MBA essay范文-领导力概念概述。本文是一篇留学生MBA essay写作参考范例，主题是“你对领导力的理解是什么？”并解释领导力的一般概念。
领导是一个过程，通过这个过程，一个人影响他人以实现一个目标，并以一种更具组织性和逻辑意义的方式指导组织。领导是一个个人影响一群个人以实现一个共同目标的过程。领导者通过运用他们的领导知识和技能来实现这一过程。然而，我们知道我们的个性可以影响我们的行为。下面是关于MBA essay范文的全部内容，供参考。
What is your understanding of leadership? Explain the general concepts of leadership.
Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more organized and logical meaning Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. Leaders carry out this process by applying their leadership knowledge and skills. However, we know that we have personality that can influence our actions.
If a leader has the desire and willpower, one can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience. A dedicated leader inspires his workers into higher levels of teamwork, there are certain things that an effective and dedicated leader must be, know, and, do. These do not come naturally, but are acquired through continual work and study. Effective and dedicated leaders are continually working and studying to improve their leadership skills meaning they are not resting on their success. While leadership is learned, the skills and knowledge processed by the leader can be influenced by his or hers attributes or traits, such as beliefs, values, ethics and character. Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique meaning skills, knowledge, and attributes make the Leader more effective and dedicated.
如果一个领导者有欲望和意志力，他就可以成为一个有效的领导者。好的领导者是通过不断的自学、教育、培训和经验发展起来的。一个敬业的领导者会激励他的员工进行更高水平的团队合作，有一些事情是一个高效、敬业的领导者必须做到、知道和做的。这些不是天生的，而是通过不断的工作和学习获得的。高效、敬业的领导者不断地工作和学习，以提高他们的领导技能，这意味着他们不会依赖于自己的成功。在学习领导力的同时，领导者处理的技能和知识可能会受到其属性或特征的影响，例如信仰、价值观、道德和性格。知识和技能直接影响领导过程，而其他属性赋予领导者某些特征，使其具有独特意义的技能、知识和属性使领导者更有效、更专注。
Factors of Leadership 领导力因素
Leader – You must have an honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed.
领导者——你必须诚实地了解自己是谁，知道什么，能做什么。此外，请注意，决定领导者是否成功的是追随者，而不是领导者或其他人。如果他们不信任或缺乏对领导的信心，那么他们就会缺乏灵感。要想成功，你必须说服你的追随者，而不是你自己或你的上级，相信你值得被追随。
Followers – Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must come to know your employees be, know, and do attributes.
追随者——不同的人需要不同的领导风格。例如，新员工比有经验的员工需要更多的监督。一个缺乏动力的人需要一种不同于有高度动力的人的方法。你必须了解你的人民！基本出发点是对人性有很好的理解，例如需求、情感和动机。你必须了解你的员工是、知道、做的属性。
Communication – You lead through two-way communication. Much of it is nonverbal. For instance, when you “set the example,” that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees.
沟通——你通过双向沟通进行领导。大部分是非言语的。例如，当你“树立榜样”时，你会向你的员工传达，你不会要求他们做任何你不愿意做的事情。你的沟通内容和方式会建立或损害你与员工之间的关系。
Situation – All situations are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective.
情境——所有情境都不同。你在一种情况下所做的并不总是在另一种情况下有效。你必须运用你的判断来决定最佳的行动方案和每种情况所需的领导风格。例如，你可能需要对员工的不当行为进行对质，但如果对质太迟或太早、太严厉或太弱，那么结果可能会被证明无效。
Also note that the situation normally has a greater effect on a leader’s action than his or her traits. This is because while traits may have an impressive stability over a period of time, they have little consistency across situations.
还要注意的是，通常情况下，这种情况对领导者行为的影响大于他或她的特质。这是因为虽然特征在一段时间内可能具有令人印象深刻的稳定性，但它们在不同情况下几乎没有一致性。
Leadership Models 领导力模型
Structural Framework – In an effective leadership situation, the leader is a social architect whose leadership style is analysis and design. While in an ineffective leadership situation, the leader is a petty tyrant whose leadership style is details. Structural Leaders focus on structure, strategy, environment, implementation, experimentation, and adaptation.
结构框架——在有效的领导环境中，领导者是社会建筑师，其领导风格是分析和设计。在无效领导的情况下，领导者是一个小暴君，其领导风格是细节。结构领导者关注结构、战略、环境、实施、实验和适应。
Human Resource Framework – In an effective leadership situation, the leader is a catalyst and servant whose leadership style is support, advocating, and empowerment. while in an ineffective leadership situation, the leader is a pushover, whose leadership style is abdication and fraud. Human Resource Leaders believe in people and communicate that belief; they are visible and accessible; they empower, increase participation, support, share information, and move decision making down into the organization.
人力资源框架——在有效的领导环境中，领导者是催化剂和仆人，其领导风格是支持、倡导和授权。在无效领导的情况下，领导者是一个容易上当受骗的人，其领导风格是辞职和欺诈。人力资源领导者相信人，并传达这种信念；它们是可见和可访问的；他们授权、增加参与、支持、共享信息，并将决策下放到组织中。
Political Framework – In an effective leadership situation, the leader is an advocate, whose leadership style is coalition and building. While in an ineffective leadership situation, the leader is a hustler, whose leadership style is manipulation. Political leaders clarify what they want and what they can get; they assess the distribution of power and interests; they build linkages to other stakeholders, use persuasion first, then use negotiation and coercion only if necessary.
政治框架——在有效的领导环境中，领导者是倡导者，其领导风格是联盟和建设。在无效领导情境下，领导者是骗子，其领导风格是操纵。政治领导人澄清他们想要什么和能得到什么；他们评估权力和利益的分配；他们与其他利益相关者建立联系，首先使用说服，然后仅在必要时使用谈判和胁迫。
Symbolic Framework – In an effective leadership situation, the leader is a prophet, whose leadership style is inspiration. While in an ineffective leadership situation, the leader is a fanatic or fool, whose leadership style is smoke and mirrors. Symbolic leaders view organizations as a stage or theater to play certain roles and give impressions; these leaders use symbols to capture attention; they try to frame experience by providing plausible interpretations of experiences; they discover and communicate a vision.
象征性框架——在有效的领导情境中，领导者是先知，其领导风格是灵感。在一个无效的领导环境中，领导者是一个狂热者或傻瓜，其领导风格是虚幻的。象征性领导者将组织视为一个舞台或剧场，以扮演某些角色并给人留下印象；这些领导者使用符号来吸引注意力；他们试图通过提供对经验的合理解释来构建经验；他们发现并传达愿景。
The Key Factors for Effective Leadership 有效领导的关键因素
Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization.
对高层领导的信任和信心是组织中员工满意度的唯一最可靠预测指标。
Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence:
领导层在三个关键领域的有效沟通是赢得组织信任和信心的关键：
Helping employees understand the company’s overall business strategy.
帮助员工了解公司的整体业务战略。
Helping employees understand how they contribute to achieving key business objectives.
帮助员工了解他们如何为实现关键业务目标做出贡献。
Sharing information with employees on both how the company is doing and how an employee’s own division is doing - relative to strategic business objectives.
与员工分享有关公司和员工所在部门的信息——与战略业务目标相关。
Principles of Leadership 领导原则
Know yourself and seek self-improvement – In order to know yourself, you have to understand your be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.
了解自己并寻求自我提升——为了了解自己，你必须了解自己的“做”、“知道”和“做”属性。寻求自我完善意味着不断增强你的品质。这可以通过自学、正式上课、反思和与他人互动来实现。
Be technically proficient – As a leader, you must know your job and have a solid familiarity with your employees’ tasks.
熟练掌握技术——作为一名领导者，你必须了解自己的工作，并对员工的任务非常熟悉。
Seek responsibility and take responsibility for your actions – Search for ways to guide your organization to new heights. And when things go wrong, they always do sooner or later - do not blame others. Analyze the situation, take corrective action, and move on to the next challenge.
寻求责任并对自己的行为负责——寻找引导组织达到新高度的方法。当事情出错时，他们总是迟早会这样做——不要责怪别人。分析情况，采取纠正措施，然后继续面对下一个挑战。
Make sound and timely decisions – Use good problem solving, decision making, and planning tools.
做出合理及时的决策——使用良好的问题解决、决策和规划工具。
Set the example – Be a good role model for your employees. They must not only hear what they are expected to do, but also see.
树立榜样——成为员工的好榜样。他们不仅必须听到他们被期望做什么，而且必须看到。
Know your people and look out for their well-being – Know human nature and the importance of sincerely caring for your workers.
了解你的员工并关注他们的福祉——了解人性以及真诚关心员工的重要性。
Keep your workers informed – Know how to communicate with not only them, but also seniors and other key people.
让你的员工了解情况——不仅要知道如何与他们沟通，还要知道如何与老年人和其他关键人物沟通。
Develop a sense of responsibility in your workers – Help to develop good character traits that will help them carry out their professional responsibilities.
培养员工的责任感——帮助培养良好的性格特征，帮助他们履行职业责任
Ensure that tasks are understood, supervised, and accomplished – Communication is the key to this responsibility.
确保任务得到理解、监督和完成——沟通是这一职责的关键。
Train as a team – Although many so called leaders call their organization, department, section, etc. a team; they are not really teams…they are just a group of people doing their jobs.
作为一个团队进行培训——尽管许多所谓的领导者称他们的组织、部门、部门等为团队；他们不是真正的团队……他们只是一群在做他们的工作的人。
Use the full capabilities of your organization – By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.
充分利用组织的能力——通过培养团队精神，你将能够充分利用组织、部门、部门等的能力。
Attributes of Leadership 领导力的属性
If you are a leader who can be trusted, then those around you will grow to respect you.
如果你是一个可以信任的领导者，那么你周围的人会逐渐尊重你。
BE KNOW DO 知道做什么
BE a professional. Examples: Be loyal to the organization, perform selfless service, and take personal responsibility.
做一个专业人士。示例：忠于组织，无私服务，承担个人责任。
BE a professional who possess good character traits. Examples: Honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination.
做一个拥有良好性格特征的专业人士。例子：诚实、能力、坦率、承诺、正直、勇气、直率、想象力。
KNOW the four factors of leadership: follower, leader, communication, situation.
了解领导的四个因素：跟随者、领导者、沟通、情境。
KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills.
了解你自己。例子：你性格、知识和技能的优缺点。
KNOW human nature. Examples: Human needs, emotions, and how people respond to stress.
了解人性。例如：人类的需求、情绪以及人们如何应对压力。
KNOW your job. Examples: be proficient and be able to train others in their tasks.
了解你的工作。示例：精通并能够在其任务中培训他人。
KNOW your organization. Examples: where to go for help, its climate and culture, who the unofficial leaders are.
了解您的组织。例如：去哪里寻求帮助，那里的气候和文化，谁是非官方领导人。
DO provide direction. Examples: goal setting, problem solving, decision making, planning.
一定要提供方向。示例：目标设定、问题解决、决策、规划。
DO implement. Examples: communicating, coordinating, supervising, evaluating.
执行。示例：沟通、协调、监督、评估。
DO motivate. Examples: develop morale and esprit de corps in the organization, train, coach, counsel.
一定要激励。示例：在组织、培训、教练、顾问中培养士气和团队精神。
The Process of Great Leadership 卓越领导力的过程
The road to great leadership (Kouzes & Posner, 1987) that is common to successful leaders:
通往卓越领导力之路（Kouzes&Posner，1987）是成功领导者的共同点：
Challenge the process – First, find a process that you believe needs to be improved the most.
Inspire a shared vision – Next, share your vision in words that can be understood by your followers.
Enable others to act – Give them the tools and methods to solve the problem.
Model the way – When the process gets tough, get your hands dirty. A boss tells others what to do, a leader shows that it can be done.
Encourage the hearts – Share the glory with your followers’ hearts, while keeping the pains within your own.
挑战流程——首先，找到一个你认为最需要改进的流程。
激发共同愿景——接下来，用你的追随者能够理解的语言分享你的愿景。
让他人行动起来——给他们解决问题的工具和方法。
树立榜样——当过程变得艰难时，把手弄脏。老板告诉别人该做什么，领导者则表明这是可以做到的。
鼓励心灵——与你的追随者的心灵分享荣耀，同时将痛苦留在自己内心。