Although there is a great deal of public interest in ensuring more women become leaders, thereby reversing their under-representation in the ranks of power, too many suggested solutions are founded on the misconception that women ought to?emulate men. The thinking is: “If men have most of the top roles, they must be doing something right, so why not get women to act like them?”

雖然確保更多的女性成為領(lǐng)導(dǎo)人，從而扭轉(zhuǎn)她們?cè)跈?quán)力階層中缺少代表的狀況，符合公共利益。但太多人建議的解決辦法都是基于一種誤解，即女性應(yīng)該效仿男性。他們的想法是：“如果男性占有大部分最高職位，他們一定在做正確的事情，那么為什么不讓女性學(xué)習(xí)他們呢？”

But this logic fails to account for the relatively?dismal performance?of most leaders — who are overwhelmingly male. As we have?argued before, the?real problem?is not a lack of competent females; it is too few obstacles for incompetent males, which explains the surplus of overconfident, narcissistic, and unethical people in charge.

但這一邏輯卻不能解釋大多數(shù)表現(xiàn)不佳的領(lǐng)導(dǎo)人同樣也是男性。正如我們之前所言，真正的問題不是缺乏有能力的女性；而是對(duì)于不稱職的男性來說，障礙太少了，這也能夠解釋為什么太多的領(lǐng)導(dǎo)人自命不凡、缺乏道德。

As a consequence, gender differences in?leadership effectiveness?(what it takes to perform well) are?out of sync?with gender differences in leadership emergence (what it takes to make it to the top). Indeed, research shows that the prevalence of male senior leaders is not a product of superior leadership talent in men. Rather, large quantitative studies,?including meta-analyses, indicate that gender differences in leadership talent are either nonexistent, or they actually favor women.

因此，領(lǐng)導(dǎo)效能的性別差異(表現(xiàn)良好所需的條件)與領(lǐng)導(dǎo)成長(zhǎng)的性別差異(進(jìn)入高層所需的條件)并不同步。事實(shí)上，研究表明，男性高層領(lǐng)導(dǎo)的普遍存在并不是男性卓越領(lǐng)導(dǎo)才能的產(chǎn)物。相反，包括meta分析在內(nèi)的大量定量研究表明，領(lǐng)導(dǎo)才能方面的性別差異或不存在，或?qū)嶋H上有利于女性。????

With this in mind, it would be more logical to flip the suggested remedy: instead of encouraging women to act like male leaders (many of whom are incompetent), we should be asking men in power to adopt some of the?more effective?leadership behaviors more commonly found in women. This would create a pool of better role models who could pave the way for both competent men and women to advance.??

考慮到這一點(diǎn)，顯然推翻這個(gè)建議更符合邏輯：我們不應(yīng)該鼓勵(lì)女性表現(xiàn)得像男性領(lǐng)導(dǎo)者一樣（他們中的許多人都不稱職），而是應(yīng)該要求掌權(quán)的男性采取一些女性更常用的高效領(lǐng)導(dǎo)行為。這將創(chuàng)造出一批更好的榜樣，為有能力的男性和女性鋪平前進(jìn)的道路。

Leadership Lessons for Men

男性可以借鑒的領(lǐng)導(dǎo)經(jīng)驗(yàn)? ??

Here are some critical leadership lessons that most men can learn from the average woman.

以下是大多數(shù)男性可以從普通女性身上學(xué)到的一些關(guān)鍵領(lǐng)導(dǎo)力經(jīng)驗(yàn)。

Don’t lean in when you’ve got nothing to lean in about. There is a trend of telling women to “l(fā)ean in” to qualities like assertiveness, boldness, or confidence. In men,?such qualities?can manifest as?self-promotion, taking?credit for others’ achievements, and acting in aggressive ways. Since there has?never been a strong correlation?between leaning in and being?good at something?— especially for men —a better option would be to stop falling for people who lean in when they lack the talents to back it up. In a logical world, we would promote people into leadership roles when they are competent rather than confident, vetting them for their expertise, track record, and relevant leadership competencies (e.g., intelligence, curiosity, empathy, integrity, and coachability). Note that all these attributes are far better evaluated with science-based assessments than via the typical job interview.? ? ? ?

當(dāng)你名不副實(shí)時(shí)，不要邁步。現(xiàn)在有一種趨勢(shì)是告訴女性“向前一步”，要具備自信、無畏等品質(zhì)。而在男性身上，這種品質(zhì)卻可以表現(xiàn)為自吹自擂、占他人的成就為己有以及咄咄逼人。因?yàn)閷W(xué)會(huì)某事不代表擅長(zhǎng)某事，尤其是對(duì)男性來說。更明智的選擇是，當(dāng)有些人缺乏相應(yīng)的能力卻想要上升時(shí)，不要淪陷于他們。在一個(gè)合乎邏輯的世界里，當(dāng)人們有能力而不是盲目自信時(shí)，通過考察他們的專業(yè)知識(shí)、工作經(jīng)歷和相關(guān)的領(lǐng)導(dǎo)力(例如，智力、好奇心、同情心、道德和可塑性)，我們會(huì)提拔他們擔(dān)任領(lǐng)導(dǎo)。請(qǐng)注意，用基于科學(xué)的模型評(píng)估這些屬性比通過典型的工作面試評(píng)估要有效得多。? ? ? ?

Know your own limitations.?We live in a world that celebrates self-belief, but it is far more important to have self-awareness. And often there is a conflict between the two. For instance, awareness of your limitations (flaws and weaknesses) is incompatible with?skyrocketing levels?of self-belief, and the only reason to be utterly devoid of self-doubt and insecurities is delusion. Although women are not as insecure as they are portrayed to be in the?self-help literature (and much of the popular media), studies?do show?that they are generally less overconfident than men. This is good news?because it enables?them to understand how people see them and gives them the capacity to spot gaps between where they want to be and where they actually are.? People who see themselves in a more critical way than others do are better able to prepare, even if it means overpreparing, and that’s a solid way to increase your competence and performance.

了解自己的局限性。我們生活在一個(gè)崇尚自信的世界，但自知自覺要重要得多。兩者之間經(jīng)常會(huì)有沖突。例如，意識(shí)到自己的局限(缺點(diǎn)和弱點(diǎn))與不斷飆升的自信是不相容的。然而，只有妄想和錯(cuò)覺能保證人完全沒有自我懷疑和不安全感。盡管女性并不像勵(lì)志文章(以及許多流行媒體)中描述的那樣缺乏安全感，但研究確實(shí)表明，她們通常沒有男性那么自信。這是一個(gè)好消息，因?yàn)檫@能讓她們感受到別人的看法，并讓她們有能力發(fā)現(xiàn)目標(biāo)和現(xiàn)實(shí)之間的差距。那些以比別人更挑剔的方式看待自己的人，更有能力做好準(zhǔn)備，甚至是準(zhǔn)備得過分充足，而這恰恰是提高你的能力和表現(xiàn)的可靠方法。? ? ? ?

Motivate through transformation.?Academic studies show that women are more likely to lead through?inspiration, transforming people’s attitudes and beliefs, and aligning people with meaning and purpose (rather than through carrots and sticks), than men are. Since transformational leadership is linked to?higher levels?of team engagement, performance, and productivity, it is a critical path to improving leaders’ performance. If men spent more time trying to win people’s hearts and souls, leading with both EQ and IQ, as opposed to leaning more on the latter, and nurturing a change in beliefs rather than behaviors, they would be better leaders.

以變革激勵(lì)你的團(tuán)隊(duì)。學(xué)術(shù)研究表明，與男性相比，女性更有可能通過啟示、改變?nèi)藗兊膽B(tài)度和信仰、讓人們認(rèn)同意義和目的(而不是通過胡蘿卜加大棒)來領(lǐng)導(dǎo)他人。由于變革型領(lǐng)導(dǎo)意味著團(tuán)隊(duì)參與度、績(jī)效和生產(chǎn)力的提高，因此它是提高領(lǐng)導(dǎo)者績(jī)效的關(guān)鍵途徑。如果男性能夠花更多的時(shí)間去贏得人心、培養(yǎng)信念、結(jié)合情商和智商來領(lǐng)導(dǎo)，而不是更多地依靠智商，追求行為的改變——他們會(huì)成為更好的領(lǐng)導(dǎo)者。? ? ? ?

Put your people ahead of yourself.?It’s very hard to turn a group of people into a high-performing team when your main focus is yourself. People who see leadership as a glorified career destination and individual accomplishment are too self-centered to foster their teams’ wellbeing and unlock their subordinates’ potential. Imagine a person who is only interested in being a leader because they are chasing a bigger paycheck, the corner office, a more senior title, or any form of status. Clearly, they will be inherently less interested in making others better; their only goal is to be more successful themselves. Because men are generally more?self-focused than women, they are more likely to lead in a narcissistic and selfish way. If the average male leader wants to improve their performance, they would do well to adopt a less self-centered style of leadership.

優(yōu)先考慮你的團(tuán)隊(duì)。當(dāng)你的主要焦點(diǎn)是你自己的時(shí)候，很難把一群人變成一個(gè)高效的團(tuán)隊(duì)。那些視領(lǐng)導(dǎo)力為光榮的職業(yè)目標(biāo)和個(gè)人成就的人過于以自我為中心，無法促進(jìn)團(tuán)隊(duì)的共同利益，釋放下屬潛力。想象一下，一個(gè)人想成為領(lǐng)導(dǎo)者，只因?yàn)樗非蟾叩男剿?、更高的職位或任何形式的地位。那么顯而易見，他對(duì)提升他人不感興趣，他唯一的目標(biāo)是讓自己更加成功。因?yàn)槟行酝ǔ１扰愿⒅刈晕遥运麄兏菀紫萑脒@種自戀和自私的狀態(tài)。如果表現(xiàn)一般的男性領(lǐng)導(dǎo)者想要有所提升，他們可以試著采用一種不那么以自我為中心的領(lǐng)導(dǎo)風(fēng)格。? ? ? ?

Don’t command; empathize.?Throughout history, we have told women that they are too kind and caring to be leaders, but the notion that someone who is?not?kind and caring can lead effectively is at odds with reality. We are not living in medieval times. Twenty-first century leadership demands that leaders establish an?emotional connection with their followers, and that is arguably the only reason to expect leaders to avoid automation. Indeed, while AI will hijack the technical and hard-skill elements of leadership, so long as we have humans at work, they will crave the validation, appreciation, and empathy that only humans — not machines — can provide. Men can learn a lot about how to do this effectively by watching and emulating women.

不要頤指氣使，要共情。縱觀歷史，我們告訴女性，她們因?yàn)樘屏?、太關(guān)心他人而不能成為領(lǐng)導(dǎo)者，但認(rèn)為一個(gè)不善良、不關(guān)心他人的人能夠成為優(yōu)秀領(lǐng)導(dǎo)的觀點(diǎn)也與現(xiàn)實(shí)不符。我們不是生活在中世紀(jì)，21世紀(jì)的領(lǐng)導(dǎo)力要求領(lǐng)導(dǎo)者與其下屬建立情感聯(lián)系，這可以說是領(lǐng)導(dǎo)者避免被自動(dòng)化替代的唯一理由。事實(shí)上，盡管人工智能將剝奪領(lǐng)導(dǎo)的技術(shù)和硬技能元素，但只要我們有人類在工作，他們就會(huì)渴望得到只有人類——而不是機(jī)器，才能提供的認(rèn)可、欣賞和共情。通過觀察和模仿女性，男性可以學(xué)習(xí)如何有效地做到這一點(diǎn)。? ? ? ?

Focus on elevating others.?Female leaders have been proven to be more likely to?coach, mentor, and develop their direct reports?than male leaders. They are true?talent agents, using feedback and direction to help people grow. This means being?less transactional and more strategic in their relationship?with employees, and it also includes the openness to hire people who are better than themselves, because their egos are less likely to stand in the way. This enables them to unlock other people’s potential and promote effective cooperation on their teams. While we gravitate towards leaders who are?self-focused and self-centered, the likelihood that such individuals can turn a group of people into a high-performing team is low.

專注于提升他人。事實(shí)證明，女性領(lǐng)導(dǎo)者比男性領(lǐng)導(dǎo)者更有可能指導(dǎo)和發(fā)展她們的直接下屬。她們是真正的人才中介，通過反饋和輔導(dǎo)來幫助他人成長(zhǎng)。這意味著在與員工的關(guān)系中減少事務(wù)性而更具戰(zhàn)略性，同時(shí)對(duì)雇傭比自己優(yōu)秀的人持開放態(tài)度，因?yàn)榕缘淖宰鹦牟惶赡茏璧K她們。這使她們能夠釋放員工的潛力，并促進(jìn)團(tuán)隊(duì)的有效合作。雖然我們傾向于以自我為中心的領(lǐng)導(dǎo)者，但這種人將一群人轉(zhuǎn)變成高效團(tuán)隊(duì)的可能性很低。? ? ? ?

Don’t say you’re “humbled.”?Be humble. We have been asking for humble leaders for 20 years or so, but we keep gravitating toward ones who are overconfident and narcissistic (generally not female). There are well-established?gender differences?in humility, and they favor women. Not all women are humble, of course, but selecting leaders on humility would result in more female than male leaders. Humility is fundamentally a?feminine trait. It is also one that is essential to being a great leader.?Without humility?it will be very hard for anyone in charge to acknowledge their mistakes, learn from experience, take into account other people’s perspectives, and be willing to change and get better. Perhaps the issue is not that men are unwilling or unable to display it, but that we dismiss them for leadership roles when they do. This must change, for humility is a critical driver of leadership effectiveness in both men and women.

謙遜，不要只是口頭說說。大約20年來，我們一直在尋找謙遜的領(lǐng)導(dǎo)者，但我們總是遇到過于自信、孤芳自賞的人(通常不是女性)?！爸t遜”存在既定的性別差異，而這種差異有利于女性。當(dāng)然，并不是所有的女性都是謙遜的，但若以謙遜選擇領(lǐng)導(dǎo)者，女性會(huì)多于男性。謙遜基本上是女性的特征，這也是成為一個(gè)偉大領(lǐng)袖的關(guān)鍵。沒有謙遜，任何負(fù)責(zé)人都很難承認(rèn)自己的錯(cuò)誤，從經(jīng)驗(yàn)中學(xué)習(xí)，考慮他人的觀點(diǎn)并樂于改變，從而讓一切變得更好。也許問題不在于男性不愿意或不能展示這一點(diǎn)，而在于當(dāng)他們展示時(shí)，我們會(huì)出于對(duì)男性領(lǐng)導(dǎo)的刻板印象而解雇他們。這種情況必須改變，因?yàn)闊o論是男性還是女性，謙遜都是領(lǐng)導(dǎo)效能的關(guān)鍵驅(qū)動(dòng)力。

Does reading this upset you?

這篇文章是否令你感到沮喪？

Ask yourself why. If you’re a man, does this make you feel that there’s a campaign against white males and toxic masculinity and that angry feminism is on the rise? That reaction is getting in the way of your learning from women what you can do to make yourself more successful. If you’re a woman — and/or a feminist — do you reject the idea that women are generally more likely to display feminine traits than men are? That’s exactly the reason the average woman has more potential for leadership than the average man.

問問自己為什么。如果你是一個(gè)男性，你是否覺得這是一場(chǎng)反對(duì)男性和有害的男子氣概的運(yùn)動(dòng)，或是憤怒的女權(quán)主義正在興起？而恰恰是這種反應(yīng)阻礙了你向女性學(xué)習(xí)如何讓自己更成功。如果你是一名女性，或者女權(quán)主義者，你會(huì)反對(duì)女性通常比男性更有可能展現(xiàn)女性特征的觀點(diǎn)嗎？這正是普通女性比普通男性更有領(lǐng)導(dǎo)潛力的原因。? ? ?

At the end of the day, the only controversial aspect of our views is the notion that increasing female representation in leadership would augment rather than reduce meritocracy. The best gender equality intervention is to focus on equality of talent and potential — and that only happens when we have gender-equal leadership to enable men to learn different leadership approaches from women as much as women have always been told to learn leadership approaches from men. This article is a short cut. Men, these lessons accelerate your leadership development. Women, these are the reasons why you should have been leaders already and why you should demand what you deserve now.

歸根結(jié)底，我們觀點(diǎn)中唯一有爭(zhēng)論的方面是，增加女性在領(lǐng)導(dǎo)層中的代表性將會(huì)增加而不是減少優(yōu)秀的領(lǐng)導(dǎo)。最佳的性別平等干預(yù)措施是關(guān)注天賦和潛力的平等——只有當(dāng)我們擁有性別平等的領(lǐng)導(dǎo)力，就像女性總是被告知向男性學(xué)習(xí)領(lǐng)導(dǎo)力方法一樣，讓男性能夠向女性學(xué)習(xí)不同的領(lǐng)導(dǎo)力方法時(shí)，這種情況才會(huì)發(fā)生。這篇文章是一條捷徑。男性們，這些經(jīng)驗(yàn)幫助你發(fā)展你的領(lǐng)導(dǎo)力。女性們，這就是為什么你們本應(yīng)該成為領(lǐng)導(dǎo)者，為什么你們現(xiàn)在應(yīng)該追求你們本應(yīng)得到的。

關(guān)鍵詞：領(lǐng)導(dǎo)力

托馬斯·查莫羅-普雷姆齊奇、辛迪·蓋洛普 | 文

托馬斯·查莫羅-普雷姆齊奇是曼氏集團(tuán)的首席人才科學(xué)家，倫敦大學(xué)學(xué)院和哥倫比亞大學(xué)的商業(yè)心理學(xué)教授，哈佛大學(xué)創(chuàng)業(yè)金融實(shí)驗(yàn)室的助理。他是《為什么這么多無能的人成為領(lǐng)導(dǎo)者（如何改善這種情況）》一書的作者，他也圍繞此進(jìn)行了TEDx的演講。辛迪·蓋洛普是互動(dòng)營(yíng)銷軟件If We Ran The World(《哈佛商業(yè)評(píng)論》曾進(jìn)行案例研究)和Make Love Not Porn的創(chuàng)始人兼首席執(zhí)行官。

閆旭彥 | 譯? 周強(qiáng) | 編校