谦逊领导力 / Humble Leadership

「释义」

谦逊是管理学学者日益感兴趣的一个话题，研究表明，谦逊的领导者能培养更具协作性的高层团队，为参与式领导做出表率，并增加组织内的信息共享。一项新的研究还发现了另一个好处：谦逊领导者领导的公司在股市的表现更好。

「应用场景」

正如我在新书《活在工作中》中所阐述，有很多方法可以做到这一点。但最好的方法之一是采取服务型领导的谦逊心态。服务型领导认为自己的关键角色是在员工探索和成长的过程中为他们服务，在他们探索和成长的过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.

简单来说，服务型领导谦逊、有勇气和洞察力，承认自己可以从权力不如自己的其他人的专业知识中获益。他们积极寻求员工的想法和独特贡献。服务型领导创造一种学习文化，在这个环境中鼓励追随者达到最好的状态。

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.

谦逊和服务型领导并不意味着领导者自卑。相反，服务型领导强调领导者的责任是提高追随者的主人翁意识、自主性和责任感——鼓励他们自己思考，尝试自己的想法。

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

编辑：马冰仑