What Are the Different Leadership Competencies?

Leadership Challenge (Leadership Challenge) refers to a combination of a series of actions. These actions will motivate people to follow their leaders where they are going, not simply obey. It plays a huge role in many fields.

leadership

"

Most companies at home and abroad attach great importance and are willing to spend energy to improve management leadership

Improve strategic ability

Farsightedness belongs to the category of strategic planning, and is a long-term plan for the overall work. To do this, we must brainstorm ideas, focus on surveys, be proficient in business, and improve our ability to design long-term and near-term goals.

Improve cohesion

Cohesion affects the influence, appeal, and cohesion of the entire management hierarchy, which has a great impact on decision-making ability and can effectively improve decision-making efficiency.

Job innovation

The purpose of formulating a plan is to change the status quo of the enterprise. This is a creative activity. In this sense, leaders without innovative ideas cannot formulate the most scientific plan.

Leadership is a fundamental and strategic category in the leadership system. It is the leader's personality cohesion and appeal to a particular individual or organization under certain conditions based on the comprehensive role of his personal qualities. An important driving force for sustainable development. In today's era, leadership has become an indispensable component of comprehensive leadership. In view of the huge influence that leadership has on organizations, researchers in various countries have conducted a lot of research on leadership and produced a variety of leadership theories. Leadership research institutions are divided into several categories, one is a state-owned research institution (such as a social science research center), one is a joint venture research institution (such as Burt Consulting), and the third is an international research institution (such as SHRM). Relatively speaking, state-owned research institutions are more academic, joint venture research institutions are more pragmatic, and international research institutions are more future-oriented.

Transformational and transactional leadership

Transformational leadership has the characteristics of strong adaptability, high plasticity, and strong flexibility. It can enable teams and enterprises to survive and develop more efficiently in a rapidly changing and highly uncertain economic environment. Although the research of transformational-transactional leadership has been carried out for more than 20 years. However, there are certain limitations and narrow areas for development in terms of concepts, structures, research methods, and research directions. Kai Yang and Jianhong Ma summarized and evaluated the research on transformational and transactional leadership. First, Yang Kai and Ma Jianhong explained the concept and definition of transformational-transactional leadership. Yang Kai and Ma Jianhong believed that transformational-transactional leadership does not belong to the theory of leadership behavior, because the core of transformational leadership is One itemcharismatic leadership is difficult to describe with behavior, and it is difficult to make significant improvements through training. Transformational-transactional leadership is an effective classification of leadership. It categorizes the differences in leadership styles, interaction modes between superiors and subordinates, etc. It actually includes all of the above three theories. Trait theory, behavior theory or contingency theory are not in the same dimension.

Kai Yang and Jianhong Ma summarized the previous field research from the perspective of research ideas, and believed that the research on transformational-transactional leadership can be divided into four categories: the effectiveness comparison of transformational-transactional leadership, and the "input-process-output" paradigm Research, leadership-employer-task scenario matching research, and predictive factor research on transformational-trading leadership.

The composition of transformational leadership is derived from a large number of qualitative analysis (interviews) and quantitative analysis (factor analysis) by Bass et al. And made into a "multi-factor leadership questionnaire" (MLQ). It includes assessment items for each dimension of transformational and transactional leadership. Among them, transformational leadership includes the following four dimensions: exemplary influence, motivational motivation, intellectual stimulation, and personalized care. A large number of research results show that transformational leadership has a significant positive correlation with team performance (Howell 1993, Schaubroeck 2007, Dvir 2002), and transactional leadership has also been shown to be able to actively predict team performance (Kahai 2003L9 ', Sosik 1997), Relevant studies have proved these results even in some demanding mission scenarios.

At the same time, Yang Kai and Ma Jianhong concluded through research that both transformational and transactional leadership can positively predict team task performance, and negative leadership is negatively correlated with task performance. Although it did not reach a statistically significant level, the results of the study Both directions support experimental hypotheses.

Visionary leadership

Bemais and Nanus summarized four strategies commonly used by leaders in transformative organizations. Compared with Bass's theory, the focus of this theory is not on the care and support of leaders for followers, but on how leaders themselves understand the premise of employees. Under the vision of building an organization to work together. Therefore it is named as visionary leadership theory. The theory explains the effective behaviors and important characteristics of visionary leaders, and also uses a lot of space to describe their role as "organizational designers", pointing out that leader behavior is not only designed to inspire follower motivation. Also for the purpose of building an organizational culture.

Sashkin's visionary leadership theory was originally based on the research of Bennis and Nanus. After many revisions and extensions, its research results are reflected in different versions of the evaluation tool "Leadership Behavior Quesfiormair (Leadership Behavior Quesfiormair) / The Visionary Leader) "and" Vae Leadership Profite (TLP) ". The 2003 visionary leadership theory details 4 behavioral approaches (communication, building trust, caring for followers, and creating empowerment opportunities), 3 personality traits (confidence, empowerment, and visionary), and 1 context factor (organizational culture) .

Security leadership

Du Xuesheng and others summarized the research on corporate security leadership. According to the general concept of leadership, the concept of safety leadership is extended, that is, safety leadership is an activity process in which one person guides and influences other individuals or groups to achieve safety goals when completing organizational tasks. For enterprise safety production, safety leadership and safety management are complementary and indispensable. Safety management determines the implementation and operation of the enterprise safety management system, while safety leadership determines the formation and development of the enterprise safety culture.

Wu Congzhi believes that security leadership has three components, namely security guidance, security concern, and security control. Security guidance and security care belong to the category of transformative leadership, and security control is characterized by transactional leadership. Security guidance refers to the exemplary role of leaders, security care refers to the respect and trust of leaders to their subordinates, and security control refers to the leader setting safety rules, correcting violations and focusing on safety performance.

0'Dea and Flin believe that security leadership has four important issues: 1) Visibility: The visibility of leaders in the workplace and leadership paradigms, including participation in work tasks, implementation of rules and corporate security policies, and role models for security . 2) Relationships: Through effective communication with employees, listening to their voices, adopting their suggestions, developing open, honest and trusting relationships, and maintaining an open door policy at all times. 3) Employee participation: Employee participation in security plans and decisions is conducive to improving employee autonomy and responsibility. 4) Proactive management: Including actions on safety matters, taking appropriate follow-up actions on accidents, obtaining support from employees and subordinates, suggesting effective countermeasures and reward systems, and establishing an open atmosphere for accident reporting.

Invisible leadership

In the West, "invisible leadership" generally includes the meanings of a common driving goal, individual members' lofty beliefs and emotional commitment to the goal, human resources pooling collective power, and willingness to transcend personal interests. He Shankan proceeded from the composition, essence and implementation of leadership, expanded the meaning of "invisible leadership", and made some new interpretations of leadership from the perspective of "invisible leadership". He Shankan believes that invisible leadership as a cultural force constitutes the soul of leadership and determines decision-making and execution; as an influence, it reflects the essence of leadership; as an effective way to implement leadership charm. ^[1]

Strategic Management ^[2] 2012 New Year's Juxian: The Way of President's Speech (1) ^[3] Guo Tianxiang-The Way of Leader's Mental Model Construction ^[4]

"Be the best in the middle" ^[5] Absolute leadership ^[6] "The Art of Sun Tzu" and the way of command