What Is a Leadership Model?

The basic leadership model, the ten plus one model, is a good tool for learning and understanding leadership.

Leadership Foundation Model

Right!

The Leadership Foundation Model, the Leadership Plus One Model, is

The model makes a clear distinction between leadership and management skills. It proposes that leadership is composed of 11 basic projects, and introduces the content of leadership projects. It also points out that leadership is the basic project and element of leadership For all other projects, and propose a two-dimensional leadership approach of rationalization and humanization. The basic model of leadership is proposed by Chinese scholar Li Zhibin.

Management skills refer to managers,

Rationalized and humanized leadership styles are the most mature theories of leadership styles currently proposed by our scholar Li Zhibin. This theory takes rationalization and humanization as the two dimensions of leadership styles, and thus forms four typical leadership styles (or leadership styles): high rationality and high humanity (ie, efficient), high rationality and low humanity (ie, iron-fisted) ), Low rationality and high humanity (that is, tenderness), Low rationality and low humanity (that is, hard-working). The rationalized and humanized theory of leadership style is closer to the quadrant theory, but the concept is more advanced, the concept is clearer, the content is clearer, the method is more systematic, and it is more suitable for the work practice of leadership.

Rationalization is to carry out management and all practical work with the fundamental purpose of achieving the goals of the organization and the system as a safeguard. Rationalization emphasizes leadership through clear job goals and requirements and institutionalized management. Rationalization represents orderly management and clear responsibilities. Rationalization requires that things have goals and systems. The antonym of rationality is irrationality, that is, management lacks goals and systems, so that management is chaotic or at risk of losing control. . Rationalization represents the rule of law, while non-rationalization represents the rule of man.

Humanized representatives are involved, autonomous, caring, respectful, etc. Humanization emphasizes leadership by focusing on and meeting human needs. Antonyms of humanity are impersonality, namely autocracy, bureaucracy, rigidity and indifference. Rationalization and humanization are not antonyms. Leadership requires both rationality and humanity. The reason for autocracy and rigidity is not because it is too rational, but because it lacks humanity. Rationalization represents the rigidity of leadership work, and humanity represents the flexibility of leadership work. The combination of the two is management that combines rigidity and softness, and benefits. Prestige should be derived from the system; grace should be derived from the care of leaders for people, not the other way around.

Rationalized and humanized leadership methods exist in various leadership behaviors. Various leadership behaviors, such as decision-making, authorization, command, and control, always include different levels of rationalized and humanized work content. The most effective form of leadership is a combination of high rationality and high humanity. If leadership is required based on a high-rational leadership style, there must be a part of the rationalization work that is related and closely related in various leadership behaviors. These contents can usually be completed early. These tasks that can be completed early are rationalization. Basic work of leadership. The earlier and more solid the foundation work is done, the better the effect of various leadership behaviors. By the same token, according to the requirements of a highly humanistic leadership style, there must be similar humanized work content in various leadership behaviors, and these tasks are the basic work of humanized leadership. Before the implementation of specific leadership behaviors, the basic work of rationalization and humanization should be done well in advance, which will definitely improve the effectiveness of leadership behaviors.

The basic work content of the rationalized leadership style includes: clarify the work goals and requirements, including the organization goals and requirements, the specific work goals and requirements, and the goals and requirements of each individual. Institutionalized management, which specifically includes clear division of labor and rights and responsibilities, clear organizational structure and mutual relations, clear working procedures and methods, and clear evaluation system. The basic tasks of humanized leadership include: shaping leadership affinity; building harmonious interpersonal relationships; giving greater work autonomy; involving employees in decision-making and problem discussion; caring for subordinates.

decision making

A decision is a decision or choice. Decision is to determine whether to do or not; policy is to determine what methods and tools to do. Decision making is the starting point and one of the most important aspects of management work; the success or failure of a decision directly affects operational performance, and major decisions affect the rise and fall of an organization. The worst decision is not the wrong decision, but the wrong decision to make the right decision. Another common problem in decision-making is that without the support of the executive, the decision-making has become the leader's wish; discussion and consultation of decision-making schemes are the sales promotion process of decision-making, and they are also one of the basic procedures of decision-making. Decision-making involves a set of scientific methods that every manager should master.

Authorization

Authorization refers to granting the right to work to subordinates, who are responsible for a certain aspect of work or specific work. Authorization and accreditation always occur simultaneously. Authorization is for accountability. The significance of empowerment is to free the manager from the complicated affairs and engage in truly valuable work, so as to make the greatest contribution. Managers often complain that their subordinates cannot do their jobs well, and they always think that some subordinates are inherently stupid and fail to meet their requirements. It is not clear that many times, the main reason for subordinates not doing their jobs well is that there is a problem in the authorization (that is, delegating work).

command

Command is literally understood as a gesture to guide others by waving a hand or hand. In leadership, command refers to behaviors such as superiors making clear goals, directing directions, giving orders, inspiring morale, and coordinating actions to subordinates. The effect of command is directly related to the method of command, the power of conspiracy, and the psychological quality of the leader. At the same time, it is also closely related to factors such as the authority, influence, and aura of the leader.

control

Control is a management action that is carried out in order to make the work of subordinates in accordance with the expected goals and methods. Control is a kind of leadership behavior after authorization; by strengthening control, the work can be maximized to meet the leadership's expectations. According to different standards, controls can be divided into different categories. For example, according to the control link, it can be divided into work mode control and work result control, and according to the control intervention time, it can be divided into pre-control, in-control, and after-control. Managers must control the work effects of their subordinates, otherwise local deviations may cause the overall loss of control. How to apply effective control without incurring excessive control costs and pressure is a management skill that needs to be learned.

excitation

Motivation is one of the most important and valuable management skills of leaders. Studies have shown that employees with hourly wages can improve their working ability by 2-3 times after being fully motivated. The first president of American steel king Andrew Carnegie, Scooper, said: I think my ability to inspire employees is the biggest asset I have. There are many ways to motivate employees, including praise, reward, trust, celebration, attention, improving the value and fun of the work, etc. As long as you master some specific operating methods and develop habits, you can achieve obvious results.

teaching

Teaching refers to educating and guiding subordinates, imparting knowledge and experience through effective methods, and teaching work methods and attitudes. It also includes clarifying the goals of subordinates, understanding their status and needs, strengthening their will and confidence, and inspiring their potential. Teaching needs goals, plans, and methods to achieve good results.

Evaluation

The performance evaluation system consists of two parts: daily performance evaluation and formal performance evaluation. Formal performance appraisal methods are jointly formulated by the company's senior management, human resources management departments and leaders of various departments, and are usually repeated every year, quarterly or monthly. The content of formal performance appraisal belongs to the knowledge of human resource management and does not belong to the category of leadership. Evaluation under leadership refers to daily performance evaluation and is one of the management skills that every leader should master. The daily performance evaluation is a management activity that can occur at any time of the day, every month, every week, and its effectiveness is greater than the formal performance evaluation. Daily performance evaluation can provide detailed education to employees and is the most powerful tool to help employees grow and improve employee performance. The basic process of daily performance evaluation includes: setting standards, scheduling work, evaluation and feedback. The index system for daily performance evaluation is divided into four categories: work thinking, work attitude, work ability, and work performance; each category contains multiple evaluation indicators.

communication

Communication is the process of information transfer and feedback between people. In order to make communication more effective and achieve the purpose of communication, people need certain communication skills. These skills include speaking skills, speaking skills, negotiation skills, persuasion skills, management communication skills, and so on. Communication under leadership refers to management communication, and management communication skills refers to the ability to communicate effectively in management. Managing communication requires more common sense than speaking skills. As long as there is sufficient common sense, every manager can make management work more effective. In addition to those who specialize in business negotiation, to do general management work, you do not need to understand negotiation skills and speech skills; as for persuasion, it is sufficient to be able to grasp big principles. In fact, managers should not use persuasion too much. If we use persuasion to induce subordinates or colleagues to accept an idea without scrutiny, the result will be detrimental to work. In order to do a good job, we need to communicate openly and honestly, and exchange opinions and ideas. The knowledge category of management communication includes: the principles of communication, knowledge of effective communication, conference management, and the practical application of management communication; it does not involve speaking skills, negotiation techniques and persuasion skills.

Mediation

Mediation means that managers adjust and resolve conflicts and pressures of employees. Conflict refers to attacks and infringements on one's personality, reputation, person, and interests by one party's words and actions against the other or both parties within the same organization. Once a conflict occurs, it can adversely affect the emotions and work of both parties, and damage the interests of the team. Uncontrolled conflicts will lead to the weakening and termination of the cooperative relationship between the two parties, reduce the efficiency of the team, and make open and infighting among members the primary goal, while the team goal will be reduced to a secondary position. The worst consequence is the suspension of team functions and the dissolution or existence of the team. Conflicts are inevitable problems that managers must encounter. To resolve conflicts requires rational thinking and effective methods, as well as the art of life.

Stress factors can be divided into positive stress factors (such as job urgency, crisis awareness, etc.) and negative stress factors (bad stress factors). Positive pressure elements should be maintained at a certain level, and negative pressure elements should be eliminated as much as possible. The purpose of stress management is to eliminate bad stress factors, keep employees physically and mentally healthy, and learn to use positive pressure to regulate employees' work motivation. Common causes of bad work stress include: inappropriate work, vague roles, excessive workload, sense of alienation, improper interpersonal relationships, uncomfortable working environment, excessive working hours, etc. Solutions include: involving employees in the decision-making process, meeting employees' achievable expectations, clearly defining their work, improving working conditions, and providing practical employee training programs.

cooperation

Collaboration means that managers carry out team management activities to promote team collaboration and make the team more cohesive and stronger; at the same time, as a leader, they must know how to collaborate with their superiors and subordinates to carry out their work. Team management and collaboration projects include: team building, thought management, team collaboration behavior education, collaboration with their superiors and subordinates, etc. ^[1]