The Boss Must Have The Skills: "Grace And Mercy".

< p > "I don't care what you are talking about behind your back, but I can sit in today's position, and naturally I have my reason."

This is the opening speech of a general manager from headquarters to branch office when he meets with his subordinates.

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< p > a lot of people will be disdain for such bad remarks.

However, compared to this hard and strong "own reason", most of the new leaders' "Li Wei" from the beginning of the car is just fifty steps to laugh.

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< p > < strong > showing authority: more or less < /strong > < /p >.

< p > in China, there is no lack of leaders who treat themselves as family members, but they often only notice benevolence and morality as "parents", but turn a blind eye to the most common elements of paternalistic leadership in authoritarianism.

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< p > in fact, in the "family culture", authoritarianism has a prominent position, and we can see one or two from three principles and five points.

According to subordinates, the benevolence of leaders who are authoritarian "SEDUCTION" often turns into weakness.

In the final analysis, if authoritarianism is the core, kindness and virtue are nothing but the clown around the core.

More ironically, although many subordinates are unhappy about their opposition, they will also make "Wei Wei" become a rational person when he is promoted to be a manager in the future.

A lot of authoritarianism has gone through the case of kindness and virtue.

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< p > together with Professor Xu Shuying, professor and professor of Kaili international business school, Arizona State University, we summed up the 6 dimensions of leadership behavior of Chinese enterprises < a href= "http://www.91se91.com/news/index_cj.asp" > CEO < /a > 3 dimensions, namely, setting vision, monitoring operation and pioneering and innovating, closely related to tasks; 3 other dimensions: coordinating communication, caring for subordinates and showing authority, and related to interpersonal relationship.

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< p > many leaders have a strong preference for display authority. This is the only way to make the vision, operation and innovation become reality. Communication, coordination and caring for subordinates are only supplementary means.

However, after investigation, we found that in addition to demonstrating authority, leaders who scored above the sample average in the other 5 dimensions had the highest organizational performance and employee satisfaction.

We call this leadership style an "advanced" leader (Table 2).

They are creative, adventurous, good at communicating and conveying vision, caring for staff while managing strictly.

Hai Wang Group Zhang Simin is such a typical example, he actively set long-term goals and vision for the company, diligent in innovation, dare to take risks, strengthen the management system construction, emphasize the people-oriented staff care.

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Unlike P, Zhang Yuyue of the big group is different. All decisions of the company are made by him and require subordinates to obey and execute absolutely. There is little communication with their employees outside the workplace on weekdays, which is a typical "task oriented" leader.

Unlike the "advanced type", such leaders only have a score exceeding the average sample size for monitoring and displaying the authority. They like to monopolize the power of the enterprise and make major decisions alone. Their organizational performance and employee satisfaction are next to the "advanced type".

Among the entrepreneurs surveyed, 11% of CEO of state-owned enterprises and 14% of CEO of foreign enterprises belong to "task oriented" leadership, while 52% of CEO of private enterprises belong to "advanced type".

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< p > the other two types are "employee oriented" (good leader) and "concealed type" (leaders who are not at their disposal), organizational performance and employee satisfaction again.

The former only scored two dimensions of caring for subordinates and coordinating communication, and scored relatively high in vision setting, innovation and monitoring and operation, resulting in poor performance and low employee satisfaction.

The latter scores are significantly lower than the average scores except for the average scores in the display authority.

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< p > we can see that as a kind of leadership behavior, display authority has a subtle influence on enterprise performance and leadership effect, neither too high nor too low.

The key to effective leaders is not to be angry, but to create an exciting vision for the organization, to monitor the operation of the organization, to innovate in the era of pformation and change, to focus on coordination and communication, and to care for subordinates. If the leader wants to show his authority, he should pay more attention to make up for the deficiencies of the other 5 dimensions.

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< p > < strong > the authorization of combination of collection and release < /strong > /p >

< p > "advanced type" < a href= "http://www.91se91.com/news/index_h.asp > > leader < /a > has a very high level in monitoring operation.

In other words, "advanced" leaders are not all my dictators, but they are not shepherds of shepherds.

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< p > in western management situations, authorization means: (1) to share power, or to involve employees in decision-making, or to delegate power, that is, full responsibility; (2) strongly support, give support to staff's personal development, and give guidance to their work.

However, in China's "leader following" situation, we need to add one dimension: moderate monitoring, that is, not only to control through the results and objectives, but also to control the whole process.

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< p > Why do employees in Chinese enterprises like to dance in shackles? On the one hand, subordinates often think that control is the responsibility of leaders, which provides psychological legitimacy and responsibility distribution mechanism, reflecting the influence of patriarchal system and hierarchical cultural tradition. On the other hand, decentralization will bring some concerns to subordinates, such as having greater decision-making power but unable to produce expected performance, requiring appropriate guidance and feedback, and the behavior of supervisor's control just caters to these needs of subordinates.

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< p > therefore, in order to effectively inspire the initiative, creativity and sense of responsibility of subordinates in the Chinese context, clapping his subordinates' shoulders and saying to him, "this matter is delivered to you, do not report to me" is not the right thing to do, but should be "responsible for the good work and the problem".

On the one hand, subordinates will work more joyfully because they have lower or even no liability risks. On the other hand, they feel that they are trusted and full of creativity, and pursue full responsibility and sense of responsibility.

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< p > the separation of sense of responsibility on the name and reality lays the foundation for the consistency and mutual promotion of the organization's < a href= "http://www.91se91.com/news/index_s.asp > > performance < /a >.

This is the secret to empowering Chinese employees.

Why is "chaos in one place and death in a single harvest"? Because many leaders do not correctly understand the necessity of moderate monitoring.

Of course, for those leaders who refuse to authorize and display their authority in a big way, to achieve double harvest of performance and employee satisfaction, we must fully demonstrate their high commitment to the vision, otherwise they will slip into short-term behavior, conservative and not innovative.

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< p > < strong > high quality "leader subordinate relationship" < /strong > /p >

"P > leaders' caring subordinates often show the quality of the" leadership - subordinates exchange relationship ".

The content of exchange often includes emotion, loyalty, contribution and professional respect.

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P: liking: the emotional experience between the two sides based on personal attraction rather than work or professional knowledge; < /p >

< p > loyalty (loyalty): one party's open support for the other party's goals and personal qualities; < /p >

< p > contribution (contribution): the perception of the quantity, direction and quality of each other's efforts to achieve common goals (explicit or implicit); {page_break} < /p >

< p > professional professional (respect): the mutual awareness of each other's reputation in the field of work within and outside the organization.

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< p > the same leader and different subordinates have different degrees of exchange in these four aspects, because the content and quality of exchange depend on the preferences, wishes, personality characteristics, workload of leaders, the time of maintaining relations between upper and lower levels, the content and tasks of work and so on.

Generally speaking, the quality of "leader member exchange relationship" can be judged by the frequency and time of exchange.

If communication and communication are few, the opportunities and concerns of subordinates are not much. They are regarded as "out of band exchange", whereas vice versa is "intra circle exchange".

Research has confirmed that the richer the content of "exchange" is, the better the performance of subordinates is, the more appropriate the performance is; the higher the job satisfaction, the higher emotional commitment and the willingness to retain the job, the higher the leader role relationship is the strongest.

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< p > in the "out of band exchange" relationship, the failure of new employees' work expectation often leads to turnover, and leaders need to provide support and work consultation voluntarily.

If employees expect more responsibility but fail to do so, their role will be blurred. Leaders should strengthen interaction with his contribution dimension, because this will alleviate the role differences caused by loss.

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< p > due to historical and cultural reasons, there is a strong factor in the professionalization of Chinese enterprises. The separation of work and life is not very clear in the upper and lower levels, which leads to the special and subtle importance of "emotion" and "loyalty".

"Caring for subordinates" means "providing personal care and love to employees, and even to the families of employees". Moreover, "advanced" leaders with high performance and high employee satisfaction do well in caring for their subordinates.

Therefore, in the Chinese context, strong caring for subordinates should include "emotion" and "loyalty", not just "contribution" and "professional respect".

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< p > it is worth mentioning that too obvious delineation of "oneself" will injure organizational fairness.

It is natural for people to overemphasize their contribution and professional respect and ignore their shortcomings. However, in the management context, the outside employees' criticism of reciprocity in the "circle" can be aroused. The greater the "circle" cycle, the more serious the injusity of organizational justice will be.

Therefore, unless the exchange of insiders is comprehensive, especially in the high quality of contribution and professional respect, it is reasonable that the injure of organizational fairness will lead to "bad money drives out good money", and organizational performance will be faced with great risks.

Luckily, the study found that leaders and highly equitable employees were more likely to establish close relationships, preferring the benevolent people who favor others, rather than those who are calculating.

For those subordinates who lack willingness to contribute and professional ability, it is often the opposite to curry favor with, curry favor with and flatter.

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