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Why we need open leaders more than ever
============================================================
### Changing social and cultural conditions are giving rise to open leadership.
Posted 02 Feb 2017[Philip A Foster][10][Feed][9]13[up][6]
![Why we need open leaders more than ever](https://opensource.com/sites/default/files/styles/image-full-size/public/images/business/BUSINESS_politics-1.png?itok=SmpUnH4c "Why we need open leaders more than ever")
>Image by : opensource.com
Leadership is power. More specifically, leadership is the power to influence the actions of others. The mythology of leadership can certainly conjure images of not only the romantic but also the sinister side of the human condition. How we ultimately decide to engage in leadership determines its true nature.
Many modern understandings of leadership are born out of warfare, where leadership is the skillful execution of command-and-control thinking. For most of the modern era of business, then, we engaged leadership as some great man or woman arriving at the pinnacle of power and exerting this power through position. Such traditional leadership relies heavily on formal lines of authority through hierarchies and reporting relationships. Authority in these structures flows down through the vertical hierarchy and exists along formal lines in the chain of command.
>Open leaders quickly discover that leadership is not about the power we exert to influence progress, but the power and confidence we distribute among the members of the organization.
However, in the late 20th century, something began to change. New technologies opened doors to globalism and thus more dispersed teams. The way we engaged human capital began to shift, forever changing the way people communicate with each other. People inside organizations began to feel empowered, and they demanded a sense of ownership of their successes (and failures). Leaders were no longer the sole owners of power. The 21st century leader leading the 21st century organization began to understand empowerment, collaboration, accountability, and clear communication were the essence of a new kind of power. These new leaders began _sharing_ that power—and they implicitly trusted their followers.
As organizations continue becoming more open, even individuals without "leadership" titles feel empowered to drive change. These organizations remove the chains of hierarchy and untether workers to do their jobs in the ways they best see fit. History has exposed 20th century leaders' tendencies to strangle agility through unilateral decision-making and unidirectional information flows. But the new century's leader best defines an organization by the number of individuals it empowers to get something done. There's power in numbers—and, frankly, one leader cannot be in all places at all times, making all the decisions.
So leaders are becoming open, too.
### Control
Where the leaders of old are focused on command-and-control positional power, an open leader cedes organizational control to others via new forms of organizational governance, new technologies, and other means of reducing friction, thereby enabling collective action in a more efficient manner. These leaders understand the power of trust, and believe followers will always show initiative, engagement, and independence. And this new brand of leadership requires a shift in tactics—from _telling people what to do_ to _showing them what to do_ and _coaching them along the way_. Open leaders quickly discover that leadership is not about the power we exert to influence progress, but the power and confidence we _distribute_ among the members of the organization. The 21stcentury leader is focused on community and the edification of others. In the end, the open leader is not focused on self but is selfless.
### Communication
The 20th century leader hordes and controls the flow of information throughout the organization. The open leader, however, seeks to engage an organization by sharing information and context (as well as authority) with members of a team. These leaders destroy fiefdoms, walk humbly, and share power like never before. The collective empowerment and engaged collaboration they inspire create agility, shared responsibility, ownership—and, above all, happiness. When members of an organization are empowered to do their jobs, they're happier (and thus more productive) than their hierarchical counterparts.
### Trust
Open leaders embrace uncertainty and trust their followers to do the right thing at the right time. They possess an ability to engage human capital at a higher level of efficiency than their traditional counterparts. Again: They don't operate as command-and-control micromanagers. Elevating transparency, they don't operate in hiding, and they do their best to keep decisions and actions out in the open, explaining the basis on which decisions get made and assuming employees have a high level grasp of situations within the organization. Open leaders operate from the premise that the organization's human capital is more than capable of achieving success without their constant intervention.
### Autonomy
Where the powerful command-and-control 20th century leader is focused on some _position_ of power, an open leader is more interested in the actual _role_ an individual plays within the organization. When a leader is focused on an _individual_, they're better able to coach and mentor members of a team. From this perspective, an open leader is focused on modeling behaviors and actions that are congruent with the organization's vision and mission. In the end, an open leader is very much seen as a member of the team rather than the _head_ of the team. This does not mean the leader abdicates a position of authority, but rather understates it in an effort to share power and empower individuals through autonomy to create results.
### Empowerment
Open leaders are focused on granting authority to members of an organization. This process acknowledges the skills, abilities, and trust the leader has in the organization's human capital, and thereby creates positive motivation and willingness for the entire team to take risks. Empowerment, in the end, is about helping followers believe in their own abilities. Followers who believe that they have personal power are more likely to undertake initiatives, set and achieve higher goals, and persist in the face of difficult circumstances. Ultimately the concept of an open organization is about inclusivity, where everyone belongs and individuality and differing opinions are essential to success. An open organization and its open leaders offer a sense of community, and members are motivated by the organization's mission or purpose. This creates a sense of belonging to something bigger than the individual. Individuality creates happiness and job satisfaction among its members. In turn, higher degrees of efficiency and success are achieved.
>More Open Organization Resources
* [Download the Open Organization Leaders Manual][1]
* [Download the Open Organization Field Guide][2]
* [What is an Open Organization?][3]
* [What is an Open Decision?][4]
We should all strive for the openness the 21st century leader requires. This requires self-examination, curiosity—and, above all, it's ongoing process of change. Through new attitudes and habits, we move toward the discovery of what an open leader really _is _and _does,_ and hopefully we begin to take on those ideals as we adapt our leadership styles to the 21st century.
Yes, leadership is power. How we use that power determines the success or failure of our organizations. Those who abuse power don't last, but those who share power and celebrate others do. By reading [this book][7], you are beginning to play an important role in the ongoing conversation of the open organization and its leadership. And at the conclusion of [this volume][8], you'll find additional resources and opportunities to connect with the open organization community, so that you too can chat, think, and grow with us. Welcome to the conversation—welcome to the journey!
_This article originally appeared as the introduction to _The Open Organization Leaders Manual_, now [available from Opensource.com][5]._
--------------------------------------------------------------------------------
译者简介：
Philip A Foster - Dr. Philip A. Foster is a leadership/business coach and consultant and Adjunct Professor. He is a noted Thought Leader in Business Operations, Organizational Development, Foresight and Strategic Leadership. Dr. Foster facilitates change through the design and implementation of strategies, strategic foresight, and planning.
--------------------------------------------------------------------------------
via: https://opensource.com/open-organization/17/2/need-open-leaders-more-ever
作者：[Philip A Foster][a]
译者：[译者ID](https://github.com/译者ID)
校对：[校对者ID](https://github.com/校对者ID)
本文由 [LCTT](https://github.com/LCTT/TranslateProject) 原创编译，[Linux中国](https://linux.cn/) 荣誉推出
[a]:https://opensource.com/users/maximumchange
[1]:https://opensource.com/open-organization/resources/leaders-manual?src=too_resource_menu
[2]:https://opensource.com/open-organization/resources/field-guide?src=too_resource_menu
[3]:https://opensource.com/open-organization/resources/open-org-definition?src=too_resource_menu
[4]:https://opensource.com/open-organization/resources/open-decision-framework?src=too_resource_menu
[5]:https://opensource.com/open-organization/resources/leaders-manual
[6]:https://opensource.com/open-organization/17/2/need-open-leaders-more-ever?rate=c_9hT0EKbdXcTGRl-YW0QgW60NsRwO2a4RaplUKfvXs
[7]:https://opensource.com/open-organization/resources/leaders-manual
[8]:https://opensource.com/open-organization/resources/leaders-manual
[9]:https://opensource.com/user/15497/feed
[10]:https://opensource.com/users/maximumchange

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为什么我们比以往更需要开放的领导人
============================================================
### 不断变化的社会和文化条件正促使着开放的领导。
Posted 02 Feb 2017[Philip A Foster][10][Feed][9]13[up][6]
![Why we need open leaders more than ever](https://opensource.com/sites/default/files/styles/image-full-size/public/images/business/BUSINESS_politics-1.png?itok=SmpUnH4c "为什么我们比以往更需要开放的领导人")
>Image by : opensource.com
领导就是力量。更具体地说，领导力是影响他人行动的力量。 关于领导力的神话不仅可以让人联想到人类的浪漫的一面而且还有险恶的一面。 我们最终决定如何领导才能决定其真正的本质。
许多现代对领导力的理解都是在战争中诞生的，在那里，领导力意味着熟练地执行命令和控制思想。 在现代商业的大部分时间里，我们都是作为一个到达权力顶峰的伟大的男人或女人，并通过地位来发挥领导力量的。 这种传统的通过等级和报告关系的领导方式严重依赖于正式的权威。 这些结构中的权威通过垂直层次结构向下流动，并沿命令链的形式存在。
>开放的领导人很快就发现，影响我们发挥进步的力量不是领导力，而是我们在组织成员中分配的力量和信心。
然而，在20世纪后期，一些东西开始改变。 新技术打开了全球主义的大门，从而使团队更加分散。 我们投入人力资本的方式开始转变，永远地改变人们之间的沟通方式。组织内部的人开始感觉得到了有权力，他们要求对自己的成功(和失败)拥有所有权。 领导者不再是权力的唯一拥有者。 21世纪的领导者带领21世纪的组织开始了解授权、协作、责任和清晰的沟通是一种新型权力的本质。 这些新领导人开始分享权力——他们暗中信任他们的追随者。
随着组织继续变得更加开放，即使是没有“领导力”头衔的人也会感到有权力推动变革。 这些组织消除了等级制度的枷锁，让工人们以他们认为合适的方式去工作。 历史暴露了20世纪领导人倾向通过单边决策和单向信息流来扼杀敏捷性。 但是，新世纪的领导者最好确定一个组织，由它授权的个体来完成一些事情。 有权力的数字，坦率地说，一个领导者在任何时候都不能在所有的地方，做出所有的决定。
因此，领导人也开始变得开放。
### 控制
当老的领导人专注于指挥和控制的地位权力时，一个开放的领导者通过新形式的组织管理方式、新技术和其他减少摩擦的方式，将组织控制权放在了别人身上，这样可以更有效的方式实现集体行动的方式。 这些领导者了解信任的力量，相信追随者总是会表现出主动，参与和独立性。 而这种新的领导方式需要在战术上有所转变——从告诉人们如何去做，向他们展示如何去做，并在路上指导他们。开放的领导人很快就发现，领导力不是影响我们发挥进步的力量，而是我们在组织成员中分配的力量和信心。 21世纪的领导者专注于社区和对他人的教化。最后，开放的领导者并不是专注于自我，而是无私的。
### 交流
20世纪的领导者人组织并控制整个组织的信息的流动。 然而，开放的领导者试图通过与团队成员共享信息和背景(以及权力)来组织一个组织。 这些领导人摧毁了领地，谦逊地走着，分享着前所未有的力量。 集体赋权和参与的协作创造了灵活性，分担责任，所有权，尤其是幸福。 当一个组织的成员被授权做他们的工作时，他们比等级层次的同事更快乐(因而更有生产力)。
### 信任
开放的领导者接受不确定性，相信他们的追随者在正确的时间做正确的事情。 他们拥有比传统对手，更高吸引人力资本效率的能力。 再说一次:他们不会像命令和控制的微观管理者那样运作。 提高透明度，他们不会暗箱操作，他们尽可能的吧决策和行动放在公开场合，解释决策的基础，并假设员工对组织内的情况有高度的把握。 开放领导者的操作的前提是，如果没有他们的持续干预，该组织的人力资本就更有能力取得成功。
### 自治权
在20世纪具有强大指挥和控制力的领导者专注于某些权力的时候，一个开放的领导者更多地关注组织内个人的实际活动。 当领导者专注于个人时，他们就能够更好地训练和指导团队成员。 从这个角度来看，一个开放的领导者关注的是与组织的愿景和使命一致的行为和行动。最后，一个公开的领导者被看作是团队中的一员，而不是团队的领导者。 这并不意味着领导人放弃了权力的地位，而是低估了这一点，以分享权力，并通过自主创造成果赋予个人权力。
### 赋权
开放的领导人把重点放在授予组织成员的权力上。 这个过程承认领导者在组织人力资本中的技能、能力和信任，从而为整个团队带来了积极的动力和意愿。 最终，赋权就是帮助追随者相信他们自己的能力。 那些相信自己拥有个人权力的追随者更有可能采取主动行动、制定和实现更高的目标，并在困难的环境下坚持下去。 最终，开放组织的概念是关于包容性，每个人都是属于自己的，个性和不同的观点对于成功是至关重要的。 一个开放的组织及其开放的领导者提供了一种社区的感觉，而成员则受到组织的使命或目的的驱动。 这会产生一种比个人更大的归属感。 个性创造了成员之间的幸福和工作满意度。 反过来，又实现了更高的效率和成功。
>更开放的组织资源
* [下载开放式组织领导手册][1]
* [下载开放组织实地指南][2]
* [什么是开放组织？][3]
* [什么是开放决策？][4]
我们都应该为21世纪领导人所要求的开放性而努力。 这需要自我反省，好奇心，尤其是它正在进行的改变。 通过新的态度和习惯，我们逐渐发现了一个真正的开放领导者，并且希望我们在适应21世纪的领导风格的同时，也开始采纳这些理念。
是的,领导就是力量。我们如何利用这种权力决定了我们组织的成败。 那些滥用权力的人不会持久，但那些分享权力和庆祝他人的人会更持久。 通过阅读 [这本书][7], 你开始在开放组织及其领导的持续对话中发挥重要作用。 在 [本卷][8]　的结论中, 您将找到与开放组织社区联系的额外资源和机会，以便您也可以与我们聊天、思考和成长。 欢迎来到谈话——欢光临！
_这篇文章最初是作为 _开放组织领导手册_的引言出现的, 现在 [从 Opensource.com　中可获得][5]._
--------------------------------------------------------------------------------
译者简介：
Philip A Foster - Dr. Philip A. Foster 是一名领导/商业教练兼顾问兼兼职教授。 他是企业运营、组织发展、展望和战略领导层的著名思想领袖。 Dr. Foster 通过设计和实施战略、战略预见和规划来促进变革。
--------------------------------------------------------------------------------
via: https://opensource.com/open-organization/17/2/need-open-leaders-more-ever
作者：[Philip A Foster][a]
译者：TimeBear
校对：[校对者ID](https://github.com/校对者ID)
本文由 [LCTT](https://github.com/LCTT/TranslateProject) 原创编译，[Linux中国](https://linux.cn/) 荣誉推出
[a]:https://opensource.com/users/maximumchange
[1]:https://opensource.com/open-organization/resources/leaders-manual?src=too_resource_menu
[2]:https://opensource.com/open-organization/resources/field-guide?src=too_resource_menu
[3]:https://opensource.com/open-organization/resources/open-org-definition?src=too_resource_menu
[4]:https://opensource.com/open-organization/resources/open-decision-framework?src=too_resource_menu
[5]:https://opensource.com/open-organization/resources/leaders-manual
[6]:https://opensource.com/open-organization/17/2/need-open-leaders-more-ever?rate=c_9hT0EKbdXcTGRl-YW0QgW60NsRwO2a4RaplUKfvXs
[7]:https://opensource.com/open-organization/resources/leaders-manual
[8]:https://opensource.com/open-organization/resources/leaders-manual
[9]:https://opensource.com/user/15497/feed
[10]:https://opensource.com/users/maximumchange