「釋義」

謙遜是管理學(xué)學(xué)者日益感興趣的一個(gè)話(huà)題，研究表明，謙遜的領(lǐng)導(dǎo)者能培養(yǎng)更具協(xié)作性的高層團(tuán)隊(duì)，為參與式領(lǐng)導(dǎo)做出表率，并增加組織內(nèi)的信息共享。一項(xiàng)新的研究還發(fā)現(xiàn)了另一個(gè)好處：謙遜領(lǐng)導(dǎo)者領(lǐng)導(dǎo)的公司在股市的表現(xiàn)更好。

「應(yīng)用場(chǎng)景」

正如我在新書(shū)《活在工作中》中所闡述，有很多方法可以做到這一點(diǎn)。但最好的方法之一是采取服務(wù)型領(lǐng)導(dǎo)的謙遜心態(tài)。服務(wù)型領(lǐng)導(dǎo)認(rèn)為自己的關(guān)鍵角色是在員工探索和成長(zhǎng)的過(guò)程中為他們服務(wù)，在他們探索和成長(zhǎng)的過(guò)程中提供有形的和情感上的支持。

There are a number of ways to do this, as I outline in my new book Alive at Work. But one of the best ways is to adopt the humble mind-set of a servant Leader. Servant Leaders view their key role as serving employees as they explore and grow, providing tangible and emotional support as they do so.

簡(jiǎn)單來(lái)說(shuō)，服務(wù)型領(lǐng)導(dǎo)謙遜、有勇氣和洞察力，承認(rèn)自己可以從權(quán)力不如自己的其他人的專(zhuān)業(yè)知識(shí)中獲益。他們積極尋求員工的想法和獨(dú)特貢獻(xiàn)。服務(wù)型領(lǐng)導(dǎo)創(chuàng)造一種學(xué)習(xí)文化，在這個(gè)環(huán)境中鼓勵(lì)追隨者達(dá)到最好的狀態(tài)。

To put it bluntly, servant-Leaders have the humility, courage, and insight to admit that they can benefit from the expertise of others who have less power than them. They actively seek the ideas and unique contributions of the employees that they serve. This is how servant Leaders create a culture of learning, and an atmosphere that encourages followers to become the very best they can.

謙遜和服務(wù)型領(lǐng)導(dǎo)并不意味著領(lǐng)導(dǎo)者自卑。相反，服務(wù)型領(lǐng)導(dǎo)強(qiáng)調(diào)領(lǐng)導(dǎo)者的責(zé)任是提高追隨者的主人翁意識(shí)、自主性和責(zé)任感——鼓勵(lì)他們自己思考，嘗試自己的想法。

Humility and servant Leadership do not imply that Leaders have low self-esteem, or take on an attitude of servility. Instead, servant Leadership emphasizes that the responsibility of a Leader is to increase the ownership, autonomy, and responsibility of followers — to encourage them to think for themselves and try out their own ideas.

?“How Humble Leadership Really Works”

by Dan Cable

編輯：馬冰侖?