本篇论文目录导航：
【题目】走出去战略实施中的企业领导力探析
【前言 - 1.1】领导力的第一维度品质力
【1.2 1.3】领导力中的创新力与行动力
【第二章】领导力是决定企业走出去战略成败的核心要素
【第三章】企业实现走出去战略需要不同领域领导力合成
【第四章】 “奇正领导力”对于产业型企业走出去更具指导意义
【参考文献】奇正领导力在企业发展战略中的应用参考文献
摘 要
本文首先阐述了企业走出去的紧迫性和必然性，认为加快实施走出去战略，是我国在新一轮对外开放中的一项重要战略选择，这项工作成功与否，不仅关系到我国社会主义现代化建设成败，也是对我国各级政府及企业领导者领导力的考验。然后分析了领导力在走出去战略实施中的地位和作用。根据本人多年来对领导力的研究和理解，提出“奇正领导力”理论，认为领导力是一个“矢量”,既有方向，又有大小。方向体现的是领导者的定向能力，包括观察才能、判断才能、谋划才能、决策才能、导向才能等，决定什么事能做、什么事不能做、什么事该做、什么事不该做，将组织带向何处；大小体现的是领导者的工作能力，包括组织才能、指挥才能、协调才能、说服才能等，决定如何带人、如何处事、如何实现组织目标。方向和大小都是变量，如何将其把握得恰到好处，这就是艺术，是领导力的奇正之道。
奇正领导力的核心是“守正出奇”.“正”,即正路、正道；“奇”,即出人意料。“守正出奇”就是正道而行、正能引领、正规守法，同时突破思维、出奇制胜。用百分之七十的时间做“正”的事情，用百分之三十的时间研究变通。既坚持真理，又不墨守成规；既有继承，又有创新。在光明正道上获得人们意想不到的成就，是一种“小胜靠智、大胜靠德”的大智慧。笔者认为领导力主要由“品思行”三个维度构成，品是立身之本，思是谋胜之魂，行是成功之基。而支撑三个维度的是十二根支柱，即十二种力，分别是：自制力、亲和力、学习力、创新力、洞察力、谋划力、决断力、号召力、组织力、协调力、导向力、激发力。阐述了领导力在企业“走出去”战略中发挥的重要作用。认为企业走出国门到更大舞台上去竞争，企业面临的情况更复杂，风险更大，这对企业而言，不仅发展面临着极大的考验，就是生存也是一大考验。所以，企业走出去首先面临着一系列决策的考验，决策正确，企业就能盈利和发展，决策不正确，企业可能连生存都成问题。而这一系列决策正是对领导者决策力的考验。
企业走出去必须回答一系列问题，而这些问题正是与领导力密切相关的问题。这些问题分别是：企业为什么走出去，走出去干什么，什么时候走出去最好，走到哪里去，进入哪一个行业。都是重大决断问题。最后从企业自身、政府、社会三个层面，论述了领导力对走出去战略实施的影响。作者认为企业走出去需要企业领导者具有良好的战略思维和强有力的组织指挥能力，需要政府各部门领导者具有强大的组织协调能力，需要社会各界同心协力。本文运用大量例子，说明企业走出去与企业领导者的工作思路之关系，与政府重要部门领导者组织力之关系，与社会各界对企业支持的关系。最后得出结论：走出去是全民课题，是企业、政府、社会综合能力的体现，需要多方面的协同努力。如何才能把一盘散沙凝聚成塔呢？必须是领导力。企业是“走出去”的主体，要明确战略、选好策略，遵守规则、防范风险。政府是“走出去”的后盾，要加强宏观指导，创造良好环境，维护正常秩序。社会中介是走出去的重要支撑，要大力培育和发展自己的中介机构。三者配合好，三方面的领导力强，方能奇正相生，出奇制胜，我们的“走出去”战略才能够真正落地。
关键词：企业，走出去，战略，领导力，奇正，案例
Abstract
This paper first expounds the urgency and necessity of enterprise “go out, think to speed upthe implementation of the strategy of going out, is our country in the new round of opening to theoutside world in an important strategic choice, this work is successful or not, is not only related to thesuccess of China's socialist modernization construction, but also to our country at all levels ofgovernment and business leaders a leadership challenge. And then analyzes the status and roleof leadership in the going out strategy in the implementation of. According to the study andunderstanding of the leadership of my years, put forward ”taking leadership“ theory, that leadership isa ”vector“, both the direction and size. Direction is the embodiment of directional ability ofleaders, including observation, judgment ability, can plan to, decision-making to guide, to, decidewhat can do, what not to do, what to do, what not to do, will be organized with where to; size is theembodiment of the leader's ability to work, including the organization, command, coordinationcan can can, persuade ability, deciding how to take a person, how things work, how to achieve thegoals of the organization. The direction and magnitude are variables, how to grasp to be justperfect, this is art, is the leadership Qizhen groad.
Leadership is the core of Qizheng ”defensive moves“. ”Positive“, namely the right way, the rightway; ”odd“, that is, beyond all expectations. ”Defensive moves“ is honestly, is able to leadnormal, law-abiding, and breakthrough thinking, surprise. Do ”positive“ things with seventy percent ofthe time, with flexible time study thirty percent. Not only stick to the truth, and not to stick in themud; both inheritance and innovation. Get people to beat all the achievements in the light path, is akind of ”a small victory by wisdom, victory by the great wisdom of morality“. The author thinks thatthe leadership is mainly composed of ”three dimensions of product line of thinking“, the product is thefoundation of this, thinking is the soul seeks victory, for is the base of success. While supporting thethree dimensions of the twelve pillars, namely twelve, respectively is: self-control, learningability, innovationability, affinity, insight, planningcapacity, decisiveness, appeal, organization, coordination, guidanceforce force force,excitation force. This article expounds the important role of leadership in enterprises”going out“ strategy to play. Think enterprises to go abroad to a greater stage to competition,enterprises are facing a more complicated situation, the greater the risk, the development ofenterprises, not only are facing tremendous challenges, is living is a big test. Therefore, enterprises togo out first, facing a series of decision test, correct decision, the enterprise can make a profit anddevelopment, the decision is not correct, the enterprise may even the survival problem. This seriesof decision is for leader decision-making capacity test. Enterprises to go out must answer a series ofquestions, and these questions are is closely related with the issue of leadership. These questionsare: why go out of enterprises, out of what to do and when to go out the best, go towhere to go, into which an industry. Are the important decision problems. Finally, fromenterprise, government and society three aspects, discusses the influence of leadership on goingout strategy implementation. The author thinks that the enterprise goes out to need theenterprise leaders with strategic thinking and strong organizing and commanding ability, needgovernment departments leaders with a strong organization and coordination ability, need the socialfrom all walks of life together. This paper uses a lot of examples illustrate the enterprises to go out therelationship between work ideas and business leaders, relationship between the government andthe important department leaders organized force, with all sectors of society on the relationshipbetween business support. Finally draws the conclusion: go out is a national issue, is the embodimentof social comprehensive ability of enterprise and government, and the needs of many collaborativeefforts. How to put the tray of loose sand into the tower? Must be a leadership. The enterprise isthe subject of ”going out“, a clear strategic, select the appropriate strategy, abide by the rules and riskprevention. The government is ”going out“ backing, to strengthen macro guidance, to create a goodenvironment, maintain the normal order. The social intermediary is an important supporting to goout, we must make great efforts to cultivate and develop intermediary organizations own. Threewith good, three aspects of the strong leadership, can is unripe, a surprise move, our strategy of ”goingout“ to the real ground.
Keywords: enterprise, go out strategy, leadership, strategy, case
目录
前言
第 1 章 奇正领导力
1.1 “品”生威
1.1.1 自制力――树之根
1.1.2 亲和力――树之干
1.1.3 学习力――树之冠
1.1.4 创新力――树之果
1.2 “思”生智
1.2.1 洞察力----观察事物的能力
1.2.2 谋划力----制定蓝图的能力
1.2.3 决断力----正确而果断决策的能力
1.2.4 号召力---说服、传导、示范的能力
1.3 “行”生果
1.3.1 组织力---执行的基础
1.3.2 协调力---执行的关键
1.3.3 导向力---执行的灵魂
1.3.4 激发力---执行的动力
第 2 章 领导力是决定企业走出去战略成败的核心要素
2.1 为什么走出去，是对领导者战略思维的考验
2.2 走出去做什么，是对领导者工作思路的重要考验
2.3 什么时候行动，是对领导者谋势能力的考验
2.4 向哪里走，是对领导者导向力的考验
2.5 进入哪个领域，是对领导者洞察力的考验
第 3 章 企业实现走出去战略需要不同领域领导力合成
3.1 企业走出去需要企业领导者具有良好的战略思维
3.2 企业实施走出去战略需要政府各部门领导者具有强大的组织协调能力
3.3 企业实施走出去战略需要社会各界领导者同心协力
第 4 章 “奇正领导力”对于产业型企业走出去更具指导意义
4.1 成功企业案例分析
4.2 失意企业案例分析
参考文献
致 谢
