引导语：无论在学习、工作或是生活中，大家对
领导力的重要性英语作文篇1
Facing more challenges, it is essential for an enterprise to have a strong leadership. What's the importance of leadership? It must be clarified. Today we'll listen to the experts' answers.
1 decide the goal and assign the work
The leader with leadership knows how to decide what the goal should be, knows how to analyze the activities, decisions and relationships required to achieve the goal, and has the ability to assign work and complete the work.
2. Evaluate employees, and make clear rewards and punishments
Leaders with leadership know that through management, through the relationship with subordinates, through reward and punishment measures and promotion policies, employees are encouraged to work hard.
3 leadership can influence subordinates
The so-called: what kind of leadership, what kind of subordinates will be led out? A leader with leadership knows how to influence others in the organization and make others try their best to achieve organizational goals.
4 value of leadership
It is said that to cultivate leadership, the first step is to cultivate value. A leader full of personal charm will have enough strength to restrain himself. Under pressure and motivation, he can make himself correct.
面对更多的挑战，对一个企业而言，拥有一个强健的领导层，是必不可少的事情，那领导领导力有哪些重要性呢?必须要理清，今天我们来听专家解答。
1决定目标，分配工作
具有领导力的领导，他懂得决定目标应该是什么，知道分析达成目标所需的活动、决策和关系，并且有分配工作，完成的工作能力。
2评估员工，奖罚分明
具有领导力的领导，他知道透过管理，透过与部属的关系，透过奖惩措施和升迁政策，激励员工努力工作。
3领导力可影响部属
所谓：什么样的领导，带领出来的部属就什么样，一个具有领导力的领导，他懂得在组织中影响他人，使他人尽力去完成组织目标。
4领导力的`价值
都说培养领导力，首先要从培养价值开始，一个充满个人魅力的领导，他会有足够的力量来约束自己，人在压力下，人在动力下，都可以使自己改正。
领导力的重要性英语作文篇2
Leader's leadership plays an important role in the development of an enterprise. The good and bad of leadership is directly reflected in the executive power of its employees. Welcome to read! Please pay attention to related columns for more information!
Today, strong leadership is often seen as one of the most important key factors for organizational growth, change and regeneration. Unfortunately, leadership is often short of resources. It is precisely because of this shortage that many enterprises are unable to adapt to the era of intensified global competition.
In order to improve the quantity and quality of leadership, enterprises are investing time and money to develop leadership. In recent years, the role of the development of leadership activities has increased dramatically, and the scope has also expanded rapidly. For example, these activities are increasingly designed around the idea that leadership development is a life-long process, not a single isolated event.
The development of leadership plays three major roles in the process of employee education: developing individual skills, popularizing enterprise values and vision, and conducting strategic interventions to advocate dialogue and implement change throughout the enterprise.
Historically, the most common approach has been personal preparation and skill development. In this way, managers learn the core ideas and skills of leadership and get feedback on specific capabilities.
The second role of leadership development is to spread the vision, values and mission of the organization throughout management. This is quickly becoming the primary goal of many leadership training courses. Generally, such education aims to cultivate managers (whether they are competent for higher management positions) or as a way to deepen cultural change at all levels of management.
Finally, leadership courses are increasingly used for strategic interventions. For example, the education model focuses on collective discussion under behavioral learning, task groups and mentoring, so as to identify organizational proposals that can accelerate major strategic change.
Therefore, the definition of leadership development has been constantly broadened. It not only refers to the leadership ability of a manager, but also refers to the development of the whole organization's leadership thinking mode. As a result, today's programs involve a large number of managers, including many action-oriented learning. The model of such strategic intervention comes from specific proposals designed and implemented by enterprises such as Ford and Philips.
In short, leadership is a comprehensive art. It not only contains a variety of specific management skills and management methods, but also includes forward-looking and planning, communication and coordination, sincerity and balance and many other elements. Of course, the suggestions in this paper are not necessarily suitable for the implementation in any enterprise. In some enterprises (such as foreign enterprises and innovative enterprises), they can be more decentralized and equal. But in other enterprises (such as state-owned enterprises and traditional enterprises), we can only do it moderately. However, I sincerely believe that the nine leadership training models mentioned in this article should be able to appropriately improve leadership in any enterprise.
领导者的领导力在企业的发展过程中起着至关重要的作用.领导力的好与坏直接体现在手下员工的执行力上。欢迎大家阅读！更多相关信息请关注相关栏目！
如今，有力的领导往往被看作组织成长、变革和再生最重要的关键因素之一。然而遗憾的是，领导力往往是短缺资源。正是因为这种短缺，许多企业难以适应全球竞争加剧的时代。
出于提高领导数量和质量的需要，企业正投入时间和金钱发展领导力。近年来，发展领导力活动的作用在骤然提高，范围也迅猛扩大。例如，这些活动的设计越来越围绕这样一种意识，即发展领导力是持续一生的过程，而不是单个的孤立事件。
领导力的发展在员工教育过程中主要发挥三大作用：发展个体技能、普及企业价值观和远景、进行战略性干预以便在整个企业倡导对话，实施变革。
历史上看，最常用的方式是个人准备和技能发展。经理人通过这种方式学习领导力的核心思想和技能，并得到具体能力方面的反馈。
发展领导力的第二个作用是在整个管理层中普及组织的远景、价值观和使命。这正很快成为许多领导力训练课程的首要目标。通常，这类教育旨在培养经理人（他们是否能够胜任更高一层的管理职位），或以此为途径让文化变革深入各级管理层。
最后，领导力课程越来越多地用于战略干预。例如，教育模式集中于行为学习、任务小组和辅导之下的集体讨论，以便能找出能加快重大战略变革的组织提议。
因此，领导力发展的定义已经不断得到拓宽。它不仅指某个经理人的领导能力，而且指整个组织领导思维方式的发展。结果是，如今的课程有大量的经理人参与，包含许多以行动为导向的学习。这类战略干预的模式来自于福特（Ford）、飞利浦（Philips）这样的企业所设计和实施的具体提议。
总之，领导力是一门综合的艺术。它不仅仅包含了各种具体的管理技能和管理方法，也囊括了前瞻与规划、沟通与协调、真诚与均衡等更诸多要素。当然，文中的建议不见得适合在任何一个企业中一成不变的执行。在有些企业（例如外企、创新企业）可以更加放权、平等。但是在其他企业(例如国企、传统企业)只能适度地做。但是，我衷心相信在本文中提到的九种领导力训练模型无论在任何企业，都应该能适当地提升领导力。
领导力的重要性英语作文篇3
What is the impact on leadership of the relationship between social intelligence and non social intelligence? From two perspectives.
First, some people may always prefer to activate the non social thinking network first and suppress the social thinking network. The tendency is either the result of heredity or the result of long-term practice - these people may have been living in a society that values abstract thinking and despises social thinking.
However, some people think that non social thinking is more important, probably because of their views on their work.
If someone is used to thinking about leadership from a non social perspective, his or her own social mind will be resisted and become insensitive to the social events around him or her. Therefore, they seldom think about their own behavior and the social significance of other people's behavior.
Many times, when a team member says that he has encountered difficulties in advancing a project, the implication is that he has encountered difficulties in the process of working with other members of the team.
If the leader of the team is a person with a high degree of "socialization", he will realize that the cooperation mechanism within his team needs to be adjusted.
As a result, he won't pay too much attention to whether team members need more personal training (to be competent for the job) - which could be a bad solution for the current problem.
Second, the seesaw relationship between non social thinking process and social thinking process has both good and bad sides.
For those who believe that their work basically involves non social thinking, a new understanding of the nature of their work may help to promote the balance of the seesaw. The most efficient and successful leaders are able to switch back and forth between these mental models at will. This is undoubtedly good news.
The bad news is that if a person already favors non social networks on a "biological level," then even redefining his work is unlikely to change the course.
The best boss understands and cares about the social motivations of all members of the team. Bosses must promote social connections between themselves and all members of the team, between team members, and between the team and the outside world, which is crucial to the success of the team.
Better communication can reduce misunderstanding among team members and eliminate various "social" problems in the bud. Try to make your team a real team! Your efforts will definitely be rewarded.
As long as members more identify with their own team, it can promote a harmonious atmosphere, so that everyone can think more about how to best serve the team, rather than just consider themselves.
As social animals, we are born with the conditions to do this - as long as we really identify with our team.
Please be committed to creating an individual's sense of identity and attachment to the group! This is the core of leadership.
管仲认为，国家富强、社稷安定首先在于得民心。而要得民心，应当先从爱惜百姓做起；而爱惜百姓就得先使百姓富足。
故 事
管仲的祖先曾经是名门望族，其父管庄曾作过齐国集团的高管，后来家道中落，到管仲这一代时已经很贫穷。为了谋生，管仲到过许多地方，接触过各式各样的人，从而积累了丰富的社会
管仲有位好朋友鲍叔牙，两人友情很深。他俩一起经商，赚了钱管仲总是多分给自己，少分给鲍叔牙。而鲍叔牙对此从不和管仲计较。对此，人们背地议论说，管仲贪财，不讲友谊。鲍叔牙知道后就替管仲解释，说管仲不是不讲友谊，只贪图金钱。他这样做，是由于他家贫困。多分给他钱，是我情愿的。
管仲三次参加战斗，但三次都从阵上逃跑回来。因此，人们讥笑他，说管仲贪生怕死，没有勇敢牺牲的精神。鲍叔牙听到这讥笑后，就向人们解释说，管仲不怕死，因为他家有年迈的母亲，全靠他一人供养，所以，他不得不那样做。
管仲也多次想为鲍叔牙办些好事，不过都没有办成；不但没有办成，反给鲍叔牙造成很多新困难，还不如不办好。因此，人们都认为管仲没有办事本领，鲍叔牙却不这样看。他认为事情之所以没有办成，只是由于机会没有成熟罢了。在长期交往中，两人结下了深情厚谊，管仲多次对人讲过：生我的是父母，知我的是鲍叔牙。
公元前674年，齐国CEO齐僖公驾崩，留下三个儿子，太子诸儿、公子纠和小白。按照长子继位的传统，太子诸儿成为齐国集团新CEO，是为齐襄公。太子诸儿虽然居长即位，但质量卑劣，齐国前途令国中老臣深为忧虑。
当时，管仲和鲍叔牙分别辅佐公子纠和公子小白。一双好友，给两个公子当师傅，实为美谈。
几年后，齐国集团内乱终于爆发，齐襄公被杀死。经过激烈的斗争，鲍叔牙说服了齐国高管同意护立公子小白为新CEO，这就是历史上有名的齐桓公。齐桓公即位后，急于扩大齐国集团的实力，因此准备请鲍叔牙出任总经理（齐相）。鲍叔牙却向他推荐管仲：“管仲有五点比我强。宽以从政，惠以爱民；治理江山，权术安稳；取信于民，深得民心；制订礼仪，风化天下；整治军队，勇敢善战。” 齐桓公听从了鲍叔牙的建议。
齐桓公问管仲，“我想使国家富强、社稷安定，要从什么地方做起呢?”
管仲回答说：“必须先得民心。”
“怎样才能得民心呢?”齐桓公接着问。
管仲回答说：“要得民心，应当先从爱惜百姓做起；国君能够爱惜百姓，百姓就自然愿意为国家出力。而爱惜百姓就得先使百姓富足，百姓富足而后国家得到治理，那是不言而喻的道理。通常讲安定的国家常富，混乱的国家常贫，就是这个道理。”
这时齐桓公又问：“百姓已经富足安乐，兵甲不足又该怎么办呢?”
管仲说：“兵在精不在多，兵的战斗力要强，士气必须旺盛。士气旺盛，这样的军队还怕训练不好吗?”
齐桓公又问：“士兵训练好了，如果财力不足，又怎么办呢?”
管仲回答说：“要开发山林、开发盐业、铁业、发展渔业，以此增加财源。发展商业，取天下物产，互相交易，从中收税。这样财力自然就增多了。军队的开支难道不就可以解决了吗？”
经过这番讨论，齐桓公心情兴奋，就问管仲：“兵强、民足、国富，就可以争霸天下了吧?”
但管仲严肃地回答说：“不要急，还不可以。争霸天下是件大事，切不可轻举妄动。当前迫切的任务是百姓休养生息，让国家富强，社会安定，不然很难实现称霸目的。”
由于管仲系统地论述了治国称霸之道，使齐桓公的全部问题都迎刃而解，不久就正式任命管仲为总经理（相），主持政事，为表示对管仲的尊崇，称管仲为“仲父”。
经过近30年的苦心经营，齐桓公在管仲的辅佐下成为周王室乃至众诸侯公认的霸主。管仲虽然为齐桓公创立霸业立下了不朽的功勋，但他仍然谦虚谨慎。
公元前645年管仲病逝。
管仲的一生，不仅建立了彪炳史册的功勋，还给后世留下了一部以他名字命名的巨著——《管子》。书中记录了他的治国思想，对后世影响深远。
评 述
反观管仲的一生，令我们不由得想起一句老话“一个篱笆三个桩，一个好汉三个帮”。如果没有鲍叔牙的理解和推荐，也就没有管仲的丰功伟业。从鲍叔牙在他不得志时的帮助和理解，到向齐桓公推荐为相，再到后来一直默默辅佐管仲，我们能够看到真正的'朋友交往之深之真，朋友不是拉帮结派保护自己的小利益，朋友应该是帮助对方更好地发展。所以孔子说：“友直、友谅、友多闻，益友也”。
应该说，管仲是最早的法家理论的实践者。他主张法治：全国上下贵贱都要守法，赏罚功过都要依法办事。他认为国家治理的好与坏，根本在于能否以法治国。
管仲重视发展经济，他认为“仓廪实而知礼节，衣食足而知荣辱。”也就是国家的安定与不安定，人民的守法与不守法，与经济发展关系十分密切。
管仲认为，国家富强的基础首先是得民心，人民愿意拥护和服从领导者，领导者的政令才能流畅地施行下去。得民心就是先要爱惜百姓，让百姓感觉到领导者的宽容大度，感受到尊重和理解，他们自然就愿意用同样的方式来对待领导者。而爱惜百姓的基础就是大家跟着领导者一起行动，只要听从领导者的指挥，就能够吃饱饭、穿好衣、住好房，就能够让自己和家人以及子孙后代的生活逐步好起来。所以，管仲富国的办法，首先是发展农业、手工业和商业。他把做这些工作的人和知识分子并列为四民，他认为“士、农、工、商四民者，国之石民也。”这些人都是国家的支持，没有什么高低贵贱之分，只是分工不同罢了。他提倡让这些工作者各有其居住的地方，不相混杂，让他们专心于自己的职业。只有这样，根据分工的不同，大家才不会互相攀比和诋毁，每个人各司其职，各负其责，这个组织才能有序地高速运转。管仲认为，国家富足的同时一定要强兵，两个方向同时迈进才会保障国家的富足长久持续。他的办法是“作内政而寄军令”。就是把政治和军事统一起来，把政治上的组织和军事上的组织统一起来。这样，军令可以畅通无阻，组织制度可以高度统一。但军队的强弱还要靠兵的素质。打仗一定要调动兵的积极性和主动性。
企业的发展也是一样，销售队伍和市场队伍可以保证公司业绩的稳步上升。如何做到这一点，首先，把公司内部的管理和运营部门的管理组织统一起来，这样大家才能有一荣俱荣，一损俱损的整体意识；其次，一定要调动运营部门人员的积极性和主动性，要透过训练和培训不断提高他们的素质。只有这样，才能够形成公司的巨大合力，将公司的产品和形象售卖出去，取得良好的业绩。管仲采取的“三选”的人事制度就是他的晚辈韩非所主张的“循名责实”和“综核名实”。每一次选拔就有一次考核，这就是综核名实，类似于我们现代管理的面试和绩效考核。一个人担任某项职务，这个职务就是名，担任这项职务的人就是实。他既然担任了这个职务，他就应该做出这个职务所要求的成绩。如果他做出成绩，他就可以得赏，如果他做不出成绩，他就要受罚。这就叫循名责实，类似于我们现代管理的年终述职报告，反映出来的是业绩和组织管理。
在管仲看来，这样就可以做到用人唯贤而杜绝用人唯亲，就可以区分有才能的人和没有才能的人，就可以建立一个执行力很强的管理团队，达到富国强兵的目的。
管仲的管理才能在齐国得到了充分的体现，使齐国很快强盛起来，成为“春秋五霸”之一。孔子就称赞管仲说：“管仲辅助齐桓公做诸侯霸主，一匡天下。要是没有管仲，我们都会披散头发，左开衣襟，成为蛮人统治下的老百姓了。”这话是有一定道理的。
古代有这么一个故事——管仲论相，一直被流传至今，我们重温一下这个故事吧！
周襄王七年(公元前645年)，为齐桓公创立霸业呕心沥血的管仲患了重病，齐桓公去探望他，询问他谁可以接替宰相之位。
管仲回答说：”大王，你觉得谁做宰相比较合适呢？“
齐桓公问：“易牙怎样？易牙对我特别好，对我非常地忠心！有一天他和我聊天，说大王，还有什么东西没有吃过吗？然后我就说，这个天下的山珍海味和飞禽走兽，我都尝遍了，只有婴儿肉我没有吃过。易牙就回家把自己的孩子杀死，做了一道菜献给了我。他对我比对自己的儿子都要亲，这么忠心，是不是可以做宰相呢？”
管仲听了之后，摇了摇头说：“易牙为了满足国君的'要求不惜烹了自己的儿子以讨好国君，没有人性，不宜为相。”
齐桓公又问：“易牙不能用，那么竖刁怎样？他宁愿自残身肢来侍奉寡人，这样的人难道还会对我不忠吗?”
管仲摇摇头，说：“不爱惜自己的身体，是违反人情的，这样的人又怎么能真心忠于您呢？
齐桓公又问：“开方如何？”
管仲答道：“卫公子开方舍弃了做千乘之国太子的机会，屈奉于国君15年，父亲去世都不回去奔丧，如此无情无义，没有父子情谊的人，如何能真心忠于国君？况且千乘之封地是人梦寐以求的，他放弃千乘之封地，俯就于国君，他心中所求的必定过于千乘之封。国君应疏远这种人，更不能任其为相了。......."
再次读完这个故事，感慨万千.......
当今社会中，人们对待上司或者领导，是怎么做的呢？对待自己的亲人，又是怎么做的呢？
有一天，领导对你说，今天有没有空啊？陪我吃个饭怎么样？很多人的答案是：好啊！即使自己事先已经约好了要和家人一起吃饭的。而父母和你说，娃呀，今晚回来陪爸妈吃顿饭吧？你会说，我很忙，有很多事情要做，一次次让亲人失望！
这样的现象在当今的中国是屡见不鲜，很多人抱着一颗功利的心，去和领导吃饭，和客户应酬，同朋友相处......以功利之心当头，自己费尽心思去做一些自己内心并不情愿去做的事情，美其名曰：混得好，吃得开！“苍天不负有心人”，终于，人脉关系网建立“好”了，工作职位提升了，钱是赚了不少，可自己并不觉得幸福。随后用一句“人在江湖身不由己”来安慰自己那颗受伤的心，悲哉！！！
