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領導者的定義及其特點

First let’s define what a leader is. A leader is getting things accomplished by acting through others or getting people to perform to their maximum potential.

Now let’s identify some common traits of a leader. Leaders are people who set the example and have the courage to take the initiative to dominate the situation. They are decisive, bold, tactful, and communicate very well. They maintain enthusiasm, commitment, devotion and are knowledgeable of their duties. Effective leadership is the process of motivating others to meet specific objectives.

三大領導者類型

Three types of leaders exist, each with very different psychological profiles. One group is characterized as imaginative, inspiring, visionary, entrepreneurial, intuitive, daring, and emotional, and they are called “artists”. In a second grouping, there are “craftsmen” who are well-balanced, steady, reasonable, sensible, predictable, and trustworthy. Finally “technocrats” is defined as cerebral, detail-oriented, fastidious, uncompromising, and hard-headed. No one profile offers a preferred leadership style. If we want to build, we should find an “artist leader”; if we want to solidify our position, we should find a “craftsman leader”; and if we have an ugly job that needs

to get done (like downsizing), we should find a “technocratic leader”. A balanced leader exhibiting all three sets of traits occurs extremely rarely.

三大類領導行為

Leadership behaviors can be divided roughly into three types which meet needs in areas of task, team and individuals:

1. Substantive, or behaviors directly relevant to performing the group’s task, such as proposing possible solutions or providing important information;

2. Procedural, or behaviors that help direct the group’s discussion, such as developing group procedure or testing the degree of agreement among members; and

3. Maintenance, or behaviors that improve the relationships among the members, such as encouraging silent members or facilitating open discussion.

Any member can perform these behaviors, and so any member can participate in leadership. It was once thought that members always specialized in one type or another, but while that can happen it is not necessarily the case.

The functional leadership model places more emphasis on how an organization is being led rather than who has been formally assigned a leadership role. This allows the analysis to spend less time looking at the person who has formally assigned authority and instead focus on how the leadership function is actually taking place.

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