Leadership Reframed for the Workplace of the Future
为未来工作场所重塑领导力

THIS RESEARCH REPORT OUTLINES:
本研究报告概述了

• 10 vital capabilities for the leaders of today and tomorrow
  当今和未来领导者的 10 项重要能力
• Seven “leadership superpowers,” core human traits that animate those capabilities, giving them direction and purpose
  七种 "领导力超能力"，即激发这些能力、为其指明方向和目标的人类核心特质
• Eight notable insights from a worldwide survey on those capabilities and superpowers
  关于这些能力和超级大国的全球调查得出的八项显著见解
• Key findings on employees’ perspectives and opinions, and their implications
  关于员工观点和意见的主要调查结果及其影响
• And a closer look at the research findings, identifying opportunities to focus in on the importance of specific leadership skills
  对研究结果进行更深入的分析，确定重点关注特定领导技能重要性的机会

CONTENTS  目 录

Foundational Research  基础研究

10 Leadership Capabilities
10 种领导能力

Leads Authentically  真实地引导

Earn trust through transparent interactions and follow through as promised
通过透明的互动赢得信任，并履行承诺

Leads Strategically  战略性引导
Make decisions that move the organization toward bigpicture goals
做出能推动组织实现宏伟目标的决策

Leads Teams That Deliver Keep people engaged and work together toward team and organizational goals
领导团队实现目标 让员工参与其中，并为实现团队和组织目标而共同努力

Drives Digital and Data Intelligence
推动数字和数据智能
Learn how technology is changing and leverage technical information and insights to grow the business
了解技术的变化，利用技术信息和洞察力发展业务

Champions Inclusion Honor the dimensions of diversity by actively finding ways to leverage diverse capabilities and points of view
倡导包容 通过积极寻找利用不同能力和观点的方法，尊重多样性的各个层面

Leads through Uncertainty and Change Keep people engaged and productive despite the uncertainty and complexity of modern corporate life
在不确定性和变革中发挥领导作用 尽管现代企业生活充满不确定性和复杂性，但仍能保持员工的参与度和工作效率

Understands the Business Learn how the business makes a profit and target
了解企业 了解企业的盈利方式和目标
efforts where they  努力
matter most  最重要

Demonstrates Resilience and Agility
表现出应变能力和灵活性
Exhibit this skill under pressure and support others in doing the same
在压力下展示这一技能，并支持他人也这样做

7 Leadership Superpowers
7 种领导力超能力

These “leadership superpowers” are human traits or values that animate the attitudes, skills, and behaviors of highly effective leaders.
这些 "领导超能力 "是人类的特质或价值观，是高效领导者的态度、技能和行为的源泉。

The Harvard Business Publishing Corporate Learning Leadership Capability Framework
哈佛商业出版社企业学习领导能力框架

Capabilities  能力

Micro-Skills  微技能

Superpowers  超能力

Worldwide Leadership Survey
全球领导力调查

Survey participants-senior leaders, people managers, and individual contributors at least 21 years of age-worked full time in organizations with more than 5,000 employees in the United States, the United Kingdom, the Netherlands, the United Arab Emirates, India, and Saudi Arabia.*
参与调查者--年龄至少在 21 岁以上的高级领导、人事经理和个人贡献者--在美国、英国、荷兰、阿拉伯联合酋长国、印度和沙特阿拉伯拥有 5000 多名员工的组织中全职工作*。

• Importance of exhibiting leadership capabilities and superpowers for the organization
  展现领导能力和超能力对组织的重要性
• Degree to which the organization emphasizes leadership capabilities and superpowers
  组织对领导能力和超能力的重视程度
• Impact of leadership capabilities on selected organizational and business objectives
  领导能力对特定组织和业务目标的影响
• Hiring and training for the capabilities
  招聘和能力培训
• Frequency with which immediate manager exhibits the superpowers
  直接管理者展示超能力的频率
• Importance of leadership capabilities at different levels in the organization
  组织中不同层级领导能力的重要性
• Barriers to developing the leadership capabilities
  发展领导能力的障碍
• Demographics and self-reported organizational performance
  人口统计学和自我报告的组织绩效

Notable Insights  重要见解

CAPABILITY  能力

Perspectives on authenticity differ.
对真实性的看法各不相同。

CAPABILITY  能力

CAPABILITY  能力

$\mathrm{△}$$\mathrm{△}$/_\quad\triangle \quad Senior leaders may have moved on from inclusion.
$\mathrm{△}$$\mathrm{△}$/_\quad\triangle \quad 高层领导可能已经放弃了包容性。

CAPABILITY  能力

(5) Empathy is less practiced than preached.
(5) 同理心的实践少于说教。

SUPERPOWER  超级力量

Courage and curiosity may not be getting enough attention.
勇气和好奇心可能没有得到足够的重视。

There is a selfawareness shortage.
自我意识不足。

SUPERPOWER  超级力量

Expectations for integrity are high-and too often unmet.
人们对廉正的期望很高，但往往得不到满足。

SUPERPOWER  超级力量

Key Survey Findings and Implications
主要调查结果和影响

These 10 leadership capabilities are relevant for all leaders and correlate with organizational success.
这 10 种领导能力适用于所有领导者，并与组织的成功息息相关。

• Understands the Business, Leads Strategically, and Leads through Uncertainty and Change were identified as especially relevant for senior leaders.
  他们认为，"了解业务"、"战略领导 "和 "在不确定性和变革中领导 "与高级领导者尤为相关。
• Understands the Business and Develops Others were the top-ranked capabilities for people managers.
  了解业务和发展他人是人事经理的首要能力。
• Leads Authentically was identified as important for both groups.
  两个小组都认为 "真实引导 "非常重要。
  

  

Importance of Leadership Capabilities for Senior Leaders and People Managers
高级领导者和人事经理领导能力的重要性

Organizations that reported exceeding expectations for revenue, customer experiences, and employee engagement-the elite 7% in our survey-were decidedly more likely to emphasize these leadership capabilities, especially Leads Authentically and Leads Strategically.
在收入、客户体验和员工敬业度方面超出预期的组织--我们调查中的 7% 精英组织--明显更倾向于强调这些领导能力，尤其是 "真实领导 "和 "战略领导"。

Top Performers (Exceeding Revenue, Employee Experience, and Customer Experience Targets) - All Others
最佳表现者（超额完成收入、员工体验和客户体验目标） - 所有其他人员

Respondents see strong links between key leadership capabilities and business outcomes.
受访者认为关键领导能力与业务成果之间存在密切联系。

• According to respondents, engagement suffers most when the capabilities Develops Others, Champions Inclusion, and/or Leads Authentically are in short supply.
  受访者认为，当缺乏 "发展他人"、"倡导包容 "和/或 "真实领导 "的能力时，参与度会受到最大影响。
• Respondents believe strategic and financial goals are most at risk when leaders lack strength in the capabilities Drives Digital and Data Intelligence, Understands the Business, and/or Leads Strategically.
  受访者认为，如果领导者在 "数字和数据智能驱动"、"业务理解 "和/或 "战略领导 "方面缺乏优势，战略和财务目标就会面临最大风险。
• Leads through Uncertainty and Change, Champions Inclusion, and Leads Authentically correlated with high employee morale, Leads Teams That Deliver with productivity, and Drives Digital and Data Intelligence with both productivity and a culture of innovation.
  在不确定性和变革中发挥领导作用，倡导包容，并以高昂的员工士气真实地发挥领导作用，领导团队提高生产力，并以生产力和创新文化推动数字化和数据智能。

$✓$$✓$✓\checkmark These capabilities, done well:
$✓$$✓$✓\checkmark 这些能力，做得很好：

Have positive impacts on employee morale
对员工士气产生积极影响

Support a culture of innovation
支持创新文化

$\times$$\times$xx\times These capabilities, not done well:
$\times$$\times$xx\times 这些能力，做得不好：

• Apart from senior leaders, few saw Drives Digital and Data Intelligence as important in their culture even though digital transformation is a high priority for many organizations.
  除了高层领导之外，很少有人认为 "数字驱动 "和 "数据智能 "在他们的企业文化中很重要，尽管数字化转型是许多组织的重中之重。
• Despite the recent prominence of diversity, equity, and inclusion (DEI), senior leaders were less likely than other groups to say their culture Champions Inclusion.
  尽管最近多元化、公平和包容（DEI）备受关注，但与其他群体相比，高层领导不太可能说他们的企业文化是 "倡导包容"。
  

  

Organizations struggle
to hire for some vital leadership capabilities.
各组织在招聘一些重要的领导能力人才时都会遇到困难。

Difficulty of Hiring Candidates with Capability/Skill
招聘有能力/技能的候选人的难度
[PERCENTAGE REPORTING GREATER DIFFICULTY]
[报告困难较大的百分比]

Leads strategically  战略领导

Demonstrates resilience and agility
表现出应变能力和灵活性

Understands the business  了解业务

Develops others  培养他人

Received Training in Past Year
去年接受过培训
$◻$$◻$◻\square Individual Contributors $◻$$◻$◻\square People Managers $◻$$◻$◻\square Senior Leaders
$◻$$◻$◻\square 个人贡献者 $◻$$◻$◻\square 人员管理者 $◻$$◻$◻\square 高级领导者

Understands the business  了解业务

Communicates for influence and impact
传播影响力和冲击力

Leads through uncertainty and change
在不确定性和变革中发挥领导作用

Leads strategically  战略领导

Champions inclusion  冠军融入

Drives digital and data intelligence
推动数字和数据智能

Develops others  培养他人

Nearly eight in 10 senior leaders felt strongly that all superpowers are highly important in their roles, and most people managers felt the same.
近十分之八的高层领导强烈认为，所有超能力在他们的角色中都非常重要，大多数人事经理也有同样的感觉。

Importance to the Organization of Respondent Exhibiting Superpowers
受访者展示超能力对组织的重要性

Courage  勇气

Respondents from successful organizations (selfreported measures of revenue, growth, customer experience, and employee engagement) more often said their organizations emphasize the superpowers.
来自成功组织的受访者（自我报告的收入、增长、客户体验和员工敬业度衡量标准）更多地表示，他们的组织强调超级能力。

Perspectives on superpowers differed by role, revealing potential blind spots for leaders.
不同角色对超级大国的看法各不相同，揭示了领导者的潜在盲点。

• For example, senior leaders said far more often than those at other levels that their organizations emphasize Courage and Self-Awareness.
  例如，高级领导比其他级别的领导更常说他们的组织强调 "勇气 "和 "自我意识"。
• Seventy-eight percent of senior leaders felt that Empathy is important in their role, but only 47% said their organization emphasizes it.
  78%的高层领导认为，移情在他们的角色中很重要，但只有 47% 的人说他们的组织强调移情。
  

  

Individual contributors said they rarely observe evidence of Self-Awareness, Curiosity, or Courage in their immediate supervisors.
个人撰稿人说，他们很少在直接主管身上看到自我意识、好奇心或勇气的证据。

Survey Findings for Individual Leadership Capabilities and Superpowers
关于个人领导能力和超能力的调查结果

Leads Strategically  战略性引导

CAPABILITY  能力

• Seventy-one percent of senior leaders received related training in 2021 on this skill, along with 45% of people managers.
  71% 的高层领导和 45% 的人事经理将在 2021 年接受关于这项技能的相关培训。
• More expressed strong interest in further developing this capability, specifically $77\mathrm{\%}$$77\mathrm{\%}$77%77 \% of senior leaders and $66\mathrm{\%}$$66\mathrm{\%}$66%66 \% of people managers.
  更多的人对进一步发展这种能力表示出浓厚的兴趣，特别是高级领导 $77\mathrm{\%}$$77\mathrm{\%}$77%77 \% 和人事经理 $66\mathrm{\%}$$66\mathrm{\%}$66%66 \% 。
• As mentioned earlier, respondents said it is difficult to hire for Leads Strategically, strongly suggesting that organizations need to be ready to upskill both new hires and tenured managers.
  如前所述，受访者表示很难从战略角度招聘到领导者，这强烈表明企业需要做好准备，同时提高新员工和长期管理人员的技能。

Leads through Uncertainty and Change
在不确定性和变革中发挥领导作用

CAPABILITY  能力

• Sixty-three percent of senior leaders and $46\mathrm{\%}$$46\mathrm{\%}$46%46 \% of people managers received related training in 2021, while $75\mathrm{\%}$$75\mathrm{\%}$75%75 \% of senior leaders and $65\mathrm{\%}$$65\mathrm{\%}$65%65 \% of people managers expressed strong interest in further developing the capability.
  63%的高层领导和 $46\mathrm{\%}$$46\mathrm{\%}$46%46 \% 的人事经理在 2021 年接受了相关培训，而 $75\mathrm{\%}$$75\mathrm{\%}$75%75 \% 的高层领导和 $65\mathrm{\%}$$65\mathrm{\%}$65%65 \% 的人事经理对进一步发展能力表示出浓厚的兴趣。
• Given today’s volatile and unpredictable economic conditions, Leads through Uncertainty and Change has become crucial for sustained performance.
  在当今动荡和不可预测的经济形势下，"在不确定性和变革中发挥领导作用 "已成为保持业绩的关键。

CAPABILITY  能力

• With increasing calls for data-driven decisions, it’s unsurprising that nearly $75\mathrm{\%}$$75\mathrm{\%}$75%75 \% of senior leaders received related training in 2021.
  随着数据驱动决策的呼声越来越高，近 $75\mathrm{\%}$$75\mathrm{\%}$75%75 \% 的高级领导者在 2021 年接受相关培训也就不足为奇了。
• Far fewer people managers received this kind of training (only 45%), suggesting an unmet development need, especially given that 57% of people managers and $72\mathrm{\%}$$72\mathrm{\%}$72%72 \% of senior leaders expressed strong interest in further developing their data intelligence skills.
  接受过此类培训的人事经理人数要少得多（仅占 45%），这表明发展需求尚未得到满足，特别是考虑到 57% 的人事经理和 $72\mathrm{\%}$$72\mathrm{\%}$72%72 \% 的高级领导对进一步发展数据智能技能表示出浓厚的兴趣。
• If digital transformation is a priority, related capabilities will need to be prioritized for leaders at all levels.
  如果数字化转型是一个优先事项，各级领导者就需要优先考虑相关能力。

Champions Inclusion  冠军融入

CAPABILITY  能力

• Despite the strong perceived impact of Champions Inclusion on engagement-as well as the recent high-profile attention to DEI-more respondents at every level expressed strong interest in training in this capability than actually received it in 2021.
  尽管人们认为 "全纳冠军 "对参与度有很大影响，而且最近对 DEI 的关注度也很高，但在 2021 年，各层次受访者中表示对这种能力培训有浓厚兴趣的人比实际接受培训的人要多。
• With so few senior leaders reporting their organizational culture truly emphasizes inclusion, the ongoing progress for DEl initiatives may be at risk.
  由于很少有高层领导报告他们的组织文化真正强调全纳，DEl 计划的持续进展可能面临风险。

Leads
Authentically  真实地引导

CAPABILITY  能力

• Fifty-nine percent of senior leaders believe their organizations emphasize Leads Authentically, versus just 36% of individual contributors and $48\mathrm{\%}$$48\mathrm{\%}$48%48 \% of people managers, revealing a concerning gap in perceptions.
  59%的高层领导认为他们的组织强调 "真实的领导"，而仅有 36% 的个人贡献者和 $48\mathrm{\%}$$48\mathrm{\%}$48%48 \% 的人事经理认为他们的组织强调 "真实的领导"，这表明在观念上存在着令人担忧的差距。
• Like other important capabilities, this one was described as difficult to judge during hiring, again suggesting that organizations need to be ready with appropriate training for new hires.
  与其他重要能力一样，这种能力在招聘过程中很难判断，这再次表明组织需要为新员工提供适当的培训。
• Eighty percent of senior leaders received related training in 2021, compared to just 44% of people managers.
  2021 年，80% 的高层领导接受过相关培训，而人事经理仅有 44%。
• Sixty-seven percent of people managers expressed a strong desire for this kind of training-an important finding since respondents said that was even more critical for people managers than for senior leaders.
  67%的人事经理表示强烈希望接受此类培训--这是一个重要的调查结果，因为受访者表示，对人事经理来说，这比对高层领导来说更为重要。

CAPABILITY  能力

• Seventy-seven percent of senior leaders received related training in 2021, along with $56\mathrm{\%}$$56\mathrm{\%}$56%56 \% of people managers.
  在 2021 年，77% 的高层领导和 $56\mathrm{\%}$$56\mathrm{\%}$56%56 \% 的人事经理接受了相关培训。
• Seventy-five percent of senior leaders, $65\mathrm{\%}$$65\mathrm{\%}$65%65 \% of people managers, and $52\mathrm{\%}$$52\mathrm{\%}$52%52 \% of individual contributors expressed strong interest in further developing this capability.
  75%的高层领导、 $65\mathrm{\%}$$65\mathrm{\%}$65%65 \% 的人事经理和 $52\mathrm{\%}$$52\mathrm{\%}$52%52 \% 的个人贡献者都对进一步发展这种能力表示出浓厚的兴趣。
• Business acumen, including financial literacy and a strong understanding of the market and customers, is critical for leaders to make good business decisions as well as to accurately evaluate potentially innovative ideas coming from their teams.
  商业敏锐度，包括金融知识以及对市场和客户的深刻理解，对于领导者做出正确的商业决策以及准确评估团队中潜在的创新想法至关重要。

Demonstrates
Resilience and Agility
表现出应变能力和灵活性

CAPABILITY  能力

• Sixty-seven percent of senior leaders received related training in 2021, along with $43\mathrm{\%}$$43\mathrm{\%}$43%43 \% of people managers and just $32\mathrm{\%}$$32\mathrm{\%}$32%32 \% of individual contributors.
  2021 年，67% 的高层领导接受了相关培训， $43\mathrm{\%}$$43\mathrm{\%}$43%43 \% 的人事经理和 $32\mathrm{\%}$$32\mathrm{\%}$32%32 \% 的个人贡献者也接受了相关培训。
• Yet 76% of senior leaders, 63% of people managers, and 49% of individual contributors expressed strong interest.
  然而，76% 的高层领导、63% 的人事经理和 49% 的个人贡献者表示出了强烈的兴趣。
• The pace of change today suggests that supporting people’s resilience and agility is a sensible priority for future-focused organizations.
  当今的变革步伐表明，支持员工的应变能力和灵活性是着眼于未来的组织的明智优先事项。

Develops Others  发展他人

CAPABILITY  能力

• Given that respondents identified failure to develop others as a top risk to employee engagement, enhancing this capability among people managers-who most respondents feel have the primary responsibility for guiding development-is essential.
  鉴于受访者认为未能培养他人是影响员工敬业度的最大风险，因此提高人事经理的这种能力至关重要--大多数受访者认为他们负有指导发展的主要责任。

Leads Teams
That Deliver
领导团队交付成果

CAPABILITY  能力

• Among people managers, far more showed strong interest in related training (69%) than received it in 2021 (48%).
  在人事经理中，对相关培训表现出浓厚兴趣的人数（69%）远远多于 2021 年接受培训的人数（48%）。

Communicates for Influence and Impact
传播影响力和冲击力

CAPABILITY  能力

• Sixty-eight percent of senior leaders, but only $50\mathrm{\%}$$50\mathrm{\%}$50%50 \% of people managers and $35\mathrm{\%}$$35\mathrm{\%}$35%35 \% of individual contributors, received related training in 2021.
  68% 的高层领导在 2021 年接受了相关培训，但只有 $50\mathrm{\%}$$50\mathrm{\%}$50%50 \% 的人事经理和 $35\mathrm{\%}$$35\mathrm{\%}$35%35 \% 的个人贡献者接受了相关培训。
• Seventy-three percent of senior leaders, $65\mathrm{\%}$$65\mathrm{\%}$65%65 \% of people managers, and $49\mathrm{\%}$$49\mathrm{\%}$49%49 \% of individual contributors expressed strong interest in enhancing the capability through training.
  73%的高层领导、 $65\mathrm{\%}$$65\mathrm{\%}$65%65 \% 的人事经理和 $49\mathrm{\%}$$49\mathrm{\%}$49%49 \% 的个人贡献者对通过培训提高能力表示出强烈的兴趣。

Empathy  同理心

SUPERPOWER  超级力量

• While $78\mathrm{\%}$$78\mathrm{\%}$78%78 \% of senior leaders felt strongly that Empathy is important in their roles, only $47\mathrm{\%}$$47\mathrm{\%}$47%47 \% of that same group said their organizational culture emphasizes it.
  虽然 $78\mathrm{\%}$$78\mathrm{\%}$78%78 \% 的高层领导强烈认为移情在他们的角色中非常重要，但只有 $47\mathrm{\%}$$47\mathrm{\%}$47%47 \% 的高层领导表示他们的组织文化强调移情。
• Even with empathetic leadership making headlines and data suggesting that employees now expect greater Empathy from their leaders, only $58\mathrm{\%}$$58\mathrm{\%}$58%58 \% of all respondents said their immediate manager consistently exhibits Empathy.
  即使同理心领导力成为头条新闻，而且有数据表明员工现在希望他们的领导者能够给予他们更多的同理心，但在所有受访者中，只有 $58\mathrm{\%}$$58\mathrm{\%}$58%58 \% 表示他们的直接经理始终如一地表现出同理心。

Curiosity  好奇心

SUPERPOWER  超级力量

• As with Empathy, respondents from top-performing organizations more often said their culture emphasizes Curiosity ( $62\mathrm{\%}$$62\mathrm{\%}$62%62 \% vs. $43\mathrm{\%}$$43\mathrm{\%}$43%43 \% ).
  与 "同理心 "一样，绩优组织的受访者更常说他们的企业文化强调 "好奇心"（ $62\mathrm{\%}$$62\mathrm{\%}$62%62 \% 对 $43\mathrm{\%}$$43\mathrm{\%}$43%43 \% ）。
• Respondents also reported that Curiosity isn’t something they often observe in their immediate supervisors.
  受访者还报告说，他们并不经常从直接主管身上观察到好奇心。
• Curiosity supports innovation, now recognized as vital to sustained organizational performance, which makes it remarkable that fewer than five in 10 overall say their organizations emphasize Curiosity.
  好奇心支持创新，而创新现在已被公认为对组织的持续绩效至关重要。

Courage  勇气

SUPERPOWER  超级力量

• Sixty-six percent of senior leaders felt their organizations emphasized Courage-a far higher percentage than those of people managers or individual contributors.
  66%的高层领导认为他们的组织强调 "勇气"，这一比例远远高于人事经理或个人贡献者。
• Where this gap in perceptions exists within an organization, it has serious implications for the true level of psychological safety and intellectual honesty.
  如果组织内部存在这种认识上的差距，就会严重影响心理安全和知识诚实的真实水平。

Self-Awareness  自我意识

SUPERPOWER  超级力量

• Revealing yet another potential blind spot, senior leaders saw their organizations emphasizing Self-Awareness far more often than did people managers and individual contributors ( $61\mathrm{\%}$$61\mathrm{\%}$61%61 \% vs. $45\mathrm{\%}$$45\mathrm{\%}$45%45 \% vs. $36\mathrm{\%}$$36\mathrm{\%}$36%36 \%, respectively).
  高级领导者认为他们的组织比人事经理和个人贡献者更经常强调 "自我意识"（ $61\mathrm{\%}$$61\mathrm{\%}$61%61 \% vs. $45\mathrm{\%}$$45\mathrm{\%}$45%45 \% vs. $36\mathrm{\%}$$36\mathrm{\%}$36%36 \% ），这揭示了另一个潜在的盲点。
• Just 56% of all respondents said their immediate supervisor consistently exhibits Self-Awareness.
  在所有受访者中，仅有 56% 的人表示他们的直属上司一贯表现出 "自我意识"。
• In short, when it comes to Self-Awareness, many managers seem unaware that their direct reports see a problem.
  简而言之，在自我意识方面，许多管理者似乎没有意识到他们的直接下属看到了问题所在。

Summary of Key Findings
主要调查结果摘要

Appendix (Demographic and firmographic details for the survey audience)
附录（调查对象的人口和公司详细情况）

Gender  性别

Company Size  公司规模

Company Performance in 2021
2021 年公司业绩

Exploring Further  进一步探索

Leads Strategically  战略性引导

Leads through Uncertainty and Change
在不确定性和变革中发挥领导作用

Champions Inclusion  冠军融入

Understands the Business
了解业务

Drives Digital and Data Intelligence
推动数字和数据智能

Demonstrates Resilience and Agility
表现出应变能力和灵活性

Leads Authentically  真实地引导

Develops Others  发展他人

Leads Teams That Deliver
领导团队交付成果

Communicates for Influence and Impact
传播影响力和冲击力

Empathy  同理心

Curiosity  好奇心

Courage  勇气

Self-Awareness  自我意识

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