【哈佛大学】领导力心理学课程概要（第24节终语笔记）-CSDN博客

本文链接：https://blog.csdn.net/Solo95/article/details/143136421

【公开课】哈佛大学：领袖心理学本·沙哈尔（全24讲）- bilibili
第24节是对全部课程的摘要和总结，英文是原版笔记，中文部分基于豆包PC版进行翻译后精校得到

第24讲终语（中文）

弄脏的手

是否有可能清白地领导、管理？
是否有可能在领导的过程中不弄脏自己的手？

不可能。

成为领导者需要弄脏自己的手。为什么呢？因为领导者常常需要在两个正确的选项中做出选择。

那么问题就来了，我们如何做出这些选择，在两个正确的选项中做出决定呢？

明确你的价值层级
对你来说最重要的事情是什么？
花时间反思
领导者应该有更多的时间来反思和坐下来思考，然而他们通常比任何人都更忙碌。
提出问题
如果这件事明天出现在《华尔街日报》上会怎么样？如果孩子们知道了会怎么想？我心目中的榜样遇到同样的事情会怎么做？

同理心

更伟大的领导者要有同理心，具备情商。同理心是情商的第一支柱。

作为领导者，你不可避免地会伤害到别人。因为你不可能一直取悦所有人。即使是最伟大的领导者也不可避免地会这样，但他会认识到这一点，对另一方表示同情，不会抛弃人性因素的一面，这一点在他或她的决策面有所体现。

领导者必须有 “美丽的敌人”。因为人们很容易轻视另外一方。

从本质而言，大家都想做好事。大多数人在做决定时，都认为自己在做正确的决定。倾听双方的意见、寻找与你意见不同的人、对另一方保持同理心是很重要的。
然后无论你做出什么决定，你可能犯了错误，也可能没有。但得出这个确定性的过程，必须走到复杂的另一面即简单。这不仅是单纯的简单，因为对于领导者来说没有简单的答案，尤其是当你的层级在不断上升时。没有容易的答案。没有简单的答案，这些都潜藏在复杂性的这一面。你的希望即是到达复杂性的另一面。

要做到这一点，你需要花时间，你需要提出问题，你需要有同理心，你需要寻找 “美丽的敌人”。这是到达复杂性另一面的唯一方法。

从更广阔的视角看问题

从更广阔的视角看问题也包括从时间上看大局。所以既要在时间上，也要在空间上。

既要从空间上考虑同时发生的其他事情，也要从时间上考虑它会导致什么，它会有什么长期后果。

领导者不可避免地会犯错误。然而，为了尽量减少犯错的可能性，仅仅基于一个事件做出情绪化的决策是不好的，而基于大局做出更理性的决定，虽然不容易但很重要。

领导力不可避免的代价

最后，这是关于做出决定并认识到最终你将为决定付出代价。

领导力是有必然代价的。做出这些艰难的决定不是胆小之人能做到的。但如果这是你的真理，你就需要信念。

领导者不能是相对主义者。
领导者在做决定时必须有信念，并且必须认识到这是有代价的，而且是必然有代价的。

领导力的必然代价

做错事的痛苦
犯错的痛苦
遭受反对的痛苦

代价：

即使他们没有犯错，他们仍然会伤害别人。
领导者在两个正确的选项中选择了相对错误的那个选项。
即使大多数人喜欢你这个领导者，也仍然会有反对者。

因为如果每个人都喜欢你所做的事情，那就不需要伟大的领导了。因为伟大的领导往往是违背常规的，至少在一开始是这样。

你不可能一直取悦所有人。如果你做到了，那就意味着作为领导者，你要么在做不需要伟大的事情，要么在做错事。

不可避免地，伟大的领导者必须做出艰难的决定，这会让一些人不满，所以领导者必须有很厚的脸皮。

为什么要成为领导者

那么为什么仍要成为领导者呢？有些人会说，是为了权力，为了威望。
这是很多人成为领导者的一个原因。但这不能带来长期的成功，也不会让领导者变得伟大。

最终，只有一件事，而且只有这一件事能推动伟大的领导，成就伟大的领导者。
那就是想要有所改变的愿望。

当我们谈到领导力培养时，我们还处于婴儿期，我认为他是对的（前面的课程提到的一个研究领导力的心理学家讲的一个观念，虽然我们对领导力有很多研究，但是我们对领导力培养一无所知）。
他是对的，因为一方面这个领域还没有很大的发展，另一方面领导力的发展最终来自一个人的内部，因而很难教授关于领导力培养的理论。

领导力发展即是个人发展

古代想要在天下彰显美德的人，先治理好自己的国家。想要治理好国家，先整顿好自己的家庭。想要整顿好家庭，先修养自身。
—— 孔子
成为领导者的过程与成为一个完整的人的过程非常相似。对于领导者和任何完整的人来说，生活本身就是事业。
—— Warren Bennis

多面思维

多面思维，在仅谈对立思维时，也被称为悖论思维

悖论思维要求我们接受一个对立统一的世界观，这样我们才能清楚地、完整地看待世界…… 最终的效果是一个比非此即彼的思维方式所创造的一个更复杂、更令人困惑的世界，但非此即彼的简单只是死亡的沉闷。当我们统一在一起思考时，我们会在世界、在我们的学生和我们自己身上找回生命力。
—— Parker Palmer

健康的统一

个人与时势
民主与专制
教条主义与相对主义
强硬与和善

教练模式

无条件接受（Car Rogers）

基于无条件接受和欣赏式探寻，领导发展体现在：

日常生活
人际关系
育儿
个人发展

欣赏式探询（David Cooperrider）

欣赏式探询

从定义上讲，传统的解决问题的方法是一种把世界看成半杯水的方式。欣赏式探询是一种通过把杯子看成半满来实现组织变革的替代方法。从本质上讲，欣赏式探询与其他组织变革方法的不同之处在于它建立在有效的基础上。
—— Gail Johnson & Willilam Leavitt

欣赏式探询是关于回顾过去成功的经验，用它来激励现在，并将其应用于未来。

真实领导

认识你自己。
—— The Oracle of Delphi

最重要的是，对自己真诚，从黑夜到白天，你就不会对任何人虚伪。
—— Shakespeare
（对自己真诚，认识自己并做自己，这就是以身作则的领导力。）

好的教学不能简化为技巧：好的教学来自教师的身份和正直。
—— Parker Palmer

激情与优势的结合

找到自己拥有激情的东西和优势的东西之间的交叉点，在这个交叉点持续努力。

愿景

领导的第一个基本要素是有一个指导性的愿景。领导者清楚地知道自己在职业和个人方面想要做什么，并且有在面对挫折甚至失败时坚持下去的力量。
—— Warren Bennis

言行必须一致

除非愿景通过行动得以维持，否则它很快就会化为灰烬。
—— Noel Tichy

你的行动比你的言语更有说服力。
—— Ralph Waldo Emerson

成为你想在世界上看到的改变。
—— Mahatma Gandhi
（以身作则）

领导者创造他们的环境

领导者的假设 / 期望→员工行为→组织环境→领导者的行为→领导者的假设 / 期望 (闭环过程)

领导者往往会得到他们所期望的。

《百年领导力发展 - 元分析》（Avolio & Luthans, 2006）

最大的成长性影响是提高追随者的积极信念，让他们相信自己在执行任务方面比他们想象的更出色。

如果你在人们身上看到卓越之处，即使它还没有实现。但你说这是一颗种子，我要欣赏它。照亮它，让它成长。伟大的事情就会发生。

领导力发展和个人发展的首要预测因素：

你对自己有什么期望。你欣赏什么。你的优势是什么。
看着它们。照亮它们，因为如果我们不这样做，它们往往会枯萎和死亡。就像一颗种子一样。

在两个正确之间做出选择

在严重的责任冲突前任何伦理性启发方法几乎没有什么帮助……

当为了做另一件正确的事情而必须放弃一件明确正确的事情，或者当做正确的事情需要做一些错误的事情时，该怎么办？
—— Joseph Badaracco (Defining Moments)

领导者都去哪儿了？

勉励大家

今天的杰斐逊和林肯在哪里？
我深信，答案是他们就在我们中间。在我们都熟悉的环境中，有那些尚未觉醒的领导者，他们没有强烈的领导欲望，也几乎没有意识到自己内在的潜力。
—— John Gardner

这是一个天才希望生活的时代。巨大的需求会呼唤出伟大的领导者。
—— Abigail Adams

第24讲终语（原文）

dirty hands

Is it possible to lead, to govern innocently?
Is it possible to lead without getting your hands dirty.

Not possible.
That to be a leader requires getting our hands dirty. Why? Because to be a leader requires very often to choose between right and right.

And the question is then, How do we make these choices， make descision between right and right.

clarify your hierarchy of values
What are the most important things for you?
take time to reflect
Leaders are supposed to have much more time to reflect and sit down instead they’re running around usually more than anyone else.
ask questions

What would it be like if it appeared in The Wall Street Journal tomorrow? What would may children think about it if they knew it?
What would my role model do it?

Empathy

The greater leader being empathic, having emotional intelligence. This is the first pillar of emotional intelligence.

You inevitably as a leader hurts others inevitably. Because you can’t please all people all of time.
And the great leader inevitably does it and recognizes that and empathizes with the other side. Doesn’t lose the side of the human element, that’s on the other side of his or her decision.

The leader has to have beautiful enemies. It is very easy to discount the other side.

Ultimately people wanna do good. Most people when they make decisions, they think that they are making the right decision. It’s important to listen to both sides, to seek people who disagree with you, to maintain empathy for the other side.
And then to decide in whatever you decide. You may have made a mistake, maybe not. But the process of getting to that certainty. It has to be the simplicity on the other side of complexity. Not just pure simplicity because there are no simple answers for leaders, especially when you climb up the hierachy. There are no easy answer. There are no simple answers, which are on this side of complexity. Your hope is to get to the other side of complexity.

To do that, you need to take time, you need to ask questions, you need to empathize and you need to seek beaitiful enemies. It’s the only way to get the other side of complexity.

Look at the broader picture

Looking at the big picture also looking at the big picture in time. So both in time and in space.
Both in terms of spatially, in terms of the other things going on at the same time. And also temporarily what has to let to it. What wiil be the long-term consequences to it.

Leader will inevitably make mistakes. However, to minimize the likelihood of mistakes. It is not good just to make an emotional decision based on one instance. But a more rational decision based on the big picture. Not easy but important.

The Inevitable Price of Leadership

And finally it’s about making the decision and recognizing ultimately you will pay a price for it.

There is a inevitable price for leadership. It’s not for the faint of heart to make these difficult decisions. But if this is your truth, you need conviction.

A leader cannot be a relativist. A leader, when make decisions, has to have convictions. And also has to recognize that there is a price for it. And there is an inevitable price for it.

The pain of wrongdoing
The pain of making mistakes
The pain of suffering rejection

Price:

Even if they don’t make mistakes.They’re still hurting people.
A leader make mistakes choosing the wrong right out of the two.
There is rejection, even if the majority like you as a leader.
Because if everyone liked what you were doing, it wouldn’t require great leadership. Because very often great leadership is about going against the grain, at least initially.
You can’t please everyone all of the time. And if you do, it means as a leader, you’re either doing somethingthat doesn’t require greatness, or you are doing the wrong thing.
Inevitably great leaders have to make tough decisions, which will upset some people, so leaders have to have a very thick skin.

Why being a leader

So why do it, well some people would say, for the power, for the prestige.
That’s a reason many people go into it for it. It cannot sustain long-term success. And it won’t make a leader great.

Ultimately, it’s one thing and one thing alone. That drives great leadership that makes for a great leader.
It’s the desire to make a difference.

Because when it comes to leadership development, we are in our diapers and l think he is right.
And he’s right because a the field has not developed a lot, and b because leadership development ultimately comes from within. It is very difficult to teach theories about leadership development.

Leadership Development as Personal Development

The Ancients who wished to illustrate illustrious virtue throughout the kingdom first ordered well their own states. Wshing to order well their states, theyfirst regulated their families. Wishing to regulate their families, they first cultivated their person.

Confucius

The process of becoming a leader is much the same as the process of becoming an integrated human being. For the leader, as for any integrated person, life itself is the career.

Warren Bennis

Janusian Thinking

Paradoxical thinking requires that we embrace a view of the world in which opposites are joined so that we can see the world clearly and see it whole… The result is a world more complex and confusing than the one made simple by either-or thought-but that simplicity is merely the dullness of death. When we think together, we reclaim the life force in the world, in our students in ourselves.

Parker Palmer

Healthy Synthesis

Person AND Situation
Democratic AND Authoritarian
Dogmatism AND Relativism
Tough AND Nice

The Coaching Model

Unconditional Acceptance (Car Rogers)

Leadership Development:

Dally Life
Relationships
Parenting
Personal Development

Appreciative inquiry (David Cooperrider)

Appreciative Inquiry

Traditional approaches to problem solving are, by definition, a way of seeing the world as a glass half empty. The Appreciative Inquiry is an alternative process to bring about organizational change by looking at the glass as half full. Essentially, Appreciative Inquiry varies from other approaches to organizational change in that it builds on what works well.

Gail Johnson & Willilam Leavitt

And Appreciative Inquiry is about looking at what worked in the past, using it to inspire the present and leverage it to the future.

Authentic Leadership

Know thyself.

The Oracle of Delphi

This above all: To thine own self be true, And it must follow as night follows day, Thou canst not then be false to any man.

Shakespeare
(being true to oneself, know thyself and be thyself, that is leadership on one foot.)

Good teaching cannot be reduced to technique: good teaching comes from the identity and integrity of the teacher.

Parker Palmer

Cross between Passion and Strengths

Vision

The first basic ingredient of leadership is a guiding vision. The leader has a clear idea of what he or she wants to do-professionally and personally-and the strength to persist in the face of setbacks even failures.

Warren Bennis

Action Must Follow Words

Unless a vision is sustained by action, it quickly turns to ashes.

Noel Tichy

What you do speaks so loudly that l cannot hear what you say.

Ralph Waldo Emerson

Be the change you want to see in the worid.

Mahatma Gandhi
(lead by example)

Leaders Create Their Environment

Leaders Assumptions/ Expectations -> Employees Behavior -> Organizational Environment -> Leader’s Behavior -> Leaders Assumptions/ Expectations

Leaders often get what they expect.

100 Years of Leadership Development A Meta Analysis (Avolio & Luthans, 2006)

The largest developmental impact was raising the positive beliefs of followers, instilling in them the conviction that they were better at a performance task than they thought.

If you see excellence in people even if it’s not realized yet. But you say this is a seed I’m going to appreciate it. Shed light on it and make it grow. Great thing will happen.

The number one predictor of leadership development and also a personal development:
What do you expect from yourself. What do you appreciate. What are your strengths.
Look at them. Shed light on them, Because if we don’t, they very often wither and die. Like a seed would.

Choosing Between Right and Right

The inspirational approach [to ethics] offers little help with serious conflicts of responsibility…
What to do when one clear right thing must be left undone in order to do another or when doing the right thing requires doing something wrong?

Joseph Badaracco (Defining Moments)

Where have all the leaders gone?

Where are the Jeffersons and Lincolns of today?
The answer, l am convinced, is that they are among us. Out there in the settings with which we are all familiar are the unawakened leaders feeling no overpowering call to lead and hardly aware of the potential within.