The Leadership Factor
The Leadership Factor
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领导力因素
DOI：
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发表时间：
1988
期刊：
影响因子：
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通讯作者：
Sharon Tucker
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文献类型：
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作者：
Sharon Tucker
因为他们是短期经济压力和“狭隘政治”的受害者，大多数美国公司严重缺乏一个被证明能有效赢得竞争优势的因素：领导力。约翰·P·科特（John P. Kotter）在这本关于领导力的第三部大型著作中如是说，这本书延续并补充了他在颇具影响力的《总经理》（The General Managers）和《权力与影响力》（Power and Influence）中开始的工作。Kotter用令人信服的证据证明了为什么大多数美国公司没有他们目前所需要的领导能力，并解释了他们必须做些什么来纠正这个破坏性的问题。科特综合了100家美国公司的900名高级管理人员的数据，并对15家成功公司的150名高层管理人员进行了深入访谈，其中包括通用电气、花旗集团、IBM、惠普和可口可乐。科特挑出了培养上级领导力的实践。他指出了当今企业所需要的具体的个人品质和一般的领导素质。而且，随着人们对克莱斯勒公司的李·艾柯卡这样的个人和约翰逊&约翰逊公司的高层管理人员这样的团队的关注，他生动地说明了在私营和公共部门的高级和中级管理人员中创造杰出领导力的四个因素。Kotter教授以ITT等公司管理失败的明显例子来强调他的论点，提供了令人大开眼界的损害证据-无法控制生产率下降和客户服务，质量控制和新产品开发的不良记录-主要不是由于研发或劳动力问题，而是由于领导能力薄弱。充满了几十个案例的历史，“领导因素”揭示了一个太常见的公司，无法识别或开发领导人才和利用它，创造了一个普遍的差距，在企业规划和个人管理。在改进质量管理方面取得了进展，但进展有限。科特在他的评估中强硬地指出，即使是在领导领域取得上级成功的美国公司--例如IBM、杜邦、道琼斯、惠普和安海斯-布希，也必须做得更好，以配合外国竞争对手的努力。在展示领导者是如何形成的，而不是天生的，他提供了一个现实的计划，旨在帮助吸引，留住和激励充满活力，有能力的领导者在行政和中层管理职位。按照科特的建议，公司可以建立强大的管理团队，这不仅是增长所必需的，也是生存所必需的。
Because they are victims of short-term economic pressures and "parochial politics", most American companies critically lack the one factor proven effective in winning competitive advantage: leadership. Thus argues John P. Kotter in this, his third large-scale work on leadership, which continues and complements the work begun in his influential "The General Managers" and "Power and Influence". With compelling evidence, Kotter demonstrates why most American firms do not have the leadership capacity they currently need and explains what they must do to correct this damaging problem. Using comprehensive data from 900 senior executives in 100 American corporations, as well as in-depth interviews with 150 top managers in fifteen successful companies, including General Electric, Citicorp, IBM, Hewlett-Packard, and Coca-Cola, Kotter singles out the practices that develop superior leadership. He identifies both the specific personal attributes and general leadership qualities needed in today's corporations. And, with the spotlight on such individuals as Lee Iacocca at Chrysler and teams like the top management at Johnson & Johnson, he vividly illustrates the four factors that create outstanding leadership in both private and public sector senior and middle level managers. Professor Kotter underscores his argument with glaring examples of managerial failures in firms like ITT, providing eye-opening evidence of damage-- inability to control sagging productivity and poor records in customer service, quality control, and the development of new products-- caused primarily not be poor R&D or labor problems, but by a weak leadership capacity. Filled with dozens of case histories, "The Leadership Factor" reveals an all-too-common picture of companies which, unable to recognize or develop leadership talent and utilize it, create a pervasive gap in corporate planning and personal management. Progress has been made in improving quality management, but is has been limited. Kotter is hard-hitting in his assessment that even American companies which achieve a superior level of success in the leadership area-- IBM, DuPont, Dow Jones, Hewlett-Packard, and Anheuser-Busch, for example, must do even better to match efforts of foreign competitors. In showing how leaders are made, not born, he provides a realistic program structured to help attract, retain, and motivate dynamic, capable leaders in executive and middle management positions. Following Kotter's advice, companies can build strong managerial teams necessary not only for growth-- but also for survival itself.