Six Dimensional Leadership Such As Vision And Values

　　 Six dimensional leadership It is our team's new interpretation of leadership. The six dimensional leadership model was initially formed in 2003. The six dimensional company constantly studied and analyzed the leading genes in excellent leaders and successful enterprises in the EMBA education all the year round. At the same time, it often led domestic entrepreneurs to visit overseas famous enterprises, and did deep research and Exploration on companies such as IBM and GE. These exceptions are great organizations with strong leadership and perfect leadership quality models. At the same time, there are direct ideological collisions between professor Gulati and Professor Evans in Boston and Professor Schultz. In these processes, we have constantly revised and improved the definition of leadership. At present, leadership is defined as six dimensions:

　 First dimension: Vision

Set up the right organizational vision Tell your followers, where we come from, where we are going, and how closely the organization vision is to the interests of members, what kind of places we are going to take to them, what they are in that place and where their future lies.

The vision is to plan the future and point out the direction. If there is no direction, no one will go down with you. If the organization does not have a vision, the team members will not have any goals, no goals, no efforts, no organization will have any performance. A good leader must set a clear direction for the organization, and let the team feel a sense of sublime. At the same time, he will understand his role and value, and what kind of personal promotion or dignity and reward he can achieve in the process of achieving his goals. A good vision will make your team full of high morale and mental state.

　 The second dimension: Values

Leaders should establish values based on principles and lofty ideals, establish moral superiority, and practise their efforts to gradually build up an integrated value system that is conducive to organizational goals, such as customer first, achievement of others, and success of subordinates.

Without ethics and moral standards, it is impossible to be truly leadership. Leaders must follow the highest moral standards and standards of conduct so as to continue to gain trust in society and organizations. Collins and Paule have repeatedly stressed the importance of core values in the evergreen industry: "this defines an organization's enduring characteristics", and "the most important contribution of the founders of Visionary Companies is the core idea." The key is how to proceed from the individual level to the organizational level. The values should start from the leader's personal values, externalized into behavior and interpersonal interaction, and injected into the organization. The core values of enterprises are "organizational rewriting" of the values of enterprise leaders. And values are closely related to the vision of the organization. If vision is the destination, values are paths and rules. Without the path and rules, we will not be able to achieve the goal of our leadership. Leaders need three ways, namely, vision communication, enterprise culture and management system, to externally organize the core values of the organization to every corner of the organization, and ultimately form the self-management of subordinates and employees.
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　 The third dimension: Communication

Accurate information is the premise of effective leadership. Communication ability is the necessary ability of leaders to transmit vision and values, and is also the foundation for establishing respect and trust. Leaders should have the ability of two-way communication, be good at listening and good feedback, and grasp effective means of praise and criticism.

Leadership is influence. Jack Welch says his leadership is to keep communicating. Besides the influence of statutory power, influence should be established on the basis of communication influence, enlarge the open quadrant through communication window, establish trust between the lower and the lower level through communication, grasp the smart rule in communication, and understand the goal of communication, making it specific, measurable, attainable, relevant, time-based.

At the same time, we should learn to listen and be fully able to accept others' opinions. No matter whether the opinions of the subordinates are right or wrong, we must express our gratitude and establish a smooth source of information. Feedback must be given to the behavior of the organization, effective feedback can guide and modify the behavior of the team, and feedback is divided into positive feedback and negative feedback, that is, praise and criticism. The purpose of praising subordinates is to strengthen his behavior, tell him why he has done well and stick to the advantages of doing so; criticize subordinates must be based on facts and feelings, criticize them based on facts, not be able to criticize their hearts, and not be able to have emotions and prejudices. The criticism based on facts and emotions can convince him more, and then modify his behavior, so that he can make efforts in the right direction. Good communication leadership, communication should be based on respect and equality.

　　 The fourth dimension: authorization

Giving work to others is not only the achievement of others, but also the emancipation of oneself. Empowerment is the right to solve problems and effective control. Empowerment is an important part of leadership, but how to delegate is more important. Effective empowerment can greatly enhance leadership.

Many leaders expect to achieve full empowerment in the leadership process and enjoy empowerment after the management study. But after the authorization, many leaders soon discovered new problems, such as: the authorized person is unable to complete the work, or the authorized person is making use of the right, causing the organization to be chaotic, so that many leaders finally choose to go back to the road, implement centralized management, put their rights in their own hands, continue to implement office politics, carry out checks and balances of rights, and low efficiency. Whether authorization or authorization should be analyzed according to different situations. Six dimensional leadership believes that empowerment must be based on the fact that the authorized person must first be unified in his values and be able to understand the principles of the leadership's authorization and advocacy. He also has the ability to solve problems independently within the scope of authorization. After the authorization, we still need to give help and support. The situational leaders put forward the four stages of authorization: the instruction stage, the encouragement stage, the support stage and the authorization stage. The idea of Situational Leadership helps us solve this problem. Effective empowerment can enhance the leader's leadership and promote the organization's growth to meet the development requirements.
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　　 The fifth dimension: Decision Making

Decision making should be based on correct values, accurate market information and professional ability, so that it is especially important for people to understand the decisions of consumers and competitors. Many leaders often make mistakes in decision-making due to insufficient participation in decision-making, and grasp the correct decision-making methods and improve the accuracy of decision-making, which is an important part of enhancing leadership and influence.

Leaders are faced with three main decisions. Forward-looking decision making Transactional decision making and crisis decision making are the guarantee of team confidence. The traditional leaders and leaders emphasize too much on the personal courage and vision of leaders, and create an omnipotent role. A decision is often made by intuition, personal knowledge and experience without team involvement; the other may ask some employees' opinions before making decisions, but do not tell the purpose of the inquiry, and then make decisions based on these information. Allowing democracy to participate in decision-making is a great challenge for Eastern leaders' decision-making habits. The six dimensional leadership decision model is: when leaders need to make decisions, they call the key members of the decision-making area to show the purpose of decision making, so that everyone can put forward their own views and suggestions. Leaders only play the role of encouraging speeches and guiding discussions, so that different opinions can stir up better opinions. Finally, when leaders combine their opinions with their own in-depth thinking, they can make decisions and explain the final decisions and reasons to the competent supervisors. This model has three advantages: promoting team integration; exploring the best decision plan; and improving executive power.

　　 Sixth dimensions: Innovation

The last aspect of the six dimensional leadership is innovation. In the process of achieving leadership, we always face the continuous leadership dilemma and management problems. The system must be constantly updated, the objectives are constantly adjusted, and the vision and values should also keep pace with the times. Innovation is the process of continuous optimization of leadership and the guarantee for the continuous improvement of leadership.

Promoting organizational innovation is the necessary ability of leaders. Leaders do not have the ability to innovate, and organizations can not generate systematic innovation. Other systems free innovations, including some ideas, are of little significance. Innovation in the six dimension leadership requires leaders to have forward-looking innovation ability. In the different stages of enterprise development, according to the external operating environment and the current situation of internal corporate culture, we constantly put forward new innovative objectives, leading enterprises to take the lead in the industry, and achieve sustained competitive advantage by promoting innovation. How to achieve forward-looking innovation? This requires leaders to carefully design innovative networks, implement and manage the network. In the network design, we should choose a reasonable staff mix and balance point. Leaders should not regard innovation as a personal goal, but instead should regard innovation as the core of strategy. External forward-looking innovation includes strategic innovation, management process innovation, product innovation, marketing mode innovation, customer service innovation, etc. external innovation requires smooth information channel. Internal forward-looking innovation includes communication mode innovation, personnel training and innovation, and internal innovation requires listening to different voices.

The six dimensional leadership points out that a good leader must first establish a great vision for the organization and set up a correct and clear sense of values. These two dimensions need leaders to create; secondly, grasp the skills of communication and empowerment; these two dimensions are the tools of leadership, which can be continuously learned and improved; then, decisions are made, and the ability to integrate thinking and logical thinking should be cultivated in decision-making. Innovation requires us to constantly reflect on the development of the five dimensions in the front, constantly update and optimize, so that no matter what circumstances, leaders can have strong influence and appeal to lead the organization to face development and change.