MBA Essay代写-鼓舞人心的领导力超越管理。本文是一篇留学生MBA essay写作参考，主要内容是讲述正如Stephen Covey所定义的，“有效的领导是把首要的事情放在第一位”，而“有效的管理是纪律，是执行”。这让我们得以一窥领导力与管理的区别。我们试图根据过多的品质来定义领导者，例如：；一个领导者应该有魅力，是一个激励者，一个好的倾听者，一个有远见的人，并且应该负责任。领导者可以激励和引导人们实现目标，也可以找到实现目标的方法。领导者也愿意承担责任，不仅对自己的决定负责，而且对下属的决定负责。因此，一个有效的领导者在承担已执行工作的责任时不会推卸责任。以下内容就是这篇MBA Essay代写范例的全部内容，供参考。
As defined by Stephen Covey, “Effective leadership is putting first things first” while “effective management is discipline, carrying it out”. This offers a brief glimpse on how leadership is different from management. We try to define a leader on the basis of a plethora of qualities such as; a leader should have the charisma, is a motivator, a good listener, a visionary and should be responsible. Leaders can motivate as well as direct people towards the goals and also find out ways for achieving them. Leaders also have the willingness to accept responsibility not only for their own decisions, but also for the decisions of their subordinates. Thus, an effective leader would refrain from passing the buck when it comes to taking the onus for the executed work.
Management or managers, on the other hand, have their focus set on the present and the immediate goals. While the managers have the blue print of each task in hand and do not encourage deviations from it, the leaders have a keen eye towards possible innovations or better ways of doing things which may be divergent from the norms already set. This is the reason why a leader can start something new while a manager may be roped in to execute the task in a particular way. To put it into a nutshell, although the concept of leaders might be confused with that of managers, and vice versa, in practice, leaders are the real game changers, whilst managers are ones who have the responsibility of executing the tasks as envisioned by a leader.
另一方面，管理层或管理者将注意力集中在当前和眼前的目标上。虽然管理者掌握着每项任务的蓝图，不鼓励偏离它，但领导者对可能的创新或更好的做事方式有着敏锐的眼光，这些创新或做事方式可能与已经制定的规范有所不同。这就是为什么领导者可以开始新的事情，而经理可能会被拉来以特定的方式执行任务的原因。简而言之，尽管领导者的概念可能与管理者的概念混淆，反之亦然，但在实践中，领导者才是真正的游戏规则改变者，而管理者则有责任执行领导者设想的任务。
The world is changing rapidly and with it the ways and means of executing work is going through irreversible change. Earlier, the tasks would be well within the scope of each role, but now, each task is multiple layered and further embedded with many other tasks, demanding more from each role. At this juncture, a manager is bogged down by the “how” and “when”. The pressure is deafening, and following a set procedure, while sticking to guidelines, may not always be the solution. It becomes imperative to innovate and find simpler and easier ways of doing things and excelling at them. The reason is quite simple. Competition is stiff, and unless you are doing outdoing your competitor, you may as well quit.
世界正在迅速变化，执行工作的方式和方法也在发生不可逆转的变化。以前，任务完全在每个角色的范围内，但现在，每个任务都是多层的，并与许多其他任务进一步嵌入，对每个角色的要求更高。在这个关键时刻，管理者陷入了“如何”和“何时”的困境。压力震耳欲聋，遵循既定程序，同时坚持指导方针，可能并不总是解决方案。必须进行创新，找到更简单、更容易的做事方式并在其中脱颖而出。原因很简单。竞争是激烈的，除非你做得超过你的竞争对手，否则你最好退出。
Thus, it’s time that we emphasise on the emergence of leaders from amongst us, who would not only have the required knowledge base, but also have the courage to envision a new path.
因此，现在是我们强调我们当中出现的领导者的时候了，他们不仅拥有所需的知识基础，而且有勇气设想一条新的道路。
There are many theories that try to capture the essence of a leader. Some believe that a leader is born and that the leadership qualities cannot be acquired, while some believe that a leader acquires the qualities over the years with experience. There are few who believe that the birth of a leader is situational and they will arise when the occasion demands. The inspiring role of Sir Winston Churchill, Prime Minister of Britain in World War II, is an excellent example of a leader rising up to the occasion. He led Britain to victory and believed in the philosophy that “success consists of going from failure to failure without loss of enthusiasm”. His words in his speeches motivated the British people and encouraged them during the troubled times and paved the way to victory.
有许多理论试图抓住领导者的本质。有些人认为领导者是天生的，领导素质是不可能获得的，而有些人则认为领导者是通过多年的经验获得的。很少有人相信领导者的诞生是情境性的，他们会在需要的时候出现。英国首相温斯顿·丘吉尔爵士在第二次世界大战中发挥了鼓舞人心的作用，这是一位领导人挺身而出的典范。他带领英国取得了胜利，并相信“成功包括从失败到失败而不丧失热情”的哲学。他在演讲中的话激励了英国人民，在困难时期激励了他们，为胜利铺平了道路。
A leader would always try and create a new path where none existed before. To accomplish that, sometimes, the leaders have to fight resistance and indifference. It is the common attitude to feel secure in mediocrity and predictability, not wanting to change or challenge the present. The thought behind that is the level of comfort that predictability brings. A leader will twist the shackles to break that state of affairs and bring in new light, focusing on things hitherto untouched. Sir Richard Branson, an English businessman, investor and philanthropist is another example of a good business leader. He is the founder and owner of the Virgin group which consists of around 400 companies. He started quite young and showed signs of becoming an entrepreneur at the age of sixteen. With his distinctive leadership, using himself as the personification of the Virgin brand, he created the entire group from scratch and has reached great heights today. A leader like him can always see the bigger picture hiding in the clutter.
一个领导者总是试图创造一条以前不存在的新道路。为了做到这一点，有时，领导人必须与抵抗和冷漠作斗争。在平庸和可预测性中感到安全是一种常见的态度，不想改变或挑战现在。这背后的想法是可预测性带来的舒适度。一位领导人将冲破枷锁，打破这种状态，带来新的曙光，专注于迄今为止未触及的事情。英国商人、投资者和慈善家理查德·布兰森爵士是优秀商业领袖的又一个例子。他是维珍集团的创始人和所有者，该集团由大约400家公司组成。他起步很年轻，16岁时就有了成为企业家的迹象。凭借其独特的领导能力，将自己作为维珍品牌的化身，他白手起家创建了整个集团，并在今天达到了巨大的高度。像他这样的领导人总能在混乱中看到大局。
As per Kurt Lewin, leadership is of three types. This definition is based on the behaviour of the leaders –根据库尔特·勒温的说法，领导力有三种类型。这一定义基于领导者的行为
Autocratic leaders – Mussolini and Hitler are pretty good examples of autocratic leaders. For them, their own decisions were the most important and they definitely did not encourage the concept of discussion with the subordinates. Autocratic leaders assume that they are superior to others in every capacity and hence the decisions in day to day affairs as well as long term strategic decisions should be taken by them.
独裁的领导者——墨索里尼和希特勒是独裁领导人的好例子。对他们来说，他们自己的决定是最重要的，他们绝对不鼓励与下属讨论的概念。专制的领导人认为他们在各个方面都优于其他人，因此日常事务的决策以及长期战略决策都应由他们做出。
Democratic leaders -These leaders involve their subordinates in decision making. The team has to agree on a decision and unless that happens, the final decision is not taken. This helps to bring new perspectives and insight into the matter as a lot of people are involved in the ideation.
民主的领导者——这些领导人让下属参与决策。团队必须就一个决定达成一致，除非发生这种情况，否则不会做出最终决定。这有助于为这件事带来新的视角和见解，因为很多人都参与了这一构思。
Laissez-faire leaders – These leaders have a completely non-interfering style of leadership and allow the subordinates to come up with solutions as well as take final decisions. Though on the surface it seems pretty righteous, in reality it sometimes makes the team seem rudderless as the leader leaves everything on the subordinates.
自由放任的领导者——这些领导者具有完全不干涉的领导风格，允许下属提出解决方案并做出最终决定。虽然表面上看起来很正义，但事实上，当领导者把一切都交给下属时，有时会让团队看起来没有领导。
A manager is responsible for the proper and timely execution of a task in hand. For achieving this, they sets rules and norms that they themselves have been following and implementing. The focus of a manger is always on the procedure, or in other words, a manager is always process oriented. They are responsible for getting things done in a preconceived way. For a manager it is very important that all the organisational level activities are carried out in a smooth way and they do not encourage waywardness. For this reason, it is important for a manager to implement control and authority over the affairs through which they get the job done.
经理负责正确及时地执行手头的任务。为了实现这一目标，他们制定了自己一直遵循和实施的规则和规范。管理者的重点总是在程序上，或者换句话说，管理者总是以过程为导向。他们负责以先入为主的方式完成事情。对于管理者来说，所有组织层面的活动都要顺利进行，这一点非常重要，因为这些活动不鼓励任性。因此，对于管理者来说，对他们完成工作的事务实施控制和授权是很重要的。
A manager would always look up to a leader for solutions and answers. This is because the world of business is highly dynamic and the problems keep getting tougher, demanding innovative solutions. As the older methods become redundant, newer technologies and techniques take over. The situation demands immediate countermeasures that can sometimes spell survival. A leader is a visionary who focuses on matters that may encourage or hinder the growth of his business. A leader will ask questions and look for answers. They will be a risk taker. Such risks can sometimes be based on calculations and sometimes on pure intuition. But the success that may follow the risk would not only increase the stature of the leader; it would also make the organisation trust him more.
管理者总是向领导者寻求解决方案和答案。这是因为商业世界是高度动态的，问题越来越棘手，需要创新的解决方案。随着旧方法变得多余，新技术和技术取而代之。这种情况需要立即采取对策，有时可能意味着生存。领导者是一个有远见的人，他专注于可能鼓励或阻碍其业务发展的事情。领导者会提出问题并寻找答案。他们将承担风险。这种风险有时可以基于计算，有时也可以基于纯粹的直觉。但随之而来的成功不仅会提高领导者的地位；这也将使该组织更加信任他。
A manager’s scope is limited to executing the task at hand through various subordinates, that too within a stipulated time period. Major decisions which can affect the very survival of the organisation with respect to policy formulation, strategy designing, etc., is most definitely taken by the leadership of the company. Thus, it is important that the managers try to look above the scope of the fixed norms and broaden their horizon for organisational level decision making.
经理的职责范围仅限于通过不同的下属在规定的时间内执行手头的任务。在政策制定、战略设计等方面，可能影响组织生存的重大决策肯定是由公司领导层做出的。因此，重要的是，管理者要努力超越固定规范的范围，拓宽他们在组织层面决策的视野。
A manager may have a limited scope or a myopic vision towards the emerging future but a real leader will not be swayed by immediate tasks. They will put organisational perspective first and think way ahead of their subordinates. Visionary business leaders like Lakshmi Niwas Mittal of Arcelor Mittal and Martin Sorrell of WPP have achieved great success owing to their belief in their vision and their hard work towards it.
一个管理者可能对新兴的未来视野有限或目光短浅，但一个真正的领导者不会被眼前的任务所左右。他们会把组织观点放在第一位，并在下属之前思考问题。Arcelor Mittal的Lakshmi Niwas Mittal和WPP的Martin Sorrell等富有远见的商业领袖因其对愿景的信念和为此所做的努力而取得了巨大成功。
For a technology-driven, fast-paced world, the scope for ambiguous decision making is nil. It’s important that the organisation not only survives this race, but also gives strong competition to its peers. For this, it is important that managers are encouraged to become leaders and the paradigm of responsibility shifts on the shoulders of the managers as well. A manager’s role should not be limited to executing the tasks but they should also think as a leader and get involved in the bigger picture. This will help in streamlining the process as well as create future leaders who can step in, if and when the organisation requires them. Thus, the organisation has the responsibility to create leaders instead of just managers who will not only envision the future course of the organisation but also help in achieving it.
对于一个技术驱动、快节奏的世界来说，模糊决策的范围是零。重要的是，该组织不仅要在这场竞赛中幸存下来，还要为同行提供强有力的竞争。为此，重要的是要鼓励管理者成为领导者，责任模式也要转移到管理者的肩上。管理者的角色不应局限于执行任务，他们还应作为领导者进行思考，并参与大局。这将有助于简化流程，并培养出未来的领导者，如果组织需要，他们可以介入。因此，组织有责任培养领导者，而不仅仅是管理者，他们不仅能预见组织的未来发展，还能帮助实现这一目标。
Encouraging the emergence of leadership over management is the need of the hour if the organisation wants to achieve fairly impossible targets and goals that today’s business world puts forth. Just managing the day to day affairs and carrying on the usual course of business is definitely not enough. Innovation and experimentation is important. Carving out a niche out of a crowd of hundreds is important and making a mark is important. A leader’s role encompasses all these and more. Although there is an ongoing debate over the differentiation between a leader and a manager, what we need perhaps is an amalgamation of both where the leadership qualities are given their due importance over managerial qualities.
如果组织想要实现当今商业世界提出的相当不可能实现的目标和目标，那么鼓励领导层对管理层的出现是当务之急。仅仅管理日常事务和进行日常业务是绝对不够的。创新和实验很重要。在数百人的人群中开辟一个利基市场很重要，留下印记也很重要。领导者的角色包括所有这些，甚至更多。尽管关于领导者和管理者之间的区别一直存在争论，但我们可能需要的是两者的融合，因为领导力比管理素质更重要。
Leaders can create a difference with their charisma and inspiring words. The motivation which is piqued through effective leadership is the one through which even impossible targets can be easily achieved by the employees. An effective leader is thus someone who can definitely make a difference in the lives of his employees as well as the organisation as a whole.
References 参考文献
Bass, B.M. & Stogdill, R.M., 1990. Bass & Stogdill’s Handbook of Leadership-Theory, Research and Managerial Applications. Simon and Schuster.
Covey, S.R., 1992. Principle Centered Leadership. Simon and Schuster.
Kotter, J.P., 2008. Force For Change: How Leadership Differs from Management. Simon and Schuster.
Lewin, K., LIippit, R. & White, R.K., 1939. Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology, 10, pp.271-301.
Srivastava, A., Bartol, M.K. & Locke, E.A., 2006. Empowering Leadership in Management Teams: Effects on Knowledge Sharing, Efficacy, and Performance. Academy of Management Journal, 49(6), pp.1239-51.
MBA essay总结领导者可以用他们的魅力和鼓舞人心的话语来创造不同。通过有效的领导激发的动力是员工即使不可能实现的目标也能轻松实现的动力。因此，一个有效的领导者肯定会改变员工以及整个组织的生活。本站提供各国各专业essay范文，essay代写以及essay写作指导，如有需要可咨询本平台。