, the best leaders of all have a caring attitude and put the needs of their people first. These leaders take the time to personally know each individual on their team and understand their strengths, weaknesses, goals and motivations. They create an environment where everyone feels valued, respected and able to voice their thoughts. Caringleaders go out of their way to provide mentorship, support and opportunities for growth. They cheer on successes and lift people up through failures. With this people-first mindset, the most exceptional leaders are able to unite groups and bring out the full potential in each person.So in summary, the ideal leader is an excellent communicator and listener who is deeply passionate about their goals. They bring focus, organization and unwavering determination to achieve those goals. More than anything though, truly great leaders show they genuinely care about those they lead. They inspire through their attitude and actions. With a combination of all these amazing qualities, it's no wonder we look up to and admire our most skilled leaders so much!篇4What Makes a Great Leader?Leaders are very important people. They help guide groups and make sure everyone is working together towards a common goal. Leaders can be found everywhere - in schools, sports teams, companies, communities, and even countries! Some leaders are grown-ups, but kids can be leaders too.I think to be a truly great leader, you need to have certain special qualities. Here are some of the most important ones in my opinion:A Good ListenerThe best leaders don't just talk and give orders. They listen carefully to the people they are leading. A good leader pays close attention when others speak up and share ideas or concerns. Listening shows you care about your team and value their input. It helps build trust and respect.Treats Everyone FairlyA leader can't have favorites or play favorites. They need to treat every single person fairly and equally. This means following the same rules for everyone and not giving special treatment to certain people. It also means being fair when assigning tasks, rewarding good work, or enforcing consequences. Fairness is key for a leader to earn loyalty.Patient and CalmWhen problems come up, a great leader stays patient and calm instead of freaking out. They don't get angry or rattled easily. Keeping your cool helps you think clearly to find goodsolutions. Yelling and throwing tantrums is no way for a leader to act!Organized and PreparedRunning a team, group or organization is hard work. There are a lot of tasks and details to juggle. That's why leaders need to be extremely organized to keep everything running smoothly. They have to be prepared, do lots of planning, and always be a few steps ahead. Being disorganized would be a disaster!Confidence and CourageIt takes a lot of bravery and confidence to stand up and lead others. A good leader feels self-assured enough to make tough decisions and give directions. They have the courage to take risks and try new ideas instead of sticking with the same old approach. Their confidence can inspire others to feel more confident too.Passion and PositivityThe very best leaders are passionate about their goals and vision. They have a positive, optimistic attitude that rubs off on the rest of the team. Their energy, enthusiasm and positivity can lift everyone's spirits and motivate them to work harder. Negative, pessimistic leaders will only bring people down.Communication SkillsTo be an effective leader, you absolutely must have strong communication abilities. This means clearly explaining instructions, giving effective feedback, and making sure everyone understands the game plan. Leaders also have to be good public speakers sometimes to address their whole group. Poor communication leads to errors and confusion.Integrity and HonestyIt's crucial for a leader to be honest, trustworthy and have high moral integrity. They should lead by example and practice the behaviors they preach. If the team thinks the leader is a liar or a hypocrite, they'll lose all respect for that person's authority. An ethical leader earns more committed followers.FlexibilityEven with the best laid plans, things can still go wrong sometimes. That's why great leaders need to be flexible and adaptable. They don't get flustered by unexpected changes or bumps in the road. Instead, they quickly adjust as needed and roll with the punches. Having a rigid, inflexible mindset will ensure failure.Teamwork SkillsAlthough they guide the group, a leader is still part of the team. This means they have to be a team player and work cooperatively with others. Leaders can't just bark orders and expect obedience. They need strong teamwork abilities like collaboration, compromise and respecting roles. Working together as a unified front is essential.As you can see, it takes a very special combination of skills, qualities and characteristics to become a truly great leader that others are willing to follow. Some people are just born natural leaders. But luckily, most leadership abilities can also be learned and developed over time with practice. Who knows, maybe I'll grow up to be an awesome leader someday too!篇5What Makes a Great Leader?Hi there! My name is Tommy and I'm in the 5th grade. Today, I want to talk to you about leaders and what makes a really good one. This is an important topic because leaders help guide groups and make big decisions that impact lots of people. Whether it's the president of a country, the captain of a sports team, or the class president, having an awesome leader can make a huge difference!So what exactly makes someone a great leader? Well, after lots of thinking, reading, and observing the leaders around me, I've come up with a few key qualities that I believe are super important:A Good CommunicatorThis one is probably the most crucial. A leader has to be an excellent communicator to get their message across clearly to their team or followers. They need to explain their vision, strategies, and decisions in a way that everyone can understand. Poor communication often leads to confusion, misunderstandings, and disorganization – not ideal if you're trying to lead a group!Great leaders are also good listeners. They don't just talk at people, but really hear out different perspectives and viewpoints. This helps them make more well-rounded decisions. Mrs. Wilson, my amazing 3rd grade teacher, was a wonderful example of a leader with awesome communication skills.Decisive Yet Open-MindedSometimes leaders need to make tough choices, even if they're unpopular. The best ones analyze all the information, consider different options carefully, and then commit to a firmdecision. They're confident enough to stand by their choices while still remaining open to feedback and changing course if needed when presented with new facts.On the flip side, really indecisive leaders who can never make up their minds don't inspire much confidence. Groups need direction! My soccer coach Jack is a pro at making decisive yet fair calls during our games.Leading by ExampleIt's pretty hard to respect a leader who demands one thing from their people while doing another themselves. Truly great leaders "walk the talk" and lead from the front lines. They set the standards high but also work incredibly hard themselves to meet those standards.If a team captain is telling everyone to give 100% effort but then slouches off and goofs around, people won't be very motivated to follow. But if that captain is hustling hard, encouraging teammates, and showing stellar work ethic, it'll push everyone to step up their game too!Integrity and Strong ValuesNobody wants a leader who tells lies, cheats, or has shady ethics. The best leaders are honest, trustworthy, and have astrong moral code. Their actions and decisions are guided by principles like integrity, respect, and fairness for all. People need to believe in and admire their leaders' character.Leaders like Dr. Martin Luther King Jr. and Malala Yousafzai didn't just preach equality and justice, but lived those values courageously even when facing huge risks and challenges. That's leadership integrity at its finest!Passion and PositivityWho wants to follow an uninspired, negative grump as a leader? No thanks! The best ones are passionate about their cause or mission. Their enthusiasm is contagious and motivates everyone around them to give their best too. They remain positive and upbeat, even when facing setbacks or struggles.My buddy Mark's older sister is captain of the school volleyball team. You can just see how excited and fired up she gets during matches – that energy spreads to the whole team and pushes them to dig deeper. Great leaders make people feel pumped to be part of something bigger.Those are some of the biggest leadership qualities in my opinion, but I'm sure there are plenty more too. Like emotionalintelligence, vision, humility, confidence without being arrogant...the list could just go on and on!The world always needs more inspiring, ethical leaders who can bring people together and guide them towards meaningful goals. Whether it's running a business, a classroom, a sports team, or an entire nation, true leadership is a blend of skills, values, passion and character. Those are the kinds of leaders we should all aim to be!Well, thanks for reading my essay! Even though I'm still just a kid, I'll keep studying what makes great leaders so I can become a positive force in my community when I grow up. Our future needs more people willing to lead...but to lead in the right way. Leaders who'll make this world a little bit better than they found it!篇6What Makes a Great Leader?Being a leader is a very important job. Leaders have to make tough choices and guide others. Not just anyone can be a good leader though. There are many qualities a truly great leader must have.First of all, a great leader needs to be really smart and know a lot about the things they are leading people in. If the leader doesn't understand what's going on, how can they make good decisions? They have to study hard and learn as much as they can. My teacher is a leader in our classroom, and she is extremely knowledgeable about all the subjects she teaches us.A leader also has to be a wonderful communicator. They have to explain things clearly so everyone understands them. They can't use too many big fancy words that no one knows. The principal at my school is a great communicator. When she makes announcements over the loudspeaker, she speaks slowly and simply so we can all follow what she is saying.Honesty is another must-have quality for leaders. A dishonest leader will lose people's trust and respect very quickly. We would never want to follow someone we couldn't believe. My soccer coach is an honest leader. If we didn't play well, he tells us the truth about where we need to improve instead of just praising us.Confidence is key too. A leader has to believe in themselves and their abilities. If they seem unsure or worried, it makes the rest of us feel scared to follow them. We want our leaders to be brave and self-assured. The fireman who rescued my friend'skitten from a tree was so confident and calm. That's why we all felt safe listening to his instructions.However, too much confidence can turn into arrogance, which is a terrible trait for a leader. Arrogant leaders think they are always right and better than everyone else. They look down on others and refuse to listen to different opinions or ideas. That's a recipe for disaster! Leaders have to be humble and open-minded.Patience is enormously important as well. Sometimes things don't go as planned or people struggle. A good leader can't get angry or give up. They have to stick with it and keep guiding everyone with care. My dad is a very patient leader when he is teaching me how to ride my bike. He doesn't yell when I wobble or fall. He just calmly helps me get back on and try again.The very best leaders also possess creativity. They can't just follow the same old paths everyone else does. True leaders have to come up with unique, innovative solutions to problems. My favorite author must be a great creative leader. All of her stories are filled with such imaginative characters and plots that I've never seen anywhere else before.Finally, a leader absolutely must care about the people they are leading. They have to want what is best for everyone, not justfor themselves. A selfish leader is a terrible one since they will only look out for their own interests. My mom is an amazing leader at her job because she genuinely cares about her coworkers and making sure they are all treated well.As you can see, being a great leader is not easy at all! It takes brains, communication skills, honesty, confidence, humility, patience, creativity, and a caring heart. These qualities are rare to find altogether. That's why we should appreciate the excellent leaders in our lives and try our best to develop these traits too. Maybe we can become great leaders ourselves one day!。
一个好的领导者应具备条件英语作文
一个好的领导者应具备条件英语作文What Makes a Great Leader?Leaders are all around us – at school, on sports teams, in our communities, and even at home. A leader is someone who guides and directs others towards a common goal. But what makes a truly great leader? After observing different kinds of leaders, I've noticed some key qualities that separate the good ones from the not-so-good ones. Here are some of the most important traits that I think every great leader should have.Vision and DirectionA great leader has a clear vision of where they want to go and how to get there. They don't just wing it or make things up as they go along. Instead, they have a well-thought-out plan and can communicate that vision in a way that inspires others to follow them. Great leaders know how to set achievable goals and give their team the direction they need to reach those goals.Positivity and EnthusiasmNobody wants to follow a grumpy, negative leader who always sees the glass as half empty. Great leaders are positive and enthusiastic about their mission. They have a "can-do" attitude that energizes and motivates their team. Even whenfacing challenges or setbacks, they remain optimistic and focused on finding solutions. Their positive energy is contagious and helps boost the morale of everyone around them.Fairness and IntegrityTrust is essential for any leader, and to earn trust, they must be fair and have integrity. A great leader treats everyone with respect and doesn't play favorites. They make decisions based on what's best for the team or organization, not based on personal biases or selfish interests. They are honest, transparent, and live by the same rules they expect others to follow.Communication SkillsEffective communication is crucial for any leader. Great leaders are excellent listeners who truly hear and understand the perspectives of their team members. They also know how to communicate their ideas and directions clearly, in a way that everyone can understand. They are patient and willing to explain things in different ways until their message gets across.Confidence and HumilityParadoxically, great leaders possess both confidence and humility. They are confident in their abilities and decisions, which helps inspire confidence in their team. At the same time, theyremain humble and open to feedback and different perspectives. They acknowledge their own limitations and mistakes, and they are always willing to learn and grow.Empathy and Emotional IntelligenceGreat leaders understand that their team members are human beings with emotions, needs, and personal lives outside of work or the team. They have empathy and can relate to the experiences and feelings of others. They are emotionally intelligent, which means they can read and respond appropriately to the emotional states of their team members.Delegation and TrustA great leader knows that they can't do everything alone. They understand the importance of delegating tasks and responsibilities to their team members. They trust their team's abilities and give them the autonomy and resources they need to succeed. At the same time, they provide guidance and support when needed, without micromanaging.Resilience and AdaptabilityObstacles, challenges, and setbacks are inevitable, even for the best leaders. What sets great leaders apart is their resilience and ability to adapt. They don't crumble under pressure or giveup easily. Instead, they bounce back from failures, learn from their mistakes, and adjust their approach as needed. They are flexible and can pivot their strategies when circumstances change.Leading by ExampleOne of the most powerful ways a leader can inspire their team is by leading by example. Great leaders don't just talk the talk; they walk the walk. They embody the values, work ethic, and behaviors they expect from their team. They roll up their sleeves and get their hands dirty, working alongside their team and demonstrating the commitment and dedication they expect.Developing OthersFinally, great leaders understand that their success is tied to the success of their team. They invest time and effort into developing the skills and talents of their team members. They provide coaching, mentoring, and opportunities for growth. They celebrate the achievements of their team and help them reach their full potential.Being a great leader isn't easy. It requires a combination of various skills, qualities, and characteristics. But by cultivating these traits, anyone can become a more effective and inspiringleader, whether it's in a classroom, on a sports team, or in any other setting.。
ted演讲稿-whatmakesagreatleader
T E D演讲稿-w h a t m a k e s ag r e a t l e a d e r t o d a y(总2页)--本页仅作为文档封面，使用时请直接删除即可----内页可以根据需求调整合适字体及大小--0:12 What makes a great leader today Many of us carry this image of this all-knowing superhero who stands and commands and protects his followers. But that's kind of an image from another time, andwhat's also outdated are the leadership development programs that are based on success models for a world that was, not a world thatis or that is coming.0:45 We conducted a study of 4,000 companies, and we asked them,let's see the effectiveness of your leadership development programs. Fifty-eight percent of the companies cited significant talent gaps for critical leadership roles. That means that despite corporate training programs, off-sites, assessments, coaching, allof these things, more than half the companies had failed to grow enough great leaders. You may be asking yourself, is my company helping me to prepare to be a great 21st-century leader The odds are, probably not.1:28 Now, I've spent 25 years of my professional life observing what makes great leaders. I've worked inside Fortune 500 companies, I've advised over 200 CEOs, and I've cultivated more leadershippipelines than you can imagine. But a few years ago, I noticed a disturbing trend in leadership preparation. I noticed that, despite all the efforts, there were familiar stories that keptresurfacing about individuals. One story was about Chris, a high-potential, superstar leader who moves to a new unit andfails, destroying unrecoverable value. And then there were stories like Sidney, the CEO, who was so frustrated because her company is cited as a best company for leaders, but only one of the top 50 leaders is equipped to lead their crucial initiatives. And then there were stories like the senior leadership team of a once-thriving business that's surprised by a market shift, finds itself having to force the company to reduce its size in half or go out of business.2:48 Now, these recurring stories cause me to ask twoquestions. Why are the leadership gaps widening when there's so much more investment in leadership development And what are the great leaders doing distinctly different to thrive and grow One of the things that I did, I was so consumed by these questions and also frustrated by those stories, that I left my job so that I could study this full time, and I took a year to travel to differentparts of the world to learn about effective andineffective leadership practices in companies, countries and nonprofit organizations. And so I did things like travel to SouthAfrica, where I had an opportunity to understand how Nelson Mandela was ahead of his time in anticipating and navigating his political, social and economic context. I also met a number of nonprofit leaders who, despite very limited financial resources, were making a huge impact in the world, often bringing together seeming adversaries. And I spent countless hours in presidentiallibraries trying to understand how the environment had shaped the leaders, the moves that they made, and then the impact of those moves beyond their tenure. And then, when I returned to work full time, in this role, I joined with wonderful colleagues who were also interested in these questions.4:26 Now, from all this, I distilled the characteristics of leaders who are thriving and what they do differently, and then I also distilled the preparation practices that enable people to grow to their potential. I want to share some of those with you now.4:44 ("What makes a great leader in the 21st century")4:46 In a 21st-century world, which is more global, digitally enabled and transparent, with faster speeds of information flow and innovation, and where nothing big gets done without some kind of a complex matrix, relying on traditional development practices will stunt your growth as a leader. In fact, traditionalassessments like narrow 360 surveys or outdated performancecriteria will give you false positives, lulling you into thinking that you are more prepared than you really are. Leadership in the 21st century is defined and evidenced by three questions.5:29 Where are you looking to anticipate the next change to your business model or your life The answer to this question is on your calendar. Who are you spending time with On what topics Where are you traveling What are you reading And then how are you distilling this into understanding potential discontinuities, and then making a decision to do something right now so that you're prepared and ready There's a leadership team that does a practice where they bring together each member collecting, here are trends that impact me, here are trends that impact another team member, and they share these, and then make decisions, to course-correct a strategy or to anticipate a new move. Great leaders are not head-down. They see around corners, shaping their future, not just reacting to it.6:28 The second question is, what is the diversity measure of your personal and professional stakeholder network You know, we hearoften about good ol' boy networks and they're certainly alive and well in many institutions. But to some extent, we all have anetwork of people that we're comfortable with. So this question is about your capacity to develop relationships with people that are very different than you. And those differences can bebiological, physical, functional, political, cultural, socioeconomic. And yet, despite all these differences, they connect with you and they trust you enough to cooperate with you in achieving a shared goal. Great leaders understand that having a more diverse network is a source of pattern identification at greater levels and also of solutions, because you have people that are thinking differently than you are.7:29 Third question: are you courageous enough to abandon a practice that has made you successful in the past There's an expression: Go along to get along. But if you follow this advice, chances are as a leader, you're going to keep doing what's familiar andcomfortable. Great leaders dare to be different. They don't justtalk about risk-taking, they actually do it. And one of the leaders shared with me the fact that the most impactful developmentcomes when you are able to build the emotional stamina to withstand people telling you that your new idea is naïve or reckless or just plain stupid. Now interestingly, the people who will join you are not your usual suspects in your network. They're often people that think differently and therefore are willing to join you in taking a courageous leap. And it's a leap, not a step. More than traditional leadership programs, answering these three questions will determine your effectiveness as a 21st-century leader.8:45 So what makes a great leader in the 21st century I've met many, and they stand out. They are women and men who are preparing themselves not for the comfortable predictability of yesterday but also for the realities of today and all of those unknownpossibilities of tomorrow.。
一个成功的领导者英语作文带翻译
一个成功的领导者英语作文带翻译一个好的领导者，还会带领团队走上正道，取得成功。
小编为大家精心推荐了关于一个成功的领导者带翻译的英语作文，希望对大家有帮助。
一个成功的领导者英语作文篇1：What is leadership?What is leadership? Its qualities are difficult to define. But they are not so difficult to identify. Leaders don't force other people to go along with them. They bring them along.什么是领导?它的品质是很难定义的。
但他们不那么难识别。
领导不要强迫其他人和他们一起去。
他们带他们一起。
Leaders get commitment from others by giving it themselves, by building an environment that encourages creativity, and by operating with honesty and fairness.领导者通过给自己创造一个鼓励创新的环境，并通过诚实和公平的方式来获得他人的承诺。
Good leaders aren't "lone rangers". They recognize that an organization's strategies for success require the combined talents and efforts of many people. Leadership is the catalyst for transforming those talents into results.好领导不是“孤独的流浪者”。
他们认识到一个组织的成功战略需要许多人的共同努力和努力。
What Makes a Good Leader
MichaelSept. 18thWhat Makes a Good LeaderOn the day of the ceremony of the 70th anniversary of the victory of the Chinese People’s War of Resistance against Japanese Aggression, when Chinese people witnessed the people’s liberation army that marked a powerful country, we felt proud and fulfilled. Many of us microbloged to express out gratitude to one of the greatest leader throughout Chinese history, premier Zhou Enlai. To most of the Chinese people, premier Zhou is no doubt a great leader in Chinese history, he not only did a remarkable contribution to the victory of the War of Resistance, but also established the new China’s diplomacy. As far as I am concerned, it is integrity, courage, and farsightedness that make premier Zhou a person with great charisma, and they are also the key factors that make a person become a good leader.As the leader of a group, he should have the personal charisma to let his fellows trust and follow him, and that is the reason why integrity is one of the factor that makes a good leader. As the ancient giant in China, Confucius, had said before, only people with integrity can guide other people. I definitely agree with his idea. None of us would like to choose an evil person who is selfish and treacherous to follow, otherwise, we would be worry about our safety and future all the time. However, a person who is regarded as a man of integrity can easily gain trusts from others, for he is admirable and reliable to most of the people. Therefore, integrity is the first quality that a leader should possess and it can help a person build his personal charisma.Integrity is only a quality that can gain others’trust, however, in order to lead others, one should also have a spirit of courage. Courage is quite necessary to a leader because he should be firm and confident enough to make the decision for a group of people. Without courage and constancy, one cannot even decide where himself should go, than how can he guide his fellows and show the right path to the destination. Moreover, courage is also a prerequisite for being responsible. That is to say, a good leader should have consciousness that his thought will even completely change others’lives and he must be responsible for all his fellows or people who trust him. Above all, by no means can a coward be a good leader.Integrity and courage are only characters for a qualified good leader, however, to be a remarkable leader, one should have a farsightedness. As I have demonstrated before, it is the leaders’ jobs to gain other people’s trust and lead them to the right destination. Thus, farsightedness is the quality that can help a leader predict the future and find out the right pathway to his fellows, and this is why leaders are few and far between but followers take up the majority of people. Farsightedness is not a quality that is innate, on the contrary, it is the representation of one’s knowledge, intelligence and experience. In my opinion, this explain why there are few young people can be a good leader in some measure. It is because they do not have enough accumulation of experience and knowledge.To summarize, a good leader should be a man of integrity, courage and farsightedness, and if anyone of them is lost, one can only be regarded as a qualified leader instead of a remarkable and brilliant one as our dear premier Zhou Enlai. MrZhou is definitely a good leader, but he is not good enough. In my opinion, a good leader should also take care of his health so that his followers would not be worried about their leaders health. If premier Zhou did not suffer a lot in his old age, Chinese people would not be so said when we mention our great leader. May dear premier Zhou’s soul rest in peace.。
what makes a good leader
Sherly2016/9/17Three Qualities Lead to a Good LeaderAn enterprise is like a ship in the sea, and the leader is the most important role---captain who control the whole situation. A good leader leads the enterprise to survive in the business ocean, just like a captain leads a ship in the dangerous sea. It’s a common sense that the ship meets storms in the sea, but captain will always try his best to lead the ship to overcome them. Throughout the successful leaders, it is not difficult to find that all of them have three common qualities: self-discipline, ambition, and responsibility.The first typical feature of a good leader is self-discipline, far away from self-indulgence. Self-discipline means persistence and respect. Actually, you should make self-discipline become a habit of your life, rather than do it occasionally. Otherwise, the employees would believe you just do it for show. If employees see their leader is such a figure who is self-disciplined, they will not only respect him, but also want to imitate him. In fact, nobody wants to be constrained by rules. Nevertheless, employees will obey the rules of company only when their leader does it firstly.Next, a good leader should have ambitions. Managing an enterprise is like rowing against the current, no progress means backwards. As a good leader, you must have ambitions to lead your company to develop into a higher level. There is a joke that spreads widely in the internet: Wang Jianlin, the richest man of China said: “F irst, we can set a little goal, for example, earning 100 million”. Lots of people may never thinka person can earn 100 million in their lifetime, but Wang has a strong desire to earn more money. That’s why a good leader is different from an ordinary people.It is ambition that motivates a good leader to lead their employees to make efforts in order to reach such “little” goal. If you do not dare to make a big goal, you will certainly not achieve.The last quality to be a good leader is responsibility. Responsibility means not to escape. What a good captain should do when they meet rough weather? When the company is in trouble, a good leader should be the first to stand up instead of the first to run away. Next, a good leader won’t just sit and wait for something to happen. They will set plans and find solutions rationally to get rid of the dilemma. Finally, a good leader will encourage employees and help them to regain confidence until the whole company get through this. If the captain is the first one to escape in the ship when storms coming, the ship will definitely sink. A responsible leader should never easily abandon their business no matter in what situation.In conclusion, it is self-discipline, ambition and responsibility that lead to a good leader together. Self-discipline can help a leader set a good example to employees, ambition can help a leader give more passion to employees, and responsibility can help a leader be trustworthy to employees. Being a good leader is so important, because you don’t fight for yourself only. I hope more and more leaders can hold these three qualities and bec ome a qualified “captain”who can lead their “ship” to sail to success.。
unit 9 What makes a leaderPPT精选文档
• Roosevelt • Franklin D. Roosevelt, abbreviated as FDR,
(1882–1945) was the 32nd president of the U.S. (1933–1945). Elected four times, he instituted major reforms known as the New Deal to counter the economic crisis of the 1930s and was a forceful leader during WWII.
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• shakes things up • make changes in order to improve • e.g. • The introduction of digital technology has
shaken many industries up. • Several players from overseas have been
• Para. 5
• Topic sentence: It also helps for a leader to be able to do something most of us can't.
• Illustration: FDR overcame polio; Mao swam the Yangtze River at the age of 72.
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• Not every president is a leader, but every time we elect a president we hope for one
• Not every president is a leader in the true sense, but every time we elect a president we hope we have elected a leader
what makes a leader中文译文
什么造就领袖迈克尔·科达并非每位总统都是领袖，但是每次选总统的时候，我们都希望选出一位领袖，特别是当国家处于彷徨和危机之时。
在安逸的年代里，我们是有矛盾心理的，毕竟，领袖爱提要求，要挑战现状，会整顿改革。
时势造英雄，时机对领袖和对其他任何事都一样重要。
领袖必须在人民盼望领袖的时刻登台亮相，如邱吉尔在1940年、罗斯福在1933年和列宁在1917年那样。
在他亮相的时候，他还必须提出简单、有说服力的纲领。
伟大的领袖几乎总是善于删繁就简，他们撇开争论、反驳和怀疑，直接提出人人易懂易记的解决方案。
邱吉尔告诫英国人要准备付出“鲜血、劳作、眼泪和汗水”，罗斯福告诉美国人“我们唯一要惧怕的就是惧怕本身，”列宁向厌战的俄国人许诺和平、土地和面包。
直截了当而又影响深远的信息。
领袖应该什么样，我们心中有一幅图像。
我们甚至能够指认出一些身体上的标志：他们无需身材高大，但必须有非同一般、引人注目的特征——如约翰逊的鼻子和耳垂、艾森豪威尔的大笑脸。
他们还有身边的标志性物品，如林肯的高顶礼帽、肯尼迪的摇椅。
我们期望我们的领袖稍稍与众不同，不能像普通人似的。
福特总统的麻烦一半都在于如下的事实：如果你闭上一会眼，你想不起来他的脸、他的身材或者衣着。
做领袖的应该有令人难忘的特征，让人过目不忘，永生难忘。
领袖如果能够做某些我们大多数人不能做的事也有助于他的威望：罗斯福战胜了小儿麻痹症，毛泽东以72岁高龄搏浪长江。
我们不希望我们的领袖“就和我们一样。
”我们希望他们像我们，但比我们强，有点特别之处、过人之处。
然而如果他们太与众不同的话，我们也不接受他们。
史蒂文森嫌太理智，洛克菲勒又太富有。
即使是电视，虽然其作为图像媒体以重形式而轻内容多为人诟病，也不能完全掩盖我们所认同的领袖气质，或者这些气质的缺失。
电视暴露了尼克松的不安全感，以及汉弗莱对自己的声音不可救药的迷恋。
领袖必须懂得如何运用权力(这是领袖能力的核心)，但他还得知道怎样表现出他有这一能力。
enjoy little assumption -回复
enjoy little assumption -回复What Makes a Great Leader?Leadership is a topic that has been extensively studied and debated over the years. Many theories and models have been proposed to explain what makes a great leader. In this article, we will delve into the assumptions revolving around leadership and explore the qualities and actions that contribute to effective leadership.Assumption 1: Leadership is a TraitOne common assumption is that leadership is a trait that individuals possess. According to this perspective, some people are born with inherent leadership qualities, such as charisma, intelligence, and confidence. However, research has shown that while certain traits may be helpful, they are not the sole determinants of effective leadership. In fact, leadership skills can be developed and improved through training and experience.Assumption 2: Leadership is about PowerAnother assumption is that leadership is primarily about power and control. In this view, leaders are seen as individuals who hold positions of authority and make all the decisions. However,effective leadership is not about dominating others; it is about empowering them. Great leaders inspire and motivate their teams to achieve shared goals, rather than dictating every move. They create an environment of trust, collaboration, and open communication.Assumption 3: Leadership is a Lonely RoleSome assume that leaders are isolated and have no need for companionship. On the contrary, the ability to connect and empathize with others is crucial for effective leadership. Great leaders build strong relationships with their team members, actively listening to their concerns, and providing support. They are approachable and create a sense of camaraderie, fostering a positive and productive work environment.Assumption 4: Leadership is a Solo JourneySimilarly, it is often believed that leaders have to face challenges alone and solve problems by themselves. However, effective leaders understand the importance of collaboration. They solicit input from their team, encourage diverse perspectives, and make informed decisions based on collective wisdom. By involving others in the decision-making process, they not only gain valuableinsights but also foster a sense of ownership and commitment among team members.Assumption 5: Leadership is About ResultsWhile achieving results is an essential aspect of leadership, focusing solely on outcomes can lead to neglecting the people who contribute to those results. Great leaders understand that their success is intertwined with the success of their team. They invest in developing their team members' skills, provide guidance and mentorship, and celebrate their achievements. By prioritizing the growth and well-being of their team, leaders create a motivated and high-performing workforce.Assumption 6: Leadership is FixedLastly, it is often assumed that leadership styles and approaches remain constant. However, leadership is a dynamic process that needs to adapt to changing circumstances. Great leaders are flexible and receptive to new ideas and perspectives. They continuously seek feedback and learn from their experiences, constantly evolving their leadership approach to meet the needs of their team and organization.In conclusion, the assumptions surrounding leadership often fail to capture the complexity of effective leadership. A great leader is not just defined by inherent traits or a position of power, but rather by their ability to empower others, build relationships, collaborate, prioritize people over results, adapt, and learn. By challenging these assumptions, individuals can develop their leadership skills and become more effective in their roles.。
What Makes a Leader(英文原文)
What Makes a Leader?by Daniel GolemanIt was Daniel Goleman who first brought the term “emotional intelligence” to a wide audience with his 1995 book of that name, and it was Goleman who first applied the concept to business with his 1998 HBR article, reprinted here. In his research at nearly 200 large, global companies, Goleman found that while the qualities traditionally associated with leadership—such as intelligence, toughness, determination, and vision—are required for success, they are insufficient. Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skill.These qualities may sound “soft” and unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. While emotional intelligence’s relevance to business has continued to spark debate over the past six years, Goleman’s articl e remains the definitive reference on the subject, with a description of each component of emotional intelligence and a detailed discussion of how to recognize it in potential leaders, how and why it connects to performance, and how it can be learned.Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to failat the job. And they also know a story about someone with solid—but not extraordinary—intellectual abilities and technical skills who was promoted into a similar position and then soared.Such anecdotes support the widespread belief that identifying individuals with the “right stuff” to be leaders is more art than science. After all, the personal styles of superb leaders vary: Some leaders are subdued and analytical; others shout their manifestos from the mountaintops. And just as important, different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful authority.I have found, however, that the most effective leaders are alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. It’s not that IQ and technical skills ar e irrelevant. They do matter, but mainly as “threshold capabilities”; that is, they are the entry-level requirements for executive positions. But my research, along with other recent studies, clearly shows that emotional intelligence is the sine qua non of leadership. Without it, a person can have the best training in the world, an incisive, analytical mind, and an endless supply of smart ideas, but he still won’t make a great leader.In the course of the past year, my colleagues and I have focused on how emotional intelligence operates at work. We have examined therelationship between emotional intelligence and effective performance, especially in leaders. And we have observed how emotional intelligence shows itself on the job. How can you tell if someone has high emotional intelligence, for example, and how can you recognize it in yourself? In the following pages, we’ll explore these questions, taking each of the components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skill—in turn.Evaluating Emotional IntelligenceMost large companies today have employed trained psychologists to develop what are known as “competency models” to aid them in identifying, training, and promoting likely stars in the leadership firmament. The psychologists have also developed such models for lower-level positions. And in recent years, I have analyzed competency models from 188 companies, most of which were large and global and included the likes of Lucent Technologies, British Airways, and Credit Suisse.In carrying out this work, my objective was to determine which personal capabilities drove outstanding performance within these organizations, and to what degree they did so. I grouped capabilities into three categories: purely technical skills like accounting and business planning; cognitive abilities like analytical reasoning; and competencies demonstrating emotional intelligence, such as the ability to work withothers and effectiveness in leading change.To create some of the competency models, psychologists asked senior managers at the companies to identify the capabilities that typified the organization’s most outstanding leaders. To create other models, the psychologists used objective criteria, such as a division’s profitabi lity, to differentiate the star performers at senior levels within their organizations from the average ones. Those individuals were then extensively interviewed and tested, and their capabilities were compared. This process resulted in the creation of lists of ingredients for highly effective leaders. The lists ranged in length from seven to 15 items and included such ingredients as initiative and strategic vision.When I analyzed all this data, I found dramatic results. To be sure, intellect was a driver of outstanding performance. Cognitive skills such as big-picture thinking and long-term vision were particularly important. But when I calculated the ratio of technical skills, IQ, and emotional intelligence as ingredients of excellent performance, emotional intelligence proved to be twice as important as the others for jobs at all levels.Moreover, my analysis showed that emotional intelligence played an increasingly important role at the highest levels of the company, where differences in technical skills are of negligible importance. In other words, the higher the rank of a person considered to be a star performer, the more emotional intelligence capabilities showed up as the reason for his or her effectiveness. When I compared star performers with average ones in senior leadership positions, nearly 90% of the difference in their profiles was attributable to emotional intelligence factors rather than cognitive abilities.Other researchers have confirmed that emotional intelligence not only distinguishes outstanding leaders but can also be linked to strong performance. The findings of the late David McClelland, the renowned researcher in human and organizational behavior, are a good example. In a 1996 study of a global food and beverage company, McClelland found that when senior managers had a critical mass of emotional intelligence capabilities, their divisions outperformed yearly earnings goals by 20%. Meanwhile, division leaders without that critical mass underperformed by almost the same amount. McCle lland’s findings, interestingly, held as true in the company’s U.S. divisions as in its divisions in Asia and Europe.In short, the numbers are beginning to tell us a persuasive story about the link between a company’s success and the emotional intelligence of its leaders. And just as important, research is also demonstrating that people can, if they take the right approach, develop their emotional intelligence. (See the insert “Can Emotional Intelligence Be Learned?”)Self-AwarenessSelf-awareness is the first component of emotional intelligence – which makes sense when one considers that the Delphic oracle gave the advice to “know thyself” thousands of years ago. Self-awareness means having a deep understanding of one’s emotions, strengths, weaknesses, needs, and drives. People with strong self-awareness are neither overly critical nor unrealistically hopeful. Rather, they are honest – with themselves and with others.People who have a high degree of self-awareness recognize how their feelings affect them, other people, and their job performance. Thus a self-aware person who knows that tight deadlines bring out the worst in him plans his time carefully and gets his work done well in advance. Another person with high self-awareness will be able to work with a demanding client. She will understand the client’s impact on her moods and the deeper reasons for her frustration. “Their trivial demands take us away from the real work that needs to be done,” she might explain. And she will go one step further and turn her anger into something constructive.Self-awareness extends to a person’s understanding of his or her values and goals. Someone who is highly self-aware knows where he is headed and why; so, for example, he will be able to be firm in turning down a job offer that is tempting financially but does not fit with his principles or long-term goals. A person who lacks self-awareness is apt to make decisions that bring on inner turmoil by treading on buried values. “The money looked good so I signed on,” someone might say two years into a job, “but the work means so little to me that I’m constantly bored.” The decisions of self-aware people mesh with their values; consequently, they often find work to be energizing.How can one recognize self-awareness? First and foremost, it shows itself as candor and an ability to assess oneself realistically. People with high selfawareness are able to speak accurately and openly –although notnecessarily effusively or confessionally – about their emotions and the impact they have on their work. For instance, one manager I know of was skeptical about a new personal-shopper service that her company, a major department-store chain, was about to introduce. Without prompting from her team or her boss, she offered them an explanation: “It’s hard for me to get behind the rollout of this service,” she admitted, “because I really wanted to run the project, but I wasn’t selected.Bear with me while I deal with that.” The manager did indeed examine her feelings; a week later, she was supporting the project fully.Such self-knowledge often shows itself in the hiring process. Ask a candidate to describe a time he got carried away by his feelings and did something he later regretted. Self-aware candidates will be frank in admitting to failure – and will often tell their tales with a smile. One of the hallmarks of self-awareness is a self-deprecating sense of humor.Self-awareness can also be identified during performance reviews. Self-aware people know–and are comfortable talking about –their limitations and strengths, and they often demonstrate a thirst for constructive criticism. By contrast, people with low self-awareness interpret the message that they need to improve as a threat or a sign of failure.Self-aware people can also be recognized by their self-confidence. They have a firm grasp of their capabilities and are less likely to set themselves up to fail by, for example, overstretching on assignments. They know, too, when to ask for help. And the risks they take on the job are calculated. They won’t ask for a challenge that they know they can’t handle alone. They’ll play to their strengths.Consider the actions of a midlevel employee who was invited to sit in on a strategy meeting with her company’s top executives.Although she was the most junior person in the room, she did not sit there quietly, listening in awestruck or fearful silence. She knew she had a head for clear logic and the skill to present ideas persuasively, and she offered cogent suggestions about th e company’s strategy. At the same time,her self-awareness stopped her from wandering into territory where she knew she was weak.Despite the value of having self-aware people in the workplace, my research indicates that senior executives don’t often gi ve self-awareness the credit it deserves when they look for potential leaders. Many executives mistake candor about feelings for “wimpiness” and fail to give due respect to employees who openly acknowledge their shortcomings. Such people are too readily dismissed as “not tough enough” to lead others.In fact, the opposite is true. In the first place, people generally admire and respect candor. Further, leaders are constantly required to make judgment calls that require a candid assessment of capabilities – their own and those of others. Do we have the management expertise to acquire a competitor? Can we launch a new product within six months? People who assess themselves honestly – that is, self-aware people – are well suited to do the same for theorganizations they run.Self-RegulationBiological impulses drive our emotions. We cannot do away with them– but we can do much to manage them. Self-regulation, which is like an ongoing inner conversation, is the component of emotional intelligence that frees us from being prisoners of our feelings. People engaged in such a conversation feel bad moods and emotional impulses just as everyone else does, but they find ways to control them and even to channel them in useful ways.Imagine an executive who has just watched a team of his employees present a botched analysis to the company’s board of directors. In the gloom that follows, the executive might find himself tempted to pound on the table in anger or kick over a chair. He could leap up and scream at the group. Or he might maintain a grim silence, glaring at everyone before stalking off.But if he had a gift for self-regulation, he would choose a different approach. He would pick his words carefully, acknowledging the team’s poor performance without rushing to any hasty judgment. He would then step back to consider the reasons for the failure. Are they personal – a lack of effort? Are there any mitigating factors? What was his role in the debacle? After considering these questions, he would call the t eam together, lay out the incident’s consequences, and offer his feelings about it. He would then present his analysis of the problem and a well considered solution.Why does self-regulation matter so much for leaders? First of all, people who are in control of their feelings and impulses –that is, people who are reasonable – are able to create an environment of trust and fairness. In such an environment, politics and infighting are sharply reduced and productivity is high. Talented people flock to the organization and aren’t tempted to leave. And self-regulation has a trickle-down effect. No one wants to be known as a hothead when the boss is known for her calm approach. Fewer bad moods at the top mean fewer throughout the organization.Second, self-regulation is important for competitive reasons. Everyone knows that business today is rife with ambiguity and change. Companies merge and break apart regularly. Technology transforms work at a dizzying pace. People who have mastered their emotions are able to roll with the changes. When a new change program is announced, they don’t panic; instead, they are able to suspend judgment, seek out information, and listen to executives explain the new program. As the initiative moves forward, they are able to move with it. Sometimes they even lead the way. Consider the case of a manager at a large manufacturing company. Like her colleagues, she had used a certain software program for five years. The program drove how she collected and reported data and how she t hought about the company’s strategy. One day, senior executives announced that a new program was to be installed that would radically change how information was gathered and assessed within the organization. While many people in the company complained bitterly abouthow disruptive the change would be, the manager mulled over the reasons for the new program and was convinced of its potential to improve performance. She eagerly attended training sessions – some of her colleagues refused to do so – and was eventually promoted to run several divisions, in part because she used the new technology so effectively.I want to push the importance of self-regulation to leadership even further and make the case that it enhances integrity, which is not only a personal virtue but also an organizational strength. Many of the bad things that happen in companies are a function of impulsive behavior. People rarely plan to exaggerate profits, pad expense accounts, dip into the till, or abuse power for selfish ends. Instead, an opportunity presents itself, and people with low impulse control just say yes.By contrast, consider the behavior of the senior executive at a large food company. The executive was scrupulously honest in his negotiations with local distributors. He would routinely lay out his cost structure in detail, thereby giving the distributors a realistic understanding of the company’s pricing.This approach meant the executive couldn’t always drive a hard bargain. Now, on occasion, he felt the urge to increase profits by withholding information about the company’s costs. But he challenged that impulse – he saw that it made more sense in the long run to counteract it. His emotional selfregulation paid off in strong, lasting relationships with distributors that benefited the company more than any short-term financial gains would have. The signs of emotional self-regulation, therefore, are not hard to miss: a propensity for reflection and thoughtfulness; comfort with ambiguity and change; and integrity – an ability to say no to impulsive urges. Like self-awareness, self-regulation often does not get its due. People who can master their emotions are sometimes seen as cold fish – their considered responses are taken as a lack of passion. People with fiery temperaments are frequently thought of as “classic” leaders –their outbursts are considered hallmarks of charisma and power. But when such people make it to the top, their impulsiveness often works against them. In my research, extreme displays of negative emotion have never emerged as a driver of good leadership.MotivationIf there is one trait that virtually all effective leaders have, it is motivation. They are driven to achieve beyond expectations – their own and everyone else’s. The key word here is achieve. Plenty of people are motivated by external factors such as a big salary or the status that comes from having an impressive title or being part of a prestigious company. By contrast, those with leadership potential are motivated by a deeply embedded desire to achieve for the sake of achievement.If you are looking for leaders, how can you identify people who are motivated by the drive to achieve rather than by external rewards? The first sign is a passion for the work itself – such people seek out creative challenges, love tolearn, and take great pride in a job well done. They also display an unflagging energy to do things better. People with such energy often seem restless with the status quo. They are persistent with their questions about why things are done one way rather than another; they are eager to explore new approaches to their work.A cosmetics company manager, for example, was frustrated that he had to wait two weeks to get sales results from people in the field. He finally tracked down an automated phone system that would beep each of his salespeople at 5 p.m. every day. An automated message then prompted them to punch in their numbers –how many calls and sales they had made that day. The system shortened the feedback time on sales results from weeks to hours. That story illustrates two other common traits of people who are driven to achieve. They are forever raising the performance bar, and they like to keep score. Take the performance bar first. During performance reviews, people with high levels of motivation might ask to be “stretched” by their superiors. Of course, an employee who combines self-awareness with internal motivation will recognize her limits –but she won’t settle for objectives that seem too easy to fulfill.And it follows naturally that people who are driven to do better also want a way of tracking progress –their own, their team’s, and their company’s.Whereas people with low achievement motivation are often fuzzy about results, those with high achievement motivation often keep score by tracking such hard measures as profitability or market share. I know of a money manager who starts and ends his day on the Internet, gauging the performance of his stock fund against four industry-set benchmarks. Interestingly, people with high motivation remain optimistic even when the score is against them. In such cases, self-regulation combines with achievement motivation to overcome the frustration and depression that come after a setback or failure. Take the case of an another portfolio manager at a large investment company. After several successful years, her fund tumbled for three consecutive quarters, leading three large institutional clients to shift their business elsewhere. Some executives would have blamed the nosedive on circumstances outside their control; others might have seen the setback as evidence of personal failure. This portfolio manager, however, saw an opportunity to prove she could lead a turnaround. Two years later, when she was promoted to a very senior level in the company, she described the experience as “the best thing that ever happened to me; I learned so much from it.”Executives trying to recognize high levels of achievement motivation in their people can look for one last piece of evidence: commitment to the organization. When people love their job for the work itself, they often feel committed to the organizations that make that work possible. Committed employees are likely to stay with an organization even when they are pursued by headhunters waving money. It’s not difficult to understand how and why a motivation to achieve translates into strong leadership. If you set the performance bar high for yourself, you will do thesame for the organization when you are in a position to do so. Likewise, a drive to surpass goals and an interest in keeping score can be contagious. Leaders with these traits can often build a team of managers around them with the same traits. And of course, optimism and organiza organizational commitment are fundamental to leadership – just try to imagine running a company without them.EmpathyOf all the dimensions of emotional intelligence, empathy is the most easily recognized. We have all felt the empathy of a sensitive teacher or friend; we have all been struck by its absence in an unfeeling coach or boss. But when it comes to business, we rarely hear people praised, let alone rewarded, for their empathy. The very word seems unbusinesslike, out of place amid the tough realities of the marketplace.But empathy doesn’t mean a kind of “I’m okay,you’re okay” mushiness. For a leader, that is, it doesn’t mean adopting other people’s emotions as one’s own and trying to please everybody That would be a nightmare –it would make action impossible. Rather, empathy means thoughtfully considering employees’feelings –along with other factors –in the process of making intelligent decisions.For an example of empathy in action, consider what happened when two giant brokerage companies merged, creating redundant jobs in all their divisions. One division manager called his people together and gave a gloomy speech that emphasized the number of people who would soon be fired. The manager of another division gave his people a different kind of speech. He was upfront about his own worry and confusion, and he promised to keep people informed and to treat everyone fairly.The difference between these two managers was empathy. The first manager was too worried about his own fate to consider the feelings of his anxiety stricken colleagues. The second knew intuitively what his people were feeling, and he acknowledged their fears with his words. Is it any surprise that the first manager saw his division sink as many demoralized people, especially the most talented, departed? By contrast, the second manager continued to be a strong leader, his best people stayed, and his division remained as productive as ever. Empathy is particularly important today as a component of leadership for at least three reasons: the increasing use of teams; the rapid pace of globalization; and the growing need to retain talent.Consider the challenge of leading a team. As anyone who has ever been a part of one can attest, teams are cauldrons of bubbling emotions. They are often charged with reaching a consensus – hard enough with two people and much more difficult as the numbers increase. Even in groups with as few as four or five members, alliances form and clashing agendas get set. A team’s leader must be able to sense and understand the viewpoints of everyone around the table.That’s exactly what a marketing manager at a large information technology company was able to do when she was appointed to lead a troubled team. The group was in turmoil, overloaded by work and missing deadlines. Tensions were high among the members. Tinkering with procedures was not enough to bring the group together and make it an effective part of the company.So the manager took several steps. In a series of one-on-one sessions, she took the time to listen to everyone in the group – what was frustrating them, how they rated their colleagues, whether they felt they had been ignored. And then she directed the team in a way that brought it together: she encouraged people to speak more openly about their frustrations, and she helped people raise constructive complaints during meetings. In short, her empathy allowed her to understand her team’s emotional makeup. The result was not just heightened collaboration among members but also added business, as the team was called on for help by a wider range of internal clients.Globalization is another reason for the rising importance of empathy for business leaders. Cross cultural dialogue can easily lead to miscues and misunderstandings. Empathy is an antidote. People who have it are attuned to subtleties in body language; they can hear the message beneath the words being spoken. Beyond that, they have a deep understanding of the existence and importance of cultural and ethnic differences.Consider the case of an American consultant whose team had just pitched a project to a potential Japanese client. In its dealings with Americans, the team was accustomed to being bombarded with questions after such a proposal, but this time it was greeted with a long silence. Other members of the team, taking the silence as disapproval, were ready to pack and leave. The lead consultant gestured them to stop. Although he was not particularly familiar with Japanese culture, he read the client’s face and posture and sensed not rejection but interest – even deep consideration. He was right: when the client finally spoke, it was to give the consulting firm the job. Finally, empathy plays a key role in the retention of talent, particularly in today’s information economy.Leaders have always needed empathy to develop and keep good people, but today the stakes are higher. When good people leave, they take the company’s knowledge with them. That’s where coaching and mentoring come in. It has repeatedly been shown that coaching and mentoring pay off not just in better performance but also in increased job satisfaction and decreased turnover. But what makes coaching and mentoring work best is the nature of the relationship. Outstanding coaches and mentors get inside the heads of the people they are helping. They sense how to give effective feedback. They know when to push for better performance and when to hold back. In the way they motivate their protégés, they demonstrate empathy in action. In what is probably sounding like a refrain, let me repeat that empathy doesn’t get much respect in business. People wonder how leaders can make hard decisions if they are “feeling” for all the people who will be affected. But leaders with empathy do more than sympathize with people around them: they use their knowledge to improvetheir companies in subtle but important ways.Social SkillThe first three components of emotional intelligence are all self-management skills. The last two, empathy and social skill, concern a person’s ability to manage relationships with others. As a component of emotional intelligence, social skill is not as simple as it sounds. It’s not just a matter of friendliness,although people with high levels of social skill are rarely mean-spirited. Social skill, rather, is friendliness with a purpose: moving people in the direction you desire, whether that’s agreement on a new marketing strategy or enthusiasm about a new product. Socially skilled people tend to have a wide circle of acquaintances, and they have a knack for finding common ground with people of all kinds – a knack with Japanese culture, he read the client’s face and posture and sensed not rejection but interest –even deep consideration. He was right: when the client finally spoke, it was to give the consulting firm the job. Finally, empathy plays a key role in the retention of talent, particularly in today’s information economy.Leaders have always needed empathy to develop and keep good people, but today the stakes are higher. When good people leave, they take the company’s knowledge with them.That’s where coaching and mentoring come in. It has repeatedly been shown that coaching and mentoring pay off not just in better performance but also in increased job satisfaction and decreased turnover. But what makes coaching and mentoring work best is the nature of the relationship. Outstanding coaches and mentors get inside the heads of the people they are helping. They sense how to give effective feedback. They know when to push for better performance and when to hold back. In the way they motivate their protégés, they demonstrate empathy in action. In what is probably sounding like a refrain, let me repeat that empathy doesn’t get much respect in business. People wonder how leaders can make hard decisions if they are “feeling” for all the people who will be affected. But leaders with empathy do more than sympathize with people around them: they use their knowledge to improve their companies in subtle but important ways.Social SkillThe first three components of emotional intelligence are all self-management skills. The last two, empathy and social skill, concern a person’s ability to manage relationships with others. As a component of emotional intelligence, social skill is not as simple as it sounds. It’s not just a matter of friendliness,although people with high levels of social skill are rarely mean-spirited. Social skill, rather, is friendliness with a purpose: moving people in the direction you desire, whether that’s agreement on a new marketing strategy or enthusiasm about a new product. Socially skilled people tend to have a wide circle of acquaintances, and they have a knack for finding common ground with people of all kinds – a knack that cut across levels, divisions, and nations. He then used this de facto team to put up a corporate Web site, among the first by a major company. And, on his own initiative, with no budget or formal status, he signed up the company to participate in an annual Internet industry convention. Calling on his allies and persuading various divisions to donate funds, he recruited more than 50 people from a dozen different units to represent the。
领导力的重要性英语作文（通用20篇）
领导力的重要性英语作文领导力的重要性英语作文（通用20篇）引导语：无论在学习、工作或是生活中，大家对作文都再熟悉不过了吧，作文是通过文字来表达一个主题意义的记叙方法。
为了让您在写作文时更加简单方便，以下是小编整理的领导力的重要性英语作文，希望对大家有所帮助。
领导力的重要性英语作文篇1Facing more challenges, it is essential for an enterprise to have a strong leadership. What's the importance of leadership? It must be clarified. Today we'll listen to the experts' answers.1 decide the goal and assign the workThe leader with leadership knows how to decide what the goal should be, knows how to analyze the activities, decisions and relationships required to achieve the goal, and has the ability to assign work and complete the work.2. Evaluate employees, and make clear rewards and punishmentsLeaders with leadership know that through management, through the relationship with subordinates, through reward and punishment measures and promotion policies, employees are encouraged to work hard.3 leadership can influence subordinatesThe so-called: what kind of leadership, what kind of subordinates will be led out? A leader with leadership knows how to influence others in the organization and make others try their best to achieve organizational goals.4 value of leadershipIt is said that to cultivate leadership, the first step is to cultivate value. A leader full of personal charm will have enoughstrength to restrain himself. Under pressure and motivation, he can make himself correct.面对更多的挑战，对一个企业而言，拥有一个强健的领导层，是必不可少的事情，那领导领导力有哪些重要性呢?必须要理清，今天我们来听专家解答。
what makes to be a leader 高级英语unit9
Kennedy肯尼迪 美国第33任总统
被暗杀，原因不详
新闻：2005-02-16美前总统肯尼迪光环不减 一把摇椅拍出96000美元
Gerald Rudolph Ford 杰拉尔德·鲁道夫·福特 （Gerald Rudolph Ford， 1913年7月14日－2006年 12月26日），美国政治家， 美国第37届副总统和第38 届总统。
Franklin D. Roosevelt 富兰克林·德拉诺·罗斯福 （Franklin D. Roosevelt[1] ， 1882年1月30日—1945年4月12日） 美国第32任总统，美国历史上唯一 蝉联三届（第四届任期未满）的总 统，美国迄今为止在任时间最长的 总统。美国历史上伟大的三位总统 之一，同华盛顿、林肯齐名。
Battle of Dunkirk
敦刻尔克大撤退，是第二次世界大战初期的1940 年5月，英法联军防线在德国机械化部队快速攻势 下崩溃之后，英军在敦刻尔克这个位于法国东北部 靠近比利时边境的港口城市进行的当时历史上最大 规模的军事撤退行动。这项代号为“发电机计划” 的行动使英国最终得以利用各种船只撤出了大量的 部队。虽然这次大规模的撤退行动成功的挽救大量 的人力，可是英国派驻法国的远征军的所有重型装 备都丢弃在欧洲大陆上，造成英国本土地面防卫发 生严重的问题。
We have an image of what a leader ought to be. We even recognize the physical signs. Leaders may not necessarily be tall,but they must have bigger-than life, commanding features--LGJ’s nose and ear lobes; Ike’s broad grin. A trademark also comes in handy. Lincoln’s stovepipe hat, JFK’s rocker. We expect our leaders to stand out a little, not to be like ordinary men. Half of President Ford’s trouble lay in the fact that, if you closed your eyes for a moment, you couldn’t remember his face, figure of clothes. A leader sher rides the waves,moves with the tides, and understands the deepest yearning of his people. He cannot make a nation that wants peace at any price go to war, or stop a nation determined to fight from doing so. His purpose must match the national mood. His task is to focus the people’s energies and desires, to define them in simple terms, to inspire, to make what people already want seem attainable, important, within their grasp.
what-makes-a-leader演示教学
Michael Korda
Born: 8,oct,1933 Birthplace: London, England Occupation: Publisher, Novelist Nationality: United States Executive summary: Editor-in-Chief of Simon & Schuster Military service: RAF (1952-54) Books:
people are looking for leadership.) • Ability to simplify things and offer solutions (Great leaders are
almost always great simplifiers.) • Recognizable physical signs (Leaders must have bigger-than-life,
Michael Korda has been the editor-in-chief at Simon & Schuster for over 40 years. He is also an accomplished and best-selling author.
Main Idea
• What makes a leader? • Timing (The leader must appear on the scene at a moment when
Male Chauvinism: How It Works (1973) Power: How to Get It, How to Use It (1975) Success! (1977) Charmed Lives: A Family Romance (1979) Worldly Goods (1982) Queenie (1985, novel) The Fortune (1989) Man to Man: Surviving Prostate Cancer (1997, memoir) Another Life: A Memoir of Other People (2000) Country Matters (2001)
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Vocabulary
• status quo 现状 • shake things up 打散后重新组合 勇于改革 • Leadership is as much as a question of timing at any else. 领导能力的展现也需要把握时机。 • He must offer a simple, eloquent message. 他传达给民众的信息一定要简单明了、令人信服。 • “blood, toil, tears and sweat” 流血流泪、辛苦劳累 • “the only thing to fear is fear itself” 我们唯一感到害怕的事情便是害怕本身。 • Lenin promised the war-weary Russians peace, land and bread. 列宁向厌恶战争的俄国人保证获得和平、土地和面包。 • Straightforward but potent messages. 这些表示诚实坦率，让人信服。
Vocabulary
• Straightforward [streit'fɔ:wəd] adj.
1.(人或行为) 坦诚的；坦率的；率直的
She gave me a straightfor-ward answer.
她坦率地回答了我。 2.简单的；易懂的；不复杂的
This is a straightforward task.
adj.
1.大脑的,脑的
['serəbrəl]
cerebral activity
脑的活动 2.要运用智力或理智的;诉诸理性的;非感情方面的
cerebrally
• magnify
vt.
['mæɡnifai]
1.放大; 扩大;增强
A microscope magnifies bacteria so that they can be seen and studied.
摇摆；犹豫;举棋不定
ambivalently adv.
Vocabulary
• eloquent ['eləkwənt]
adj. 1.雄辩的, 有口才的,流利的 The defence lawyer made an eloquent plea for his client's acquittal. 被告方的律师为委托人的无罪开释作了有说服力的辩护。 Her enthusiasm made her eloquent. 她的热情使她能言善辩。 2.清楚表现出来, 传神的 These ruins are an eloquent reminder of the horrors of war. 这些废墟形象地提醒人们不要忘记战争的恐怖。 eloquently adv.
Written by Michael Korda
Michael Korda
Born: 8,oct,1933 Born Birthplace: Birthplace London, England Occupation: Occupation Publisher, Novelist Nationality: Nationality United States summary: Executive summary Editor-in-Chief of Simon & Schuster service: Military service RAF (1952-54) Books: Books: Male Chauvinism: How It Works (1973) Power: How to Get It, How to Use It (1975) Success! (1977) Charmed Lives: A Family Romance (1979) Worldly Goods (1982) Queenie (1985, novel) The Fortune (1989) Man to Man: Surviving Prostate Cancer (1997, memoir) Another Life: A Memoir of Other People (2000) Country Matters (2001)
Vocabulary
• ambivalent [æm'bɪvələnt] adj.
对某物、某人或某境况具有或显示矛盾情感的
I must have acquired ambivalent attitude towards women from her.
我对妇女的矛盾态度一定是从她那里学来的。
ambivalence n. 矛盾情绪；矛盾心理
Vocabulary
• clumsiness
n.笨拙,简陋,丑陋 clumsily clumsy • clumsy ['klʌmzi] adj. 1.笨拙的, 笨重的 2.笨拙的；复杂难懂的，使用不便的；得罪人的，不得体的；难以移动 的
• affability
n. 和蔼,亲切 affable affably
Main idea
• A leader should know to appear relaxed and confident. • The leader follows, though a step aside. • A leader rides the waves, moves the tides, and understands the deepest yearnings of his people. • A great leader must have infectious optimism. • A great leader must transform our needs and fears into coherent policies and progress. • He is, after all, merely the sum of us.
• broad grin 咧嘴大笑 broad in the beam 臀部肥大 in broad daylight 大白天，光天化日 grin and bear it 苦笑忍受；逆来顺受 • stovepipe ['stəʊv,paɪp] n.火炉的烟囱,大礼帽
Vocabulary
• cerebral
Vocabulary
• He has to be able to project firmness—no physical clumsiness, no rapid eye movements. 他必须展现自己坚定刚毅的能力—没有笨拙 的身体，没有闪烁的眼神。 • the sickly grin that passes for good humor 为了幽默而故作欢颜 • climb out of the Depression 摆脱大萧条
显微镜把细菌放大, 使人们得以看见并研究它。 2.夸大;夸张
He tried to magnify the part he played in the battle.
他试图夸大他在战斗中发挥的作用。 3.夸奖; 赞美
My soul does magnify the Lord.
我的心确实是赞美上帝的。
magnifier
Vocabulary
• Even television, which comes in for a lot of knocks as an image-builder that magnifies from over substance, doesn’t altogether obscure the qualities of leadership we recognize, or their absence. 电视能塑造人的形象，因其过于美化候选人 的外表却忽略他们的素质而饱受非议，但 电视并不能掩盖领袖是否具备大家公认的 领导才能。
这是一项很容易完成的任务。
straightforwardly adv. straightforwardness n.
Vocabulary
• potent ['pəutənt] adj.
1.(药等)效力大的; 威力大的
The medicine had a potent effect on your disease.
Vocabulary
• substance
['sʌbstəns] n. 1.物质, 物品, 东西 Soil consists of various chemical substances. 土壤由各种化学物质组成。 2.主旨, 要旨, 要点, 实质, 基本内容 The substance of their talk is condensed into a paragraph. 他们谈话的要旨被压缩成一段话。 3.实质, 本体 Is there any substance to their claim? 他们的要求有实质内容吗? 常用词组 in substance 基本上，大体上 Basic rights are equivalent in substance to human rights. 基本权利大体上等同于人权。
Michael Korda has been the editor-in-chief at Simon & Schuster for over 40 years. He is also an accomplished and best-selling author.
Main idea
• The leader must appear on the scene at a moment when people are looking for leadership. • Great leaders are almost always great simplifiers. • Leaders must have bigger-than-life, commanding features for people to remember. • Leaders must be able to do something most of us can’t. • Leaders must know how to use power and have a way of showing he does.