领导力延续与管理企业持续成长（Leadership, continuity and management, sustainable growth of enterprises）.docVIP

领导力延续与管理企业持续成长（Leadership, continuity and management, sustainable growth of enterprises） It is up to two theoretical assumptions that an enterprises spiritual leader should continue to take on an important task at a given age, or whether it will be relegated to the background. One hypothesis is that the continued growth of an enterprise is necessarily related to the continuity of entrepreneurial leadership, and the other hypothesis is whether the entrepreneurs leadership is fixed or variable. The first hypothesis leaves no doubt about the effectiveness and sustainability of leadership, but there may be a mistake in thinking that the entrepreneurs leadership is equal to the leadership of an individual entrepreneur. In fact, in the early stage of enterprise creation and growth, enterprise strategy basically reflects the entrepreneurs personal values, goals, vision and ability, but with the continued expansion of the scale of enterprises and the enterprises into standardized and institutionalized operation stage, entrepreneurship and management functions from overlapping to separation. At this point, the entrepreneurs individual capabilities change to organizational capabilities, and personal leadership changes to team leadership. The entrepreneur individual becomes a personification, symbol, symbol, or spiritual leader. If an enterprise fails to realize the transition from individual competence to organizational capacity, it is dangerous and difficult to sustain. Chinas three biggest manufacturing companies, Lenovo, Haier and HUAWEI, are now in transition, falling into the plight of leaders who are about to quit and their successors fail. Founder sometimes stage, sometimes behind the scenes, hesitation, hesitation, market opportunities have been lost, enterprise growth slowed, lack of innovation power, strategic ambiguity. Collins and Paule, author of evergreen, once analyzed the leadership traits of far sighted The Living Company. They point out that the founders of