领导者该如何将“刺头”下属转化为“攻坚能手”
发布时间：2018-10-11 15:09
【摘要】：正组织想要实现自我的永久存续,离不开不断创新突破的思想与持续发展的行为动力,这就涉及组织重要组成部分——个体人的思想与行为创新发展和彼此间的协调合作,即在引导者的领导之下朝着既定目标统一行动、共同努力。但现实中却总存在这样一类人,他们个性鲜明、我行我素却又能力超强。在领导者的指令发出后,他们总是会首先以质疑甚至是"唱反调"的姿态出现在组织群体中,成为无法第一时间听从指挥的"刺头"下属。单从"刺头"下属的行为和做事风格来看,我们并不倡导这种"带刺"行为在组织中的蔓延,但我们同时也必
[Abstract]:If a positive organization wants to realize the permanent existence of itself, it cannot leave the thought of continuous innovation and breakthrough and the motive force of sustained development, which involves the important component of the organization-the innovation and development of individual person's thought and behavior, and the coordination and cooperation among them. That is, under the leadership of the guide to the goal of the unity of action, joint efforts. But in reality, there is always such a person, they have a distinct personality, but the ability to do their own thing. When a leader's command is given, they always appear in a group of organizations in the first place, questioning or even "disagreeing", becoming "prickly" subordinates who cannot take command in the first place. We do not advocate the spread of this "prickly" behavior in the organization from the perspective of the behavior and style of the "bayonet" subordinates, but we must also at the same time promote the spread of the "prickly" behavior in the organization.
【作者单位】： 曲阜师范大学;
【分类号】：C933
本文编号：2264510
[Abstract]:If a positive organization wants to realize the permanent existence of itself, it cannot leave the thought of continuous innovation and breakthrough and the motive force of sustained development, which involves the important component of the organization-the innovation and development of individual person's thought and behavior, and the coordination and cooperation among them. That is, under the leadership of the guide to the goal of the unity of action, joint efforts. But in reality, there is always such a person, they have a distinct personality, but the ability to do their own thing. When a leader's command is given, they always appear in a group of organizations in the first place, questioning or even "disagreeing", becoming "prickly" subordinates who cannot take command in the first place. We do not advocate the spread of this "prickly" behavior in the organization from the perspective of the behavior and style of the "bayonet" subordinates, but we must also at the same time promote the spread of the "prickly" behavior in the organization.
【作者单位】： 曲阜师范大学;
【分类号】：C933
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