Since the word leadership spread in China, the cultivation of leadership has been paid more and more attention by all parties. However, there are many misunderstandings in the cultivation and promotion of leadership in domestic enterprises. Among them, the consciousness and behavior of replacing "organizational leadership" with the cultivation of "personal leadership" is particularly prominent. Business owners in China are more persistent in the cultivation and promotion of "personal leadership", but in fact, to achieve sustainable development and core competitiveness, an enterprise must cultivate and promote "organizational leadership", which is the key to leadership cultivation. As a management concept, system and external image gradually accumulated and formed in long-term business practice, corporate culture is recognized and implemented by all employees. Therefore, for domestic enterprises, from the cultivation of "personal leadership" to "organizational leadership", we should start from the perspective of cultivating and enhancing corporate cultural power, and realize the cultivation and promotion of "organizational leadership" in the most efficient way. ? First, the misunderstanding in the leadership training of domestic enterprises "personal leadership" replaced "organizational leadership"?

Since the word leadership was introduced into China, the research and practice of leadership has been paid more and more attention by all parties. The implementation also proves that the cultivation of leadership will be the inevitable way for enterprises to obtain core competitiveness and sustainable development. However, how to cultivate leadership has become one of the biggest challenges in enterprise management in China. The author is always excited when he talks about leadership in the face of many business executives. He explained how he knew and got in touch with leadership and participated in many trainings and seminars on leadership. He seems to have suddenly entered a clear and orderly leadership realm from the original chaotic world, from the original "rough" and "management" to the "fine" leadership realm, not to mention the leadership has embarrassed him. But when the author asks: Suppose you leave the enterprise for one day today, can the enterprise still operate normally? Ten days, half a month? Three months, six months? Are your subordinates equally conscientious, United and cooperative, and strive to advance towards the established strategic goals of the enterprise? At this point, many corporate executives will be lost in thought. Yes, this is the infatuation and misunderstanding of domestic business owners in leadership training and promotion. Through a series of "leadership" training, a single leader's personal management ability, personality charm and enterprise management ability are getting better and better, but it is this beautiful self-feeling that makes him often ignore the more important point, that is, his subordinates, even his leadership team, are increasingly dependent on him, making decisions without him, and daily management without him. The cultivation of leadership has become a stage for him to fully display his personal charm, and there are no "dancers" around him. The cultivation of "personal leadership" has been brought to the extreme, completely covering the cultivation of "organizational leadership". However, the cultivation of organizational leadership is the real source and motivation for enterprises to gain core competitiveness and ensure sustainable development. ?

Although there are still many differences in the definition of leadership in China at present, we can basically reach an understanding of the core definition elements of leadership: first, team; Secondly, team members must influence each other and work together; Once again, the team has the same goal. This points out the direction of leadership training for us: the cultivation of personal leadership will eventually turn to organizational leadership, and personal charm and influence will be transformed into the organizational influence of the management team, at least the leadership team, so that the management of the whole enterprise can ensure the strongest combat effectiveness. After all, the dependence of enterprises on individuals is always limited, which includes the limitations of time and space. ?

The transformation from "individual leadership" to "organizational leadership" requires individual leaders to change their roles: from command-and-control management to coaches and counselors; From centralized management mode to "leadership" mode of democratic parliamentary system; From the image of "making decisions by fame" and "commander-in-chief" to "behind-the-scenes hero" who believes in and relies on "the power of the masses" Second, can the cultivation of corporate cultural power effectively promote the promotion of "organizational leadership"?

Corporate culture is gradually formed in long-term business practice, which is recognized and observed by all employees. It has a set of vision, mission and values with organizational characteristics, as well as a series of management systems, employee behavior patterns and external images formed in business practice. The construction of enterprise culture is guided by strategic objectives and based on the principle of encouraging, guiding and restraining employees' thoughts and behaviors, and finally realizes the improvement of enterprise management efficiency. A scientific corporate culture system will fully reflect the six forces on employees' thoughts and behaviors: cohesion, motivation, binding, guidance, bond and radiation. As shown in figure 1: six forces of corporate culture.

The construction of corporate culture, that is, the cultivation of corporate cultural power, will enhance "organizational leadership" from two aspects. ?

First, the cultivation of corporate cultural power first requires individual leaders to build the future development of enterprises based on the strategic development goals of enterprises.

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Demonstrate vision, mission and values. ?

Corresponding to the construction of "organizational leadership", the personal charm of individual leaders lies in being able to "see" and clearly describe a bright future and the values that enterprises should follow in the process of realizing this bright future. This bright future and values are the embryonic form of corporate vision, mission and values. ?

The gradual formation of corporate vision, mission and values is a transformation from "personal leadership" to "organizational leadership": cultural vision, mission and values are first formed in the leaders' minds, then recognized in the leadership team, then gradually passed on to the management team, and finally developed into the vision, mission and values of the whole organization. Beautiful and scientific vision, mission and values are the comprehensive embodiment of individual leaders' personal leadership ability and personal charm, and are the externalization of their personal leadership as team leaders. But when this vision, mission and values become the vision, mission and values of the organization, it becomes the charm of organizational leadership displayed by this team and this enterprise. ?

For example, Ford's vision is "to become the world's leading consumer goods company providing automotive products and services" and its mission is "to provide personal mobility for people all over the world". Its values are "customer satisfaction first, producing cars that most people can afford". Prior to this, this vision, mission and value concept may be just Mr. Ford's good wishes, showing Mr. Ford's personal determination, confidence and courage. But when it became the vision, mission and values of Ford's whole organization, we saw more courage and determination of the company "Ford" and felt the organizational charm of Ford: it was Ford, not Ford himself; Now it is its entire management team, not a single individual behavior. ?

Therefore, the transformation from "personal leadership" to "organizational leadership" first needs to transform personal charm and beautiful blueprint into organizational vision, mission and values through cultural construction, and become the self-confidence, commitment and unique charm displayed by the whole organizational team. ? The second is to determine the vision, mission and values through relevant systems and codes of conduct, and internalize them into organizational leadership through training, counseling, daily supervision and evaluation, and become the guarantee for guiding, motivating and restraining employees' thoughts and behaviors. ? The establishment of corporate vision, mission and values is only the first level of corporate culture construction. Corporate culture should give full play to its cultural forces such as cohesion, motivation, guidance and ties. More importantly, in the daily decision-making and management process, the vision, mission and values of culture should be established from the system, cultivated and publicized from the consciousness and behavior, and realized in a real sense through the process of "cognition-mastery-internalization". ?

At present, the biggest problem of domestic enterprises in cultural construction is precisely this second level, that is, they cannot internalize the vision, mission and values of corporate culture. However, corporate vision, mission and values that cannot be internalized are still the personal vision of business leaders. As far as the construction of leadership is concerned, it is only "personal leadership", not "organizational leadership" or even "personal leadership". ? According to the author's many years of corporate culture consulting practice, in order to realize the goal of corporate culture internalization, at least the following tasks need to be done well: (1) Adjustment and improvement of relevant supporting systems. In a sense, the establishment of corporate culture vision, mission and values is actually a negation or revision of the old corporate management concept. Therefore, all systems and processes related to enterprise management should be reorganized. However, due to the limitations of organizational capacity and existing resources, enterprises may not be able to reach the designated position in one step. Therefore, enterprises can analyze the systems that need to be adjusted and improved according to the "urgency" and "importance" analysis matrix, and list the order of adjustment. According to experience, the author believes that after the establishment of corporate culture vision, mission and values, at least three levels of system should be adjusted immediately:

First, the decision-making mechanism of enterprise management, which is the premise to realize the transformation from individual consciousness to group consciousness and organizational consciousness; ?

Second, the compilation of "corporate culture handbook" and the design of employee code of conduct provide "standardized" operational guidance for the implementation of the concept, and speaking according to standards and avoiding ambiguity are the basis for realizing cultural internalization; ?

The third is the incentive mechanism of cultural construction. Cultural construction focuses on guidance, so that employees can truly understand what is good, what is bad, what rewards can be given to the good, and what punishment will be given to the bad. This is the guarantee for realizing cultural internalization. For example, table 1: daily reward and sincere incentive mechanism for corporate culture construction of a company.

Fourth, the daily assessment of cultural construction and management system construction is not enough, but also includes daily assessment, supervision and evaluation.