讨喜领导力 / Likership

「释义」

与传统认知相反，讨喜度与领导力并不对立。受人喜爱是有效领导配方中一个关键成分。讨喜的领导被认为真诚、有变革精神、有道德；与其共事让团队体验到更大的幸福感，并有更高水平的表现。

「应用场景」

2007年底，我们中的一位，查恩，身处科威特比林军营，准备驾驶基奥瓦勇士直升机飞越伊拉克边界。科威特是美军士兵部署战场之前完成所有必要训练的中转地，其唯一危险的地方是沙地，这里沙子又深又细，走起路来迟缓沉重。一天早上，在涉沙前往机场的途中，查恩看到一块牌子，上面写着：“我们需要的是领导力，不是讨喜度。”

In late 2007, one of us, Charn, found himself in Camp Buehring, Kuwait, preparing to fly a Kiowa Warrior helicopter over the Iraqi border. Kuwait is a stopover where U.S. soldiers finish all required training just prior to deploying into combat. The only treacherous part of Kuwait is the sand — it is deep and very fine so walking is slow and cumbersome. One morning, as he waded through the sand on the way to the airfield, he saw a sign proclaiming, “We Need leadership, Not Likership.”

他这样描述自己当时的反应：身为即将第一次带兵打仗的年轻中尉，我很清楚自己曾接受过的教导——领导气质不是指被人喜欢，而是赢得你部下的尊重和信任。可是我还是认为讨人喜欢大有其价值。努力实现这种三位一体的领导能力是有难度的。然而，这块牌子十分明确地表明，军队秉持的是传统的领导原则，而这不包括“讨喜本事”。

He describes his reaction this way:

As a young lieutenant about to lead soldiers in combat for the first time, I knew what I had been taught — leadership was not about being liked, but instead about earning the respect and trust of your followers. But I still thought there was a lot of value in being liked. Striving to achieve this leadership trinity was difficult. Yet, it was abundantly clear, and crystallized by the presence of this sign, that the Army espoused traditional leadership principles, and that did not include “likership.”

《“讨喜”领导力》

查恩·麦卡利斯特，谢里·莫斯，马克·马丁科

2020年1月刊

“Why Likable leaders Seem More Effective”

by Charn McAllister , Sherry Moss and Mark J. Martinko

编辑：马冰仑