First of all, successful leaders have clear and consistent goals. This "purpose" and "sense of direction" are the basis of leaders' behavior and determine the success or failure of specific actions and policies. Second, leaders should make continuous progress and learn for life. They always feel the importance of learning in their hearts. They are never satisfied, never slack off, study all their lives and keep making progress. Third, leaders should "add value" to others. In fact, a good leader will definitely take the initiative to help subordinates, promote subordinates, and influence subordinates in all directions. He has the passion and desire to make his subordinates grow and progress quickly, and he has such ability and courage. Therefore, a real leader should be a very influential person, and this influence does not come from power, official prestige or force, but from his respect for others. Maxwell's views on leadership are obviously different from China's traditional leadership theories, such as "strategy", "politics" and "hooliganism". Although both of them are people-oriented, China's tradition is more about "governing people", "preventing people" and "fools", but in Maxwell's view, he first affirmed people's dominant position, based on tapping people's potential, enhancing people's value, and attaching importance to establishing healthy interpersonal relationships, team building, employee training, caring for others, encouraging others and inspiring others. In other words, a successful leader should not only "lead" but also "guide". Guidance is not forced by others, and guidance is not forced, but based on the cultivation of quality, conduct and self-cultivation, attracting others to follow voluntarily. Maxwell clearly pointed out that the core of leadership is influence, which Yang Zhuang respected. In Being an Influential Person: Ten Lessons of Leadership in Peking University, Yang Zhuang made it clear from the beginning: "Leadership is the ability to influence others." "If a leader can't get the support of the people he controls, then his leadership can't be exerted." Obviously, Yang Zhuang's leadership argument is Maxwell-style. Even so, it is not completely copied. Yang Zhuang pointed out that the core of leadership is influence, but influence mainly comes from three aspects: First, thinkers. Thinkers mentioned here refer to people who have their own unique way of thinking and philosophical thinking, unique judgments on complex problems and a complete system. Followed by experts. A solid foundation and superb skills in the professional field can make a leader a respected expert. Experts have the authority to speak in specific fields, have an understanding and understanding of specific issues beyond ordinary people, and have the ability to apply this understanding to practice. Such experts often have considerable influence. Finally, personality. This quality includes not only the moral principles in dealing with people, but also the perseverance in the face of difficulties, empathy and empathy in the process of interpersonal communication, tolerance for people with different personalities and thoughts, courage and composure in dealing with crises, love for the world and so on. Different from some leadership works, Yang Zhuang did not mention too much the skills and methods to improve leadership, but focused on the elaboration of principles and concepts. In addition, perhaps because of the need of teaching form and the goal of knowledge popularization, a large part of the leaders introduced by Yang Zhuang are basic and introductory. Based on Richard Hages, an American, the latest theoretical framework of western leadership, combined with a large number of foreign cases, he made a popular and vivid exposition on the definition, connotation, theory and practice of leadership. Leadership directly determines the cohesion and influence of an enterprise. This statement is not an exaggeration. The train runs fast, thanks to the headband. The existence and quality of leaders is one of the fundamental factors to ensure the sustainable operation of enterprises and the sustainable progress of society. Yang Zhuang's "Being an Influential Person: Ten Lessons of Leadership in Peking University" reveals the key to cultivating and shaping leadership, especially he inherits Maxwell's view that "leadership is influence" and provides a constructive and instructive way for China business circles. In fact, his "Ten Lessons" finally outlined the track of leadership for us.