????本文與《創(chuàng)業(yè)者》雜志（Entrepreneur）合作,。下文最初發(fā)表于Entrepreneur.com。

????領(lǐng)導(dǎo)力就是通過自我表現(xiàn)為其他人創(chuàng)造價(jià)值的方法,。一位領(lǐng)導(dǎo)者的表現(xiàn)至關(guān)重要,，因?yàn)檫@將決定其他人會(huì)上行下效，還是對(duì)你敬而遠(yuǎn)之,。

????從管理者到董事再到領(lǐng)導(dǎo)者,，這絕非一個(gè)明確的過程。職位本身會(huì)變化,，但關(guān)于“如何領(lǐng)導(dǎo)”這個(gè)問題卻從未有過確切的答案,。所以,，經(jīng)常有新上任的領(lǐng)導(dǎo)者，將昨天的管理策略用于滿足今天的領(lǐng)導(dǎo)力需求,。但兩者不可混為一談,。

????在接受下一個(gè)領(lǐng)導(dǎo)職位之前，仔細(xì)瀏覽下面的清單,，確保自己通過正確的方式每天傳遞價(jià)值：

????1. 要積極正面,，不要給人錯(cuò)覺

????在行政管理系統(tǒng)中，抱怨會(huì)自下向上傳播,，而不是自上向下,。在直接下屬面前抱怨戰(zhàn)略問題，只會(huì)損害你圈子里的其他領(lǐng)導(dǎo)者,，并且破壞這些下屬對(duì)他們的信任,。此外，這也會(huì)讓你的人懷疑你在背后會(huì)如何評(píng)論他們,。

????2. 要自信,，不要自大

????自信與自大有明顯的界限。自信來源于對(duì)自身能力的確定和自我肯定,，而自大則是通過貶低他人來美化一個(gè)人的自我價(jià)值,。

????工業(yè)與組織心理學(xué)協(xié)會(huì)（Society for Industrial and Organizational Psychology）對(duì)不同行業(yè)領(lǐng)導(dǎo)者的自大進(jìn)行了長達(dá)四年的研究。研究顯示,，自大者在工作中的表現(xiàn)實(shí)際上更差,，主要是由于他們?nèi)狈ψ宰鸷椭巧唐停麄冊(cè)诶米源蟮男袨閬怼把谏w自己的不足,?！?/p>

????結(jié)論：不要成為令其他人翻白眼和搖頭的“那個(gè)人”。自信是不言自明的,，自大同樣如此,。你希望自己是什么樣的呢？

????3. 要安靜,，不要吵鬧,。

????與普遍的觀點(diǎn)相反，領(lǐng)導(dǎo)者之所以存在,，并非因?yàn)樗麄儞碛兴姓_答案,。相反，他們的作用在于創(chuàng)造一種環(huán)境,，在這種環(huán)境下,，除了總裁或CEO負(fù)責(zé)的戰(zhàn)略決策外，其他決策過程在公司各個(gè)級(jí)別進(jìn)行。

????4. 要提早,，不要遲到,。

????至少要做到準(zhǔn)時(shí)。開會(huì)遲到會(huì)帶給人三種暗示：缺乏自律,，缺乏結(jié)束前一個(gè)會(huì)議的決斷力，或是對(duì)本次會(huì)議不感興趣,。你希望其他人怎么想,？

????This post is in partnership with Entrepreneur. The article below was originally published at Entrepreneur.com.

????Leadership is a means to create value for others through self-expression. How a leader shows up is everything as it sets the tone for others to either emulate or evade.

????Making the jump from manager to director to leader is never a clear-cut process. The position itself changes but the “how to lead” skills are never made clear, so what happens is newly-appointed leaders apply yesterday’s management tactics to today’s leadership demands, and the two don’t play nicely.

????Before assuming your next leadership role, run through the following checklist to ensure you’re on the right track to deliver value every day:

????1. Be positive, but not illusory.

????Complaints go up the chain of command, not down. Whining or complaining about strategic issues in front of direct reports only undermines the other leaders in your circle and erodes any trust those subordinates had of them. It also makes your people question what you say about them in their absence.

????2. Be confident, but not arrogant.

????There’s a fine line between confidence and arrogance. Confidence comes from certainty and self-assurance of one’s abilities, whereas arrogance embellishes a person’s self-worth by disparaging others.

????A four-year study on arrogance of various industry leaders by the Society for Industrial and Organizational Psychology revealed that arrogant employees actually performed worse in their jobs, mainly due to low self-esteem and low intelligence, because they used arrogant behavior to “mask inadequacies.”

????Bottom line: Don’t be “that guy” (or gal) that others roll their eyes and shake their heads at. Confidence speaks for itself, as does arrogance. How do you want to be spoken of?

????3. Be quiet, but not “l(fā)oud.”

????Contrary to popular belief, leaders don’t exist to have all the right answers. Instead, they are there to create an environment where decision-making takes place at every level in the company, save only the strategic decisions a president or CEO can make.

????4. Be early, but never late.

????Or, at the very least, be on time. Arriving late to a meeting connotes one of two things: a lack of discipline or decisiveness in ending your previous meeting, or a lack of interest. Pick your poison.