柔韌領導：數(shù)智時代的六大領導力原則

第1章 數(shù)智時代下的柔性優(yōu)勢········································1
市場為何呼喚柔性·····················································2
1．企業(yè)中的人文關懷··········································2
2．情懷也是生產(chǎn)力·············································3
3．治愈萬物的柔性力··········································4
柔性領導力的概念·····················································6
1．更為人性化的管理··········································7
2．重視傾聽的作用·············································8
3．鼓勵參與式?jīng)Q策·············································9
4．關注社會效益···············································10
5．創(chuàng)建多元性中的和諧關系································11
6．長期主義的導向············································12
7．理性與感性的結合·········································13
柔性領導力的普適性·················································14
1．當領導者為男性時·········································14
2．當領導者為女性時·········································15
3．雌雄同體的領導者·········································16
4．家庭場景中的剛與柔······································18
第2章 上善若水的領導力·············································21
水哲學與領導力的聯(lián)想·············································22
中國的水哲學··························································24
1．弱之勝剛，柔之勝剛······································24
2．道法自然，大道至簡······································26
3．潤物無聲，善行無痕······································27
4．君子如水，隨方就圓······································29
水的形態(tài)——六個領導力原則·····································31
1．海洋般的包容原則·········································32
2．河流般的協(xié)作原則·········································34
3．湖水般的共情原則·········································35
4．瀑布般的賦能原則·········································36
5．雨水般的利他原則·········································37
6．水滴般的堅韌原則·········································38
第3章 海洋般的包容原則·············································40
博覽天下的視野·······················································42
1．打造前瞻性思維············································43
2．全球化的站位···············································47
3．指引方向的能力············································51
海納百川的胸懷·······················································52
1．兼容并蓄的人才管理······································53
2．打造平等包容的文化······································56
擁抱變化的格局·······················································59
1．永遠不變的是變化·········································60
2．打破創(chuàng)新的障礙············································62
實踐建議································································65
第4章 河流般的協(xié)作原則·············································69
共生思維是躍進的起航點··········································71
1．打破組織邊界···············································73
2．信任是共贏的基礎·········································74
3．真誠是最強的連接紐帶···································78
協(xié)作造就協(xié)同效應····················································80
1．將員工凝聚在一起·········································81
2．搭建核心團隊···············································84
3．招攬?zhí)煜掠⒉艦榧河?middot;·····································86
4．善待員工，人才才會源源不斷··························88
滋養(yǎng)組織走向共贏····················································91
1．己欲達而達人的人才理念································91
2．精神與物質(zhì)的兼容并蓄···································92
3．與社會環(huán)境共融共生······································94
實踐建議································································96
第5章 湖水般的共情原則···········································100
冷靜是領導的必bei特質(zhì)···········································102
1．處變不驚的能力··········································103
2．面對困難時做正確的事·································105
做一位有共情思維的領導者·····································106
1．同理心——從員工角度看問題························107
2．換位思考——從老板視角看問題·····················108
3．共情換來相互成就·······································110
透明化溝通——反思和反饋的重要性··························113
1．像鏡子一樣反思自省····································113
2．打造積極的反饋文化····································117
3．真誠開放的溝通加強組織認同感·····················120
實踐建議······························································122
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