【職場領導】為何有才能的人選擇不當領袖？揭秘三大心理風險
許多有潛力的人在成為領袖的道路上感到猶豫不決。儘管許多組織渴望找到具有領導才能的人，但當有機會展現領導風範時，為何這些人還是選擇躊躇？
首先，領導可能帶來的人際風險使許多人卻步。他們擔心領導的行為可能傷害與同事之間的關係。有些人更擔心，如果他們站出來領導，其他人可能會在背後說他們的壞話。
其次，形象風險也是一大擔憂。人們害怕他們的領導行為，可能會使他們在同事眼中留下不好的印象。儘管組織和員工都稱讚領導，但真正行使領導權可能會對他們的形象造成負面影響。
另外，許多人擔心，如果他們選擇領導，而團隊失敗了，他們會被視為唯一的責任人。
以下三個建議能讓企業激發員工的領導潛力並降低這些風險感：
- 給予可栽培的員工額外的支持：為有潛力的員工提供加強支援，特別是在職涯初階段或是組織中新進、低級別的成員。在關鍵時刻，主動詢問他們的觀點，強調他們的價值。
- 管理衝突時要對事不對人：確保團隊之間的衝突是關於工作內容，而非個人攻擊。當團隊發生摩擦時，領導層需避免個人情感牽涉，保證衝突源於工作差異，而非個人偏見或價值觀的不同。研究也指出，適當的「意見差異」可促進組織創新和思考。
- 提供員工一個低風險的環境以嘗試領導：讓他們在輕鬆的狀況下培養領導才能。領導層應鼓勵低風險的小型計劃，循序漸進地塑造他們的領導魅力，減少他們在決策時的猶豫或對失敗的恐懼。
企業應該意識到，領導不只是一個職位或榮譽，而是一項責任和挑戰。真正的領導者是那些儘管面對風險和挑戰，仍然選擇站出來的人。
Many potential individuals hesitate on the path to becoming leaders. Even though many organizations are eager to find those with leadership talent, why do these people still hesitate when given the opportunity to show leadership?
Firstly, the interpersonal risks that leadership might bring makes many back down. They worry that their actions as leaders might hurt their relationships with colleagues. Some are even more concerned that if they step up to lead, others might speak ill of them behind their backs.
Secondly, the risk to one's image is also a major concern. People fear that their leadership actions might leave a negative impression among colleagues. Even though organizations and employees both praise leadership, actually taking on a leadership role might negatively impact their image.
Lastly, many fear that if they choose to lead and the team fails, they will be seen as the sole person responsible.
The following three suggestions can inspire an employee's leadership potential and reduce these perceived risks:
- Offer extra support to moldable employees. Provide added support for potential employees, especially in the early stages of their careers or for newcomers and those at lower levels in the organization. Actively seek their opinions during critical moments and emphasize their value.
- When managing conflicts, focus on the issue, not the person. Ensure conflicts within teams are about the content of the work, not personal attacks. When friction occurs within a team, leaders should avoid getting emotionally involved and ensure conflicts stem from work differences, not personal biases or differing values. Research also suggests that appropriate "differences of opinion" can promote organizational innovation and thinking.
- Provide employees with a low-risk environment to try out leadership, allowing them to cultivate leadership skills in a relaxed setting. Leadership should encourage low-risk small projects to progressively shape their leadership charisma, reducing their hesitancy in decision-making or fear of failure.
Companies should realize that leadership is not just a position or honor but a responsibility and challenge. True leaders are those who choose to stand out despite the risks and challenges.