????看著美國(guó)日益衰落的競(jìng)爭(zhēng)力和疲軟的就業(yè)市場(chǎng)，人們不禁會(huì)問(wèn)：“我們需要的商業(yè)領(lǐng)袖都在哪兒？”

????但我們不妨停下來(lái)認(rèn)真思考幾個(gè)問(wèn)題：我們?nèi)狈Φ木烤故穷I(lǐng)導(dǎo)力還是對(duì)領(lǐng)導(dǎo)力的正確定義？也許，我們尋找領(lǐng)導(dǎo)力的方向從一開(kāi)始就發(fā)生了偏差。

????權(quán)力、影響力與領(lǐng)導(dǎo)力之間有著千絲萬(wàn)縷的聯(lián)系。而許多人依然在用一種過(guò)時(shí)的眼光看待權(quán)力。他們認(rèn)為，誰(shuí)控制了最多的人力和財(cái)力，誰(shuí)就擁有強(qiáng)大的權(quán)力：等級(jí)成了領(lǐng)導(dǎo)力和權(quán)力的代名詞。

????但事實(shí)并非如此。雖然董事會(huì)在公司等級(jí)中高高在上，但它所起的作用通常微乎其微。而董事會(huì)成員常常感覺(jué)自己沒(méi)有享有權(quán)力，無(wú)法根據(jù)自己的意愿對(duì)公司進(jìn)行改革。

????許多CEO也是如此。有些CEO缺乏安全感，通常需要進(jìn)行自我激勵(lì)。而有些CEO之所以能夠爬上高位，只是因?yàn)樗麄冋J(rèn)為這是他們的“宿命”——他們就像演員一樣嚴(yán)格遵照劇本行事，完全失去了真正的自我。

????他們的軟弱無(wú)力通常表現(xiàn)在許多方面：大發(fā)脾氣；解決難題時(shí)總是拈輕怕重；忽視重要問(wèn)題，逃避責(zé)任等等。

????展示最高尚的自我才是體現(xiàn)領(lǐng)導(dǎo)力的真正所在：真正重要的并不是對(duì)人力或財(cái)富的支配權(quán)，而是表達(dá)出真正的自我。當(dāng)然，許多大公司的CEO確實(shí)是強(qiáng)有力的、高效的領(lǐng)袖，但這與他們的等級(jí)沒(méi)有太大的關(guān)系。通常情況下，等級(jí)并不等同于權(quán)力。

????我們都曾經(jīng)與這樣的人共事：在公司里，他們并不屬于高高在上的階層，但卻擁有巨大的影響力，即便有時(shí)是負(fù)面的影響。他們也許會(huì)利用權(quán)力的消極一面，試圖使優(yōu)秀的行動(dòng)方案陷入停滯，而且往往都能夠得逞。他們可能隱居幕后，甚至?xí)抵衅茐膱F(tuán)隊(duì)的努力。

????然而，也有些人在默默努力，為公司的良性發(fā)展發(fā)揮著巨大的作用。這些領(lǐng)導(dǎo)者就在你的周圍 —— 可能就是你自己。他們默默無(wú)聞，甚至無(wú)人能識(shí)。

????《愛(ài)喬布斯——改變世界的方法》（The Steve Jobs Way: iLeadership for a New Generation）一書(shū)的作者杰伊?艾略特曾在蘋(píng)果公司（Apple）擔(dān)任高級(jí)副總裁，是喬布斯的親密戰(zhàn)友，近期他對(duì)筆者表示，他從喬布斯身上學(xué)到的最偉大的領(lǐng)導(dǎo)力課程就是：做自己。

????顯然，全世界對(duì)領(lǐng)導(dǎo)力和權(quán)力的理解都存在偏差，所以“做自己”并不容易。我們正在經(jīng)歷的經(jīng)濟(jì)危機(jī)之所以持續(xù)惡化，很大程度上正是由于那些真正的領(lǐng)導(dǎo)者無(wú)法掌握資本，致使他們的創(chuàng)見(jiàn)無(wú)法實(shí)現(xiàn)。

????但掌握資本或者控制他人都不應(yīng)該與真正的領(lǐng)導(dǎo)力相混淆。這種理念之所以能夠被人們所重視，一定程度上得歸功于普渡大學(xué)區(qū)域發(fā)展中心（Purdue Center for Regional Development）經(jīng)濟(jì)政策顧問(wèn)艾迪?莫里森以及其他人的不懈努力。佛羅里達(dá)州的空間集中發(fā)展項(xiàng)目、亞利桑那州的太陽(yáng)能集中發(fā)展項(xiàng)目，以及密歇根州的Holland-Zee行動(dòng)計(jì)劃等都顯示出同一特點(diǎn)：許多領(lǐng)導(dǎo)人不論身處什么等級(jí)，都在努力為所在的社區(qū)建立穩(wěn)定的經(jīng)濟(jì)。

????他們的權(quán)力并非來(lái)自等級(jí)或頭銜，而是來(lái)自他們的智慧和毅力。這種模式類似于以群體面貌出現(xiàn)的福特或愛(ài)迪生，一旦得到機(jī)會(huì)，這種模式將會(huì)把我們帶入更美好的經(jīng)濟(jì)時(shí)代。這種領(lǐng)導(dǎo)力模式與已退休的杰克?查恩將軍的想法不謀而合。他曾在多家公司董事會(huì)任職，并曾擔(dān)任美國(guó)空軍戰(zhàn)略司令部（Strategic Air Command）領(lǐng)導(dǎo)人。他認(rèn)為，具有人格魅力的人數(shù)不勝數(shù)，但一個(gè)人能否成為偉大領(lǐng)袖的關(guān)鍵卻在于智慧。

????除了集體努力，我們也發(fā)現(xiàn)，很多人也開(kāi)始接受新的領(lǐng)導(dǎo)力定義；有些人正在有意識(shí)地避開(kāi)等級(jí)，開(kāi)創(chuàng)屬于自己的想法，這其中既有年輕人，也不乏資深的職場(chǎng)人士。

????如果我們依然迷信傳統(tǒng)的領(lǐng)導(dǎo)力與權(quán)力定義，我們的經(jīng)濟(jì)根本不可能好轉(zhuǎn)，等待我們的將依然是失望和沮喪。我們將錯(cuò)失就在我們身邊的領(lǐng)導(dǎo)者，我們自己也會(huì)錯(cuò)誤地追求一些虛幻的頭銜，而不是真正有實(shí)際影響和意義的崗位。希望我們不要在等到付出代價(jià)之后才能幡然醒悟。

????本文作者愛(ài)麗諾?布洛斯罕為董事會(huì)咨詢公司價(jià)值聯(lián)盟與公司治理聯(lián)盟（The Value Alliance and Corporate Governance Alliance，http://thevaluealliance.com）CEO。

????譯者：阿龍/汪皓

????As we look at declining U.S. competitiveness and stalled job creation, it's all too understandable to ask, "Where are the business leaders we need?"

????But if we stop to think about it, is it leadership that is lacking? Or is it our definition of leadership that is lacking? Maybe we are simply looking for leadership in the wrong places.

????Power, influence and leadership are all tied to each other. And many people view power from an outdated perspective. That older perspective argues that whoever controls the most people and the most dollars is powerful: Rank spells leadership and power.

????But this is not true. Corporate boards, which sit at the top of a company's hierarchy, often act anemically. And board members often feel they do not have power to make the changes they'd like to make.

????So too with many CEOs. Some are insecure, in need of an ego massage. Others have made it to the "top" because they felt they were "supposed to" -- they were following a script and lost their true sense of self.

????Their powerlessness shows up in many ways: throwing tantrums, taking the easy route when addressing difficult problems, ignoring major issues, and failing to act responsibly.

????Real leadership is the courage to act from your highest and noblest self: it is not dominion over people or dollars but expressing who you are that matters. Certainly, there are large company CEOs that are powerful, effective leaders, but it is not their rank that makes them so. Rank is often not synonymous with power.

????We have all worked with colleagues who have tremendous influence, even if it is negative, despite the fact that they do not sit anywhere high up in the company's hierarchy. They can work on the negative side of power, trying to -- and succeeding -- in stalling any good initiative that comes along. They may work in the background and may even undermine our own efforts.

????But then there are also others who work silently and make big differences for the good. These leaders sit beside you -- they may even be you. And no one has heard of them or really knows.

????Jay Elliot, author of The Steve Jobs Way: iLeadership for a New Generation, who worked closely with Jobs at Apple (AAPL) as a senior vice president, recently told me that the greatest leadership lesson he learned from Jobs was to be yourself.

????"Being yourself" can be far from easy in a world that clings to an obviously failing notion of leadership and power. And the current economic crisis that we face today persists in part because those who are real leaders often do not have access to capital to fund their innovative ideas.

????But access to capital or perceived control over people should never be confused with real leadership. Some of this has come to the forefront through the efforts of Ed Morrison, economic policy advisor at the Purdue Center for Regional Development, and others. Projects like the space cluster in Florida, the solar cluster in Arizona, and the Holland-Zee initiatives in Michigan show that some leaders, irrespective of rank, are coming together to build economic stability for their communities.

????Their power does not come from rank or title but from intellect and perseverance. That model is more like that of a Ford or an Edison on a collective scale, and that is the model that will, if given a chance, see us through to better economic times. This leadership model resonates with retired General Jack Chain, who sat on a number of corporate boards and, at one time, headed the Strategic Air Command. He said that while you can find many people with great personalities, intellect is what makes for a great leader.

????In addition to the collective efforts, we can also witness individuals embracing a new definition of leadership; young and old making the conscious choice to eschew rank and strike out on their own.

????If we look to the inherited definitions of leadership and power, we will continue to be disappointed and frustrated with our failure to fix the economy. We will miss the leaders in our midst and may ourselves mistakenly aspire to some position rather than a true place of influence and meaning. Let's hope that we won't have to learn this lesson the hard way.

????Eleanor Bloxham is CEO of The Value Alliance and Corporate Governance Alliance (http://thevaluealliance.com), a board advisory firm.