FiveStepsLeadersMustTakeintheAgeofUncertainty管理學專業英語教程（精編版）（第二版）

LeadershipandManagementLeadershipisaspecialcaseofinterpersonalinfluencethatgetsanindividualorgrouptodowhat’stheleaderswantsdone.Management:TopromotestabilityortoenabletheorganizationtorunsmoothlyLeadership:TopromoteadaptiveorusefulchangesVS.

UnderstandingLeadershipManagement:TopromotestabilityortoenableteorganizationtorunsmoothlyLeadership:TopromoteadaptiveorusefulchangesSupervisors

areappointedbytheorganization.Theyhavelegitimatepowerthatallowsthemtorewardandpunishtheiremployees.Theirabilitytoinfluenceemployeesisbasedontheformalauthorityinherentintheirpositions.Leadersmayeitherbeappointedoremergefromwithinagroup.Leaderscaninfluenceotherstoperformbeyondtheactionsdictatedbyformalauthority.managementUncertaintyBackgroundHighlevelsofuncertaintyandinstabilityAslowingglobaleconomyShiftingpoliticalrealities

CONCLUSION：Politicalandmacroeconomicforcesareshapingthebusinessenvironmentasneverbefore.Theimplicationsforcorporatestrategyandleadershipareprofound.ChangeinPerspectiveNeededCompaniesarepartofindustriesandmarkets.Theindustriesandmarkets(businessecosystems)areembeddedinlocalandnationaleconomies,whichinturnareinterwovenwithsocieties.Anewsystem-basedmentalmodelwillhelpleadersunderstand,adjustto,and,shapethesefeedbackdynamics.

Whatdoesanestedecosystemlooklike?ANewLeadershipParadigmBusinessleadersneedtomastertheartofshapingsystems,ratherthanjustoperatingwithinthem.

AnewleadershipparadigmTheyneedacompletelynewsetofprioritiesandcapabilities.

ANewLeadershipParadigmFivestepstoeffectivelyshapetheextendedsystem

Foreseeandmanagesystem-widerisks.Leadwithanewmindset.4

NEWSFLASH!NationalculturecouldaffectyourleadershipstyleNationalcultureaffectsleadershipbywayofyouremployees.Youcannotchooseourleadershipstylesatwill.Rather,youareconstrainedbytheculturalconditionsyouremployeescometoexpect.Forexample,anautocraticleadershipstyleismorecompatiblewithcultureswherepowerisunequal,suchasthosefoundinArab,FarEastern,andLatincountries.(Text2)BlueOceanLeadership

Asadtruth:Just30%ofemployeesareactivelycommittedtodoingagoodjob.BlueOceanStrategy

Amodelforcreatingnewmarketspacebyconvertingnoncustomersintocustomers,andappliesitsconceptsandanalyticframeworkstohelpleadersreleasetheblueoceanofunexploitedtalentandenergyintheirorganizations–rapidlyandatlowcost.WHATAREREDOCEANSANDBLUEOCEANS?

Redoceansarealltheindustriesinexistencetoday–theknownmarketspace.Inredoceans,industryboundariesaredefinedandaccepted,andthecompetitiverulesofthegameareknown.Here,companiestrytooutperformtheirrivalstograbagreatershareofexistingdemand.Asthemarketspacegetscrowded,profitsandgrowtharereduced.Productsbecomecommodities,leadingtocutthroator‘bloody’competition.Hencethetermredoceans.Blueoceans,incontrast,denotealltheindustriesnotinexistencetoday–theunknownmarketspace,untaintedbycompetition.Inblueoceans,demandiscreatedratherthanfoughtover.Thereisampleopportunityforgrowththatisbothprofitableandrapid.Inblueoceans,competitionisirrelevantbecausetherulesofthegamearewaitingtobeset.Ablueoceanisananalogytodescribethewider,deeperpotentialtobefoundinunexploredmarketspace.Ablueoceanisvast,deep,andpowerfulintermsofprofitablegrowth.Source:/what-is-blue-ocean-strategy/BlueOceanStrategy

Traditionalleadershipdevelopmenttheories

BlueOceanLeadership

FocusonactsandactivitiesConnectcloselytomarketrealitiesDistributeleadershipacrossallmanagementlevelsBlueOceanLeadership

ACaseinPoint

TheMindMapofBlueOceanLeadershipTheycandothisbyfollowinga

BecomingaBlueOceanLeaderTheLeadershipCanvasesgivepeopleaconcrete,visualframeworkinwhichtheycansurfaceanddiscusstheimprovementsleadersneedtomake.Thefairnessoftheprocessmakestheimplementationandmonitoringofthosechangesfareasierthanintraditionaltop-downapproaches.Moreover,blueoceanleadershipachievesatransformationwithlesstimeandeffort,becauseleadersarenottryingtoalterwhotheyareandbreakthehabitsofalifetime.Theyaresimplychangingthetaskstheycarryout.Betteryet,oneofthestrengthsofblueoceanleadershipisitsscalability.Youdon