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佛格森:领导者与管理者有何不同
添加时间:2015-11-10 18:56:10 浏览次数: 作者:未知
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  • “My job was to make everyone understand that the impossible was possible. That’s the difference between leadership and management,” reads the back cover of Alex Ferguson’s new book, Leading .

    “我的工作就是让所有人都明白,世上没有不可能之事。这是领导与管理之间的不同,”亚历克斯弗格森爵士(Sir Alex Ferguson)的新书《领导力》(Leading)的封底上写道。

    It’s hard to think of a business idea that has had more sticking power than the distinction between leadership and management. And, as with most simple but powerful notions, the dichotomy is part caricature, part resonant1 truth. We have come to use it as a shorthand to distinguish the noble from the slavish, the outstanding from the ordinary, the good from the bad. “The manager is a copy; the leader is an original,” said Warren Bennis, the business scholar.

    很难想出一种比领导与管理的区别更引人探讨的商业理念。正如多数简单但有影响力的概念一样,对二者的区分部分是夸大其词,部分蕴含着可以引起共鸣的真理。我们已经将二者的区别当作一种区分高贵与卑贱、卓越与普通、好与坏的简略方式。“管理者只是副本;领导者才是正本,”商业学者沃伦本尼斯(Warren Bennis)说。

    Archetypes persist because they convey valuable lessons, but they are myths nonetheless and it’s instructive to trace this one back to its origins.

    一些原始概念经久不衰是因为它们可以传递宝贵的经验,但它们是错误的。不过对区分领导和管理的做法追本溯源还是具有启发意义的。

    It started with sociologist2 Max Weber, who distinguished3 between forms of authority. “Rational-legal authority” is impersonal4, based on rules and hierarchical relations that limit personal discretion5. “Charismatic authority” is personal, based on exceptional individual qualities, insight or accomplishments6, which inspire followers7.

    最早区分领导与管理的是社会学家马克斯韦伯(Max Weber),他对权威的不同形式进行了区分。“法理权威”(rational-legal authority)是非个人的,建立在限制个人自由裁量权的规则和等级关系的基础上。“魅力型权威”(charismatic authority)属于个人,基于那些能够唤起追随者的非同一般的个人能力、洞察力或成就。

    In the 1970s Abraham Zaleznik, a Harvard Business School professor who was also a psychoanalyst, personalised the distinction. Leaders and managers, he argued, are different sorts of people, driven by different anima. Leaders thrive on risk, think long term and dislike structure; they provoke strong emotions in followers: love and hate, admiration8 and resentment9. Managers thrive on process; they seek order, control and rapid resolution. Zaleznik worried that too many companies favoured collaboration10, stifling11 “the aggressiveness and initiative that fuel leadership”.

    上世纪70年代,哈佛商学院(Harvard Business School)教授、精神分析学家亚伯拉罕丠莱兹尼克(Abraham Zaleznik)为这种区分赋予了个性特征。他认为,领导者与管理者是不同种类的人,受不同的灵魂所驱使。领导者乐于冒险,考虑长远,不喜欢规矩;他们可以在追随者中激发起强烈的情感:爱与恨、钦佩与怨愤。管理者循规蹈矩;他们追求的是秩序、控制以及快速解决方案。扎莱兹尼克担忧,太多的公司都更偏爱协作,扼杀了“推动领导力的进取精神和主动性”。

    The next generation of business scholars, who blamed the competitive decline of US industry on an insularity12 bred of over-management, repurposed the distinction. Among the most influential13, John Kotter saw management and leadership as different kinds of work, not different kinds of people. Management aims to ensure efficiency through routine planning, organising and co-ordinating; leadership aims to create change by envisioning a better future, aligning14 those who can make it happen, or block it, and inspiring them to do it.

    将美国产业竞争力下降归咎于狭隘的过度管理的下一代商业学者,重新定义了这种区别。约翰科特(John Kotter)是其中最具影响力的学者之一,他将管理和领导视为不同种类的工作,而非不同种类的人。管理旨在通过例行规划、组织和协调确保效率;领导的目的是创造改变,通过设想更美好的未来,找到能够实现(或阻止)这种未来的人,启发他们去实现。

    Most organisations, Professor Kotter argued, require a mix of both, the right dose depending on context: the more complexity16 — more products, geographies, units — the more management is needed; the more volatile17 the environment, the more leadership is required. He brought the concepts back in line with Weber by focusing on the levers available to executives rather than on their personalities18.

    科特教授认为,大多数组织都需要两者的结合,怎样结合更有效依赖于具体情况:情况越复杂——产品、涉及地域和机构越多——就越需要管理;而组织所处环境越不稳定时,越需要领导。他将这些概念带回到了韦伯的范畴,专注于高管可利用的手段而非他们的个性。

    When managing, one works within one’s sphere of formal authority; when leading, one influences and motivates outside and beyond, since many crucial stakeholders are external.

    进行管理时,人们在自己的正式职权范围内工作;当进行领导时,则是在正式职权范围之外发挥影响和激励作用,因为许多至关重要的利益攸关者都在组织外部。

    Unfortunately, Prof Kotter’s blockbuster case studies of a day in the life of two contrasting Xerox19 managers — “Fred” and “Renn” — immortalised the less-nuanced notion of manager and leader as personality types with one clearly less attractive than the other.

    遗憾的是,科特教授对施乐(Xerox)两名差别很大的管理者——“弗雷德”(Fred)和“雷恩”(Renn)——一天的生活进行的轰动性案例研究,再次见证了管理者与领导者作为人格类型的差别并不大,因为其中一位明显比另一位缺乏吸引力。

    “The distinction is crude,” Patrick Cescau, former Unilever chief executive and InterContinental Hotels Group chairman, told me as he prepared for a recent talk at Insead.

    “这样的区分是粗陋的,”联合利华(Unilever)前首席执行官、现任洲际酒店集团(InterContinental Hotels Group)董事长夏思可(Patrick Cescau)对我说,当时他正在为近期到欧洲工商管理学院(Insead)发表的演讲做准备。

    “Take any five leading firms and look at their strategies,” he said, “they are all the same. It’s putting the strategy into action, embedding20 it in the fabric21 of the organisation15 and making it happen that is hard. For that you also need managerial qualities.”

    “随便找5家领先的公司,看看他们的战略,”他说,“它们都是相同的。真正困难的在于,将战略转化为行动,将其嵌入组织的每一部分,并使战略实现。要做到这些,你还需要管理才能。”

    Sir Alex’s co-author, Michael Moritz of Sequoia22 Capital, has also told me: “Leaders do what they think is right...琠栀攀 ability to resist [doing what others expect of them] is the difference between being a manager and being a leader.”

    亚历克斯弗格森爵士的合著者、红杉资本(Sequoia Capital)的迈克尔莫里茨(Michael Moritz)也对我说:“领导者做他们认为正确的事……是否有能力抵制(做别人期望他们做的事)是管理者与领导者之间的区别。”

    But organisations succeed when large numbers of people, not only the top brass23, do what they think is right. That is why ultimately the only way to change an organisation is by institutionalising desired behaviours in processes, systems and structures. Look closely inside any high performing company led by even the most “Zaleznikian” of CEOs and you will find leaders who manage and managers who lead.

    但是,当许多人(不仅是高层)做他们认为正确的事时,组织能够成功。这就是为什么最终改变组织的唯一方式,是在流程、制度和结构上将理想中的行为制度化。仔细观察任何高绩效公司内部——即使它们是在最符合扎莱兹尼克定义的首席执行官的领导下——你会发现既有从事管理的领导者也有从事领导的管理者。

     11级    双语 


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    1 resonant [ˈrezənənt] TBCzC   第10级
    adj.(声音)洪亮的,共鸣的
    参考例句:
    • She has a resonant voice. 她的嗓子真亮。
    • He responded with a resonant laugh. 他报以洪亮的笑声。
    2 sociologist [ˌsəʊsiˈɒlədʒɪst] 2wSwo   第7级
    n.研究社会学的人,社会学家
    参考例句:
    • His mother was a sociologist, researching socialism. 他的母亲是个社会学家,研究社会主义。
    • Max Weber is a great and outstanding sociologist. 马克斯·韦伯是一位伟大的、杰出的社会学家。
    3 distinguished [dɪˈstɪŋgwɪʃt] wu9z3v   第8级
    adj.卓越的,杰出的,著名的
    参考例句:
    • Elephants are distinguished from other animals by their long noses. 大象以其长长的鼻子显示出与其他动物的不同。
    • A banquet was given in honor of the distinguished guests. 宴会是为了向贵宾们致敬而举行的。
    4 impersonal [ɪmˈpɜ:sənl] Ck6yp   第8级
    adj.无个人感情的,与个人无关的,非人称的
    参考例句:
    • Even his children found him strangely distant and impersonal. 他的孩子们也认为他跟其他人很疏远,没有人情味。
    • His manner seemed rather stiff and impersonal. 他的态度似乎很生硬冷淡。
    5 discretion [dɪˈskreʃn] FZQzm   第9级
    n.谨慎;随意处理
    参考例句:
    • You must show discretion in choosing your friend. 你择友时必须慎重。
    • Please use your best discretion to handle the matter. 请慎重处理此事。
    6 accomplishments [ə'kʌmplɪʃmənts] 1c15077db46e4d6425b6f78720939d54   第8级
    n.造诣;完成( accomplishment的名词复数 );技能;成绩;成就
    参考例句:
    • It was one of the President's greatest accomplishments. 那是总统最伟大的成就之一。
    • Among her accomplishments were sewing,cooking,playing the piano and dancing. 她的才能包括缝纫、烹调、弹钢琴和跳舞。 来自《现代英汉综合大词典》
    7 followers ['fɔ:ləʊəz] 5c342ee9ce1bf07932a1f66af2be7652   第7级
    追随者( follower的名词复数 ); 用户; 契据的附面; 从动件
    参考例句:
    • the followers of Mahatma Gandhi 圣雄甘地的拥护者
    • The reformer soon gathered a band of followers round him. 改革者很快就获得一群追随者支持他。
    8 admiration [ˌædməˈreɪʃn] afpyA   第8级
    n.钦佩,赞美,羡慕
    参考例句:
    • He was lost in admiration of the beauty of the scene. 他对风景之美赞不绝口。
    • We have a great admiration for the gold medalists. 我们对金牌获得者极为敬佩。
    9 resentment [rɪˈzentmənt] 4sgyv   第8级
    n.怨愤,忿恨
    参考例句:
    • All her feelings of resentment just came pouring out. 她一股脑儿倾吐出所有的怨恨。
    • She cherished a deep resentment under the rose towards her employer. 她暗中对她的雇主怀恨在心。
    10 collaboration [kəˌlæbəˈreɪʃn] bW7yD   第7级
    n.合作,协作;勾结
    参考例句:
    • The two companies are working in close collaboration each other. 这两家公司密切合作。
    • He was shot for collaboration with the enemy. 他因通敌而被枪毙了。
    11 stifling ['staifliŋ] dhxz7C   第9级
    a.令人窒息的
    参考例句:
    • The weather is stifling. It looks like rain. 今天太闷热,光景是要下雨。
    • We were stifling in that hot room with all the windows closed. 我们在那间关着窗户的热屋子里,简直透不过气来。
    12 insularity [ˌɪnsjʊ'lærətɪ] insularity   第12级
    n.心胸狭窄;孤立;偏狭;岛国根性
    参考例句:
    • But at least they have started to break out of their old insularity. 但是他们至少已经开始打破过去孤立保守的心态。
    • It was a typical case of British chauvinism and insularity. 这是典型的英国沙文主义和偏狭心理的事例。
    13 influential [ˌɪnfluˈenʃl] l7oxK   第7级
    adj.有影响的,有权势的
    参考例句:
    • He always tries to get in with the most influential people. 他总是试图巴结最有影响的人物。
    • He is a very influential man in the government. 他在政府中是个很有影响的人物。
    14 aligning [ə'laɪnɪŋ] f24e40acf49c4786ebeaa4768c1e490c   第8级
    n. (直线)对准 动词align的现在分词形式
    参考例句:
    • There are signs that the prime minister is aligning himself with the liberals. 有迹象表明首相正在与自由党人结盟。
    • ToolTips provide textual hints that assist in drawing lines and aligning objects. 工具提示提供了协助画线和对象对齐的文本提示。 来自About Face 3交互设计精髓
    15 organisation [ˌɔ:gənaɪ'zeɪʃən] organisation   第8级
    n.组织,安排,团体,有机休
    参考例句:
    • The method of his organisation work is worth commending. 他的组织工作的方法值得称道。
    • His application for membership of the organisation was rejected. 他想要加入该组织的申请遭到了拒绝。
    16 complexity [kəmˈpleksəti] KO9z3   第7级
    n.复杂(性),复杂的事物
    参考例句:
    • Only now did he understand the full complexity of the problem. 直到现在他才明白这一问题的全部复杂性。
    • The complexity of the road map puzzled me. 错综复杂的公路图把我搞糊涂了。
    17 volatile [ˈvɒlətaɪl] tLQzQ   第9级
    adj.反复无常的,挥发性的,稍纵即逝的,脾气火爆的;n.挥发性物质
    参考例句:
    • With the markets being so volatile, investments are at great risk. 由于市场那么变化不定,投资冒着很大的风险。
    • His character was weak and volatile. 他这个人意志薄弱,喜怒无常。
    18 personalities [ˌpɜ:sə'nælɪtɪz] ylOzsg   第12级
    n. 诽谤,(对某人容貌、性格等所进行的)人身攻击; 人身攻击;人格, 个性, 名人( personality的名词复数 )
    参考例句:
    • There seemed to be a degree of personalities in her remarks. 她话里有些人身攻击的成分。
    • Personalities are not in good taste in general conversation. 在一般的谈话中诽谤他人是不高尚的。
    19 xerox [ˈzɪərɒks] ffPwL   第9级
    n./v.施乐复印机,静电复印
    参考例句:
    • Xerox and Lucent are two more high-tech companies run by women. 施乐和朗讯是另外两家由女性经营的大科技公司。
    • You cannot take it home, but you can xerox it. 你不能把它带回家,但可以复印。
    20 embedding [ɪm'bedɪŋ] 91dcd46b7c7d960c321ddb6c8b0ce5d1   第7级
    把…嵌入,埋入( embed的现在分词 ); 植入; 埋置; 包埋
    参考例句:
    • Data embedding in scrambled Digital video complete source code, has been tested. 数据嵌入在炒数字视频完整的源代码,已经过测试。
    • Embedding large portions of C++ code in string literals is very awkward. 将大部分C++代码嵌入到字符串中是非常笨拙的。
    21 fabric [ˈfæbrɪk] 3hezG   第7级
    n.织物,织品,布;构造,结构,组织
    参考例句:
    • The fabric will spot easily. 这种织品很容易玷污。
    • I don't like the pattern on the fabric. 我不喜欢那块布料上的图案。
    22 sequoia [sɪˈkwɔɪə] MELyo   第12级
    n.红杉
    参考例句:
    • The sequoia national forest is at the southern end of the sierra nevada range. 红杉国家公园位于内华达山脉南端尽头处。
    • The photo shows the enormous general Sherman tree in California's sequoia national park. 照片显示的是加利福尼亚州红杉国家公园内巨大的谢尔曼将军树。
    23 brass [brɑ:s] DWbzI   第7级
    n.黄铜;黄铜器,铜管乐器
    参考例句:
    • Many of the workers play in the factory's brass band. 许多工人都在工厂铜管乐队中演奏。
    • Brass is formed by the fusion of copper and zinc. 黄铜是通过铜和锌的熔合而成的。

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