Discussion on the art of enterprise leadership (for your reference) Abstract: By analyzing the lack of leadership art of China leaders, this paper puts forward some opinions and suggestions, hoping that leaders can make better use of leadership art. Keywords: leadership art; The quality of leaders; Ren; Strict; Letter; Brave; The leader's deficiency in the art of leadership (1) is excessive kindness. Benevolence and kindness are both good, and they are also common skills for leaders to control their subordinates. However, when the business leaders control their subordinates, they are too kind and kind, which leads to the kindness of women and turns kindness into pampering or appeasement. Excessive kindness of leaders leads to the deterioration of some situations, and employees misinterpret the kindness of leaders as indulgence and do whatever they want. The system should be the performance of the leader's benevolence, and it should not be that the leader makes benevolence above the system in order to reflect benevolence, so that it seems that benevolence is actually the performance of the leader's weakness. (2) serious falsehood. Strictness does not conflict with the kindness of leaders. The communication between leaders and subordinates includes not only understanding, praise and encouragement, but also criticism. Punishment will never be tolerated, and rewards will never be stingy. Only the combination of kindness and kindness can reflect the courage of leaders. But severity should not only be aimed at employees, but also at leaders themselves. In order to establish prestige in front of employees, leaders usually show strict self-discipline, but if this strictness is not from the heart, it is a false self-discipline, and this will be the beginning of chaos. (3) don't talk about honesty. Honesty is the foundation of a leader. Being a man is the foundation of success. From the relationship between the two, it is not difficult to see how important honesty is for a leader. The boss has no trust, and the subordinates naturally have no virtue. This is actually the small fish effect. Because of the responsibility and position of leaders, their words and deeds are often in the sight of subordinates, and how to play an exemplary role is very important. Without the trust of the leader, subordinates will not work wholeheartedly for the boss, and at the same time they will lose their credit because of the influence of the leader, which will eventually damage the reputation of the enterprise and make customers no longer willing to cooperate. (4) lack of wisdom. Nowadays, there is a bad trend in enterprises, that is, leaders value a diploma rather than academic level. Education is a rule to improve the quality of leaders, but when it becomes a trend or even the only or very important standard, it will solidify people's thinking. The art of leadership is a complicated and chaotic science. Academic qualifications measure a person's knowledge, and the art of leadership comes more from the accumulation of practice and experience. The wisdom of leaders should reflect not only their knowledge, but also their own experience. Why a leader? Because leaders are more experienced than subordinates, they have encountered and solved more and more difficult problems, rather than having higher academic qualifications than subordinates. Ren Zheng Fei asked at a high-level meeting: "Why is my level higher than yours?" Everyone replied: I don't know. Ren said: "Because I can learn a little more than you in everything, and the more things I do, the better my level will naturally be." A leader is more practice and more accumulation than his subordinates. (5) Not brave enough. Laozi once said: "Knowing people is wise; The winner is strong. " For leaders, courage is actually divided into two kinds. Most leaders can face the outside world bravely. They make decisive decisions and are full of courage in event analysis and external development. These are all brave to the outside world. But brave people who dare to bear the humiliation of Han Xin's legs are rare. Most of the leaders are pointing out the mountains and rivers, and they are full of enthusiasm. This is the time to make heroes. Courage from the heart is not always shown, but firmness and calmness when it is difficult and successful. What the ancients called "courage without fear" is the courage that many leaders lack. The courage of a leader is not only courage, but always reflects his greatness rather than temporary gains and losses. It can be seen that a leader needs not only bloody courage, but also perseverance. Gou Jian can overthrow Wu and strengthen Zhao. Only when a leader has patience can he lead his subordinates through the difficulties and clear the dark clouds. A better grasp of the art of leadership comes from the improvement of the quality of leaders. Leaders' understanding of the art of leadership is not enough. First of all, they should improve their own quality. According to the truth of Sun Tzu's Art of War, this paper puts forward the viewpoint of strengthening the cultivation of benevolence, strictness, faithfulness, courage and wisdom. 2. 1 The cultivation of wisdom (1) Wisdom is human. Leaders should first enrich their knowledge, including professional knowledge and the ability to develop, communicate, copy and manage. After all, this is an indispensable ability for leadership. But what leaders need more is a kind of judgment, which can only be formed through a lot of practice and experience accumulation, including two judgments on people and things. At the same time, leaders need to know when to show their wisdom and when to hide their superhuman wisdom, so as to stimulate the initiative of subordinates. Foolish men are really great wisdom. (2) the wisdom of things. That is, leaders need to analyze things comprehensively, objectively and accurately. We should have a dialectical way of thinking. Because leaders face a complex and changeable world and are at the intersection of contradictions, only by seeing the essence of things can they cope with all kinds of changes. We should look at the problem from the perspective of diversity, strive to be comprehensive and prevent one-sidedness; We should look at the problem from a dynamic point of view, avoid rigidity and prevent rigidity; It is necessary to look at the problem from another angle and analyze the specific situation to prevent generalizations. 2.2 the cultivation of benevolence (1) the benevolence of human nature. There is only one kind of person in the world, and that is the person who needs to care. Everyone needs the care of others, especially the employees who work under high intensity and pressure, and they are more eager for the sympathy of their superiors. As a leader, you should care about your employees in your work and life. A leader treats everything in the world with a broad and loving mind and treats his subordinates with a kind family heart. Sometimes, leaders need to consider the needs of employees from the perspective of employees, not only material but also spiritual. I once had a friend who resigned from Microsoft. This does not mean that Microsoft is tired of working, nor does it mean that Microsoft's salary is not high. Actually, it's just that his father died and he needs to go home and wake up. The holiday approved by Microsoft is too short. In order to be filial, he had to resign. This is an easy thing to solve. Microsoft doesn't have to lose a capable employee, but the leader doesn't consider the spiritual needs of employees. Equal communication and exchange of views between superiors and subordinates will enable all parties in the organization to discuss more things and make more self-criticism in case of contradictions, which is conducive to the formation of a friendly and harmonious organizational environment. As a leader, we must form a group with others and unite as one, just like clenching our fists. Like birds on the grassland, we should always lay eggs and hatch in one place in droves, and effectively accomplish the great task of life with racial superiority and vigilance. (2) The benevolence of rules. Leaders always have their own effective subordinates, even relatives and friends. For these people, leaders have more care and support. For them, leaders make more mistakes, but they always get more credit and more rewards. But benevolence is not doting, appeasing or conniving. Confucius believes that the so-called system is that leaders evolve laws into rules that people must abide by based on kindness, with the aim of restraining excesses and promoting deficiencies. In other words, the so-called benevolence is the foundation of the system, and the so-called system is formulated to reflect benevolence. But this does not mean that the benevolence and righteousness of leaders can override the system, that is to say, the system cannot be changed casually. On the contrary, in order to embody benevolence, the system must be carefully formulated. And once formulated, it can't be easily changed, otherwise it will make Ren appear heartless. Only by grasping the primary and secondary relationship between benevolence and system can leaders better embody benevolence, make subordinates feel warm and fair, and let people join in. 2.3 Cultivation of faith (1) Improvement of honesty. "People can't stand without faith!" As a leader, you should be more trustworthy. Keeping promise is keeping promise, no matter big or small, as long as it is a promise to others, it is a big deal. Pepsi pays special attention to this. In business training, it will be repeatedly emphasized every time: "Don't promise customers easily, as long as you promise customers, you must do it." Leaders have credibility, customers can trust and are willing to cooperate for a long time. Internally, the subordinates can be convinced that they can be invincible. (2) enhance prestige. However, it should be noted that people often associate prestige with trust, but the positions of trust and prestige are reversed, thinking that the relationship between prestige is prestige first and then prestige, but in fact it should be prestige first and then prestige. If the leader puts prestige before the letter, he will always doubt whether his prestige has been violated, but in fact he will never get prestige because he is suspicious and constantly tramples on his majesty. Therefore, leaders pay attention to their own credibility and keep their promises, so as to convince their subordinates and establish their prestige among them. 2.4 Strict training with high standards and strict requirements. Leaders often use this as a slogan when managing subordinates. Strict requirements do not conflict with benevolence, but should be based on clear rewards and punishments. When making rules, leaders should be clear about what should be rewarded and punished, and resolutely do a good job in evaluation and implementation. Such strictness will not undermine the implementation of the leadership's benevolent policies. The story of Zhuge Liang's tearful beheading of Ma Su in The Romance of the Three Kingdoms is an example, which shows that the Lord will punish his subordinates very severely, and only when the rewards and punishments are strict can the soldiers of the three armed forces be ordered to obey orders. Strict management of subordinates is only one part of the personal qualities that leaders need to improve, and the other part is strict requirements for themselves. The leaders of many enterprises always pass the day with a cup of tea and a newspaper at work, or check the stock market on the computer of the unit, doing things that are inconsistent with the nature of the work. This situation is very common in state-owned enterprises. Although the important work is still dominated by leaders, their usual work style has affected the usual work style of subordinates. In essence, it comes strictly from a person's heart, not from his behavior; This begins with his deep understanding of things, not coercion. People who can really be strict with themselves are people who can be strict with their own thoughts. Only when leaders are strict with themselves can they be qualified to be strict with themselves. Otherwise, you can't convince your subordinates. 2.5 Bravely cultivate leaders' failed decisions are different, but the correct decisions are similar, that is, they do not hesitate in the face of opportunities, bravely meet them, and make what they think is the best decision. Leaders need to analyze problems, explore various markets and face various plans. It is almost impossible to find the perfect one among all kinds of excellent schemes. At this time, what is needed is the courage of leaders to make decisions. The success of decision-making depends on the efforts of everyone and leaders. Once the decision fails, the leader needs the courage to take the responsibility for the failure, rather than shifting the responsibility to others. Courage is actually a very important quality for leaders to implement leadership art. If you fail, you can start all over again, but when a leader loses courage, there is nothing. Wada Kazuo said in a speech at China Europe International Business School. Taking responsibility for failure and courage to make a comeback are qualities that leaders need in the art of life. It can be seen that a leader needs not only bloody courage, but also perseverance. Gou Jian can overthrow Wu and strengthen Zhao. Only when a leader has patience can he lead his subordinates through the difficulties and clear the dark clouds. 3 Conclusion The artistic essence of leadership comes from personal inner cultivation. Compared with many methods of leadership art, cultivation is like fertile land, and methods are more like species growing on this land. Only with good personal cultivation can we truly master the laws and methods. Every leader must have his own unique characteristics. Carrying forward his own characteristics, strengthening personal cultivation, and better understanding benevolence, strictness, faithfulness, courage and wisdom will inevitably reflect his personal qualities and give play to his unique leadership art, thus enhancing the leadership art and achieving the effect that ordinary people can't control, coordinate and do things. References [1][ America] James W. Robinson Welch's Leadership Art [M]. Beijing: CITIC Publishing House, 2004, (5). [2] Gao Wei. Carnegie on the art of leadership [M]. Beijing: Yanshan Publishing House, 2007, (6). [3][ America]