領(lǐng)導(dǎo)藝術(shù)

內(nèi)容概要

　　領(lǐng)導(dǎo)藝術(shù)是領(lǐng)導(dǎo)者個(gè)人素質(zhì)的綜合反映，是因人而異的。黑格爾說(shuō)過(guò)：“世界上沒有完全相同的兩片葉子”，同樣也沒有完全相同的兩個(gè)人，沒有完全相同的領(lǐng)導(dǎo)者和領(lǐng)導(dǎo)模式。有多少個(gè)領(lǐng)導(dǎo)者就有多少種領(lǐng)導(dǎo)模式。

書籍目錄

INTRODUCTION
The Human-Relations Revolution
1 Finding the Leader in You
2 Starting to Communicate
3 Motivating People
4 Expressing Genuine Interest in Others
5 Seeing Things from the Other
 Person's Point of View
6 Listening to Learn
7 Teaming Up for Tomorrow
8 Respecting the Dignity of Others
9 Recognition, Praise, and Rewards
10 Handling Mistakes, Complaints, and Criticism
11 Setting Goals
12 Focus and Discipline
13　Achieving Balance
14 Creating a Positive Mental Attitude
15 Learning Not to Worry
16 The Power of Enthusiasm
CONCLUSION
Making It Happen

章節(jié)摘錄

　　Fred Wilpon is the president of the New York Mets baseball team. One afternoon Wilpon was lead- ing a group of school children on a tour of Shea Sta- dium. He let them stand behind home plate. He took them into the team dugouts. He walked them through the private passage to the clubhouse. As the fmal stop on his tour， Wilpon wanted to take the students into the stadium bull pen， where the pitchers warm up.　　But right outside the bull pen gate， the group was stopped by a uniformed security guard.　　"The bull pen isn't open to the public，" the guard told Wilpon， obviously unaware of who he was. "I'm sorry， but you can't go out there." .　　Now， Fred Wilpon certainly had the power to get what he wanted right then and there. He could have berated the poor security guard for failing to recog- nize such an important person as himself. With a dra- matic flourish， Wilpon could have whipped out his top-level security pass and shown the wide-eyed chil- dren how much weight he carried at Shea.　　Wilpon did none of that. He led the students to the far side of the stadium and took them into the bull pen through another gate.　　Why did he bother to do that？ Wilpon didn't want to embarrass the security guard. The man， after all， was doing his job and doing it well. Later that af- ternoon WOpon even sent off a handwritten note， thanking the guard for showing such concern.　　Had Wilpon chosen mstead to yell or cause a　　scene， the guard might well have ended up feeling re-sentful and no doubt his work would have suffered as a result. Wilpon's gentle approach made infmitely more sense. The guard felt great about the compli-ment. And you can bet he'll recognize Wilpon the next　　time the two of them happen to meet.　　Fred Wilpon is a leader and not just because of the title he holds or the salary he earns. What makes　　him a leader of men and women is how he has learn-ed to mteract.　　In the past people in the business world didn't　　give much thought to te true meaning of leadership.　　The boss was the boss， and he was in charge. Period.　　End of discussion.　　Well-run companies-no one ever spoke about "Well-led companies"-were the ones that operated　　in almost military style. Orders were delivered from a-bove and passed down through the ranks.　　……

圖書封面

圖書標(biāo)簽Tags

無(wú)

評(píng)論、評(píng)分、閱讀與下載

---

    領(lǐng)導(dǎo)藝術(shù) PDF格式下載

---