What Is a Leadership Assessment?

Leadership (Leadership) refers to the ability to make full use of manpower and objective conditions within the scope of jurisdiction to do the required things at the lowest cost to improve the efficiency of the entire group. The more common methods of leadership development include the CEO's 12 pieces of leadership Promotion, EMBA and EDP projects. Leadership and organizational development are inextricably linked, so leadership and organizational development are often put together, resulting in a more practical course, "Leadership and Organizational Development" ^[1] .

leadership

(Leader core quality)

Leadership (Leadership) refers to the ability to make full use of manpower and objective conditions within the scope of jurisdiction to do the required things at the lowest cost to improve the efficiency of the entire group. The more common methods of leadership development include the CEO's 12 pieces of leadership Promotion, EMBA and EDP projects. Leadership and organizational development are inextricably linked, so leadership and

Former US Secretary of State Dr Henry Kissenger said: "Leadership is to get his people, from where they are now, to lead them where they have not been."

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. ^[2]

Nissin Ching is a leadership software designed to improve leader leadership.

The so-called leadership is the ability to establish vision goals, the ability to make themselves and others committed to the long-term success of the company, the ability to stimulate others' self-confidence and enthusiasm, and the ability to ensure the implementation of the strategy. Benefiting from the results of research on the leadership of global benchmarking companies, the author combined the findings of interviews with many corporate executives over the years to establish a four-dimensional leadership model for Chinese business leaders: value orientation, trend grasp, organizational operations, and talent development. The author will analyze their ability gaps through the performance gaps of leaders to design effective capacity development programs. At the same time, the author also hopes that this model can become a practical tool to help the development of the organization, play an active role in cultivating and retaining key talents, and then developing and consolidating the core capabilities of the organization. ^[3]

As for the precious traditional culture of the Chinese nation, everything existing in China is based on tradition. Only nations belong to the world. Many contemporary foreign thinkers are reflecting on the operating mode and direction of society and feeling the potential crisis. The result of many thinkers' reflection is: they set their sights on China, and their focus is on the golden mean.

The golden mean spirit's value and importance will become increasingly apparent over time, and this has already manifested itself. The Golden Mean is the most continuous culture in the world and the most valuable core spirit and concept in many Chinese cultural schools.

Qian Jinguo conducted in-depth research on Confucian thought and wisdom, and pioneered the theory of Confucian leadership mechanics! ^[4]

The first step is to set reasonable work goals for subordinates.

The second step is to help the subordinates develop an implementation plan.

The third step is to counsel the subordinates to master the working skills.

The fourth step is to develop an efficient and scientific workflow.

The fifth step is to regularly check the progress of work under the supervision department.

The sixth step is to implement a fair and reasonable performance evaluation.

The seventh step is to instruct the subordinates to write a work report.

The eighth step is to provide individual job description reports to the superiors on a quarterly basis.

Vision is more important than governance

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(A) aggressive

Hard work includes a strong desire for success, continuous efforts to improve, ambition, ambition, energy, perseverance, initiative. In some countries,

Leadership Analysis

The word leadership is often beyond the scope of everyday expressions in terms of communication. Leadership is a process of persuasion or demonstration. One person can use this process to cause the company to pursue the goals that the leader insists on, or upholds. Leadership and status cannot be confused. Be aware that even in a business or government agency, the top person may be just one of the number one bureaucrats.

At the same time, leadership and power cannot be confused. Although leaders are often convinced by their power to some degree, many in power do not have

1. Learn to look at the enterprise from the perspective of the boss: From the perspective of the boss, management is very simple, which is two things;

The first is to expand business scope and increase business income;

Another thing is to reduce management costs and control operating expenses. Changsong Consulting believes that these two things are actually one thing in the end. Revenue minus costs, minus expenses, is profit. So in the final analysis, the boss looks at profits, and profits come from management.

2. Learn leadership from being led: From the perspective of leaders, leadership is also very simple, which is two things

The first is employment, with inner circle using virtues, outer circle using talents, employing talents and allowing others to be short;

The second is to encourage people to solve their difficulties and memorize their achievements. Through positive incentives, they can guide their subordinates to run forward, and through negative incentives, they can move forward. You know, any leader starts with being a subordinate, and it is impossible for anyone to become a leader in one step.

As everyone grows up, you will experience many leaders, big and small. As long as you study hard, whether it is good leadership or bad leadership, you can learn experience and lessons from both positive and negative aspects. This will be important for you in the future. Good leadership is a very precious experience.

Rule of Experience

Tip one: Learning is like a crossbow, only like an arrowhead.

Tip two: There is joy in joy and suffering, and joy in it.

Tip # 3: Be brave and innovate, and never break.

Tip # 4: Think big and small.

Tip 5: Believe that his body is right, and do not act;

Tip No. 6: The simple wise person turns complex into simple, the fool reduces simple to complex.

Tip seven: Be careful not to hurt the world and the world.

Tip No. 8: The gentleman should do what he says first, and then follow it.

Seven-level leadership

One: All-round role models:

1: Become familiar with the whole situation; 2: Be on the battlefield to supervise in person; 3: Comprehensively and thoroughly understand what is going to happen; 4: Go to the scene to be powerful; Ability; 7: Ensuring that orders are fully implemented

2: Flexible driving: maintain the flexibility between driving and guiding

Three: keen insight: find people who are good at taking shortcuts, can reasonably allocate people, money, things and complete tasks

Four: Leader's Dedication: A sense of mission creates dedication

Five: Winning mentality: Frustration and failure are not conclusions, but bumpy roads to success

Six: Take decisive measures when necessary

7: Take the initiative: Don't give your competitors a chance to confine you, just face the problem, seize the market, attack the opponent,

Eight: Use existing resources right away: opportunities are most likely to be missed while waiting

Nine: Firm determination: Excuses are always a stumbling block to success

Ten: keep learning: the only way to defeat the future and defeat your opponents

Eleven: Always have a backup plan

Twelve: Be in the best position possible: the goal must be comprehensive, thorough and complete

Thirteen: use effective systems

Fourteen: Concerned about subordinates: know the working limits of you and your subordinates

15: At the forefront of knowledge: technology, information, market, relationship between buyers and sellers, you must seize at least one, and stick to him

Sixteen: Analysis of competitors 'strategies: understand opponents from public information, understand information from the media, pay attention to identifying authenticity of information, pay attention to opponents' actions, look for weaknesses, and attack weaknesses

Seventeen: Action is greater than planned

Eighteen: Always track results. Everything is result-oriented

Nineteen: invest in people: investing time, energy, and other resources to build a strong team is the most important

Twenty: Effectively build a team and work together on common goals

21: Provide a space for independent creation: believe in the importance of developing, encouraging, and rewarding personal creativity

22: Mutual respect: public praise, private criticism

Two or three: Stimulate confidence: failure belongs to oneself, honor belongs to subordinates

24: Motivate the inner passion of the subordinates: Good leadership is to make the subordinates change themselves

25: Compliments must be made public in a timely manner

Twenty-six: Ensure that the goals set are meaningful

27: Communication is the key, don't build barriers with subordinates

28: Give play to the role of the conference. Use meeting coordinating bodies to exchange views

29: Use the charm of public speaking: develop alertness, especially improvisation

30: Respect the subordinates: respect their needs, care about them, and make them meet

Trinity: Work must be valuable: when to act, when to rest, and when to prepare clearly, do not abuse human resources and fail to achieve the desired work results

Thirty-two: Goals come first, be prepared

Thirty-three: adventure miracles: boldly create miracles

Three or Four: Maximize Difference