6种领导方式让你成为优秀领导者

Leadership is a big, vague, amorphous topic. We can write about great leaders at great length. But practically speaking, how do you become one?
“领导力”是一个宏大、模糊而虚无的话题，我们可以为优秀的领导者写出连篇累牍的传记。但讲点实在的，你自己怎样才能成为一名优秀的领导者呢？
　　
Visionary. This style is most appropriate when an organization needs a new direction. Its goal is to move people towards a new set of shared dreams. 'Visionary leaders articulate where a group is going, but not how it will get there - setting people free to innovate, experiment, take calculated risks,' writes Goleman.
愿景式。当一个组织需要有新的方向时，这种方式最为合适。它的目的是鼓动人们朝着一系列新的共同愿景而前进。戈尔曼写道，愿景式领导者为团队指明前进目标，而不是到达目标的方式，这让人们能够充分地创新、历炼、承担可能的风险。
　　
Coaching. This one-on-one style focuses on developing individuals, showing them how to improve their performance, and helping to connect their goals to the goals of the organization. Coaching works best with employees who show initiative and want more professional development. But it can backfire if it's perceived as 'micromanaging' an employee, and undermines his or her self-confidence.
辅导式。这种一对一的方式侧重的是人员的培养，教他们学会怎样提升绩效，并帮助他们把个人目标与组织目标结合起来。在显示出主动性、希望在专业上进一步提升的员工身上，辅导发挥的作用最大。但如果被视为一种婆婆妈妈的管理方式，可能会适得其反，并损伤员工的自信心。

Affiliative. This style emphasizes the importance of team work, and creates harmony in a group by connecting people to each other. It's particular valuable when you need to improve team harmony, increase morale, and repair communication or repair broken trust in an organization.' But it has its drawbacks. An excessive emphasis on group praise can allow poor performance to go uncorrected, and lead employees to believe that mediocrity will be tolerated.
亲和式。这种方式强调团队协作的重要性，并在人与人之间建立一种纽带，形成一个和谐的团体。当你需要在组织中增进和谐、提高士气并修复沟通或受损的信任关系时，这种方式尤其有用。但它也有缺点。过分倚重对团队的表扬，可能会放任低劣的绩效得不到改正，并让员工相信他们是可以碌碌无为的。