{"id":14530,"date":"2026-03-24T14:35:27","date_gmt":"2026-03-24T07:35:27","guid":{"rendered":"https:\/\/mb668s.com\/cam-nang-7mb66-xoc-dia\/?p=14530"},"modified":"2026-05-28T12:14:42","modified_gmt":"2026-05-28T05:14:42","slug":"cac-phong-cach-quan-ly-thuong-gap","status":"publish","type":"post","link":"https:\/\/mb668s.com\/cam-nang-7mb66-xoc-dia\/tu-van-nghe-nghiep\/cac-phong-cach-quan-ly-thuong-gap","title":{"rendered":"C\u00e1c phong c\u00e1ch qu\u1ea3n l\u00fd th\u01b0\u1eddng g\u1eb7p v\u00e0 c\u00e1ch \u00e1p d\u1ee5ng hi\u1ec7u qu\u1ea3 t\u1ea1i doanh nghi\u1ec7p"},"content":{"rendered":"

Trong m\u00f4i tr\u01b0\u1eddng doanh nghi\u1ec7p hi\u1ec7n \u0111\u1ea1i, m\u1ed7i nh\u00e0 l\u00e3nh \u0111\u1ea1o \u0111\u1ec1u mang m\u1ed9t d\u1ea5u \u1ea5n ri\u00eang khi \u0111i\u1ec1u h\u00e0nh \u0111\u1ed9i ng\u0169. Vi\u1ec7c hi\u1ec3u r\u00f5 c\u00e1c phong c\u00e1ch qu\u1ea3n l\u00fd th\u01b0\u1eddng g\u1eb7p<\/strong> gi\u00fap ng\u01b0\u1eddi qu\u1ea3n l\u00fd nh\u1eadn di\u1ec7n \u0111i\u1ec3m m\u1ea1nh, \u0111i\u1ec3m y\u1ebfu c\u1ee7a b\u1ea3n th\u00e2n v\u00e0 l\u1ef1a ch\u1ecdn c\u00e1ch ti\u1ebfp c\u1eadn ph\u00f9 h\u1ee3p v\u1edbi t\u1eebng t\u00ecnh hu\u1ed1ng c\u1ee5 th\u1ec3. B\u00e0i vi\u1ebft d\u01b0\u1edbi \u0111\u00e2y ph\u00e2n t\u00edch chi ti\u1ebft t\u1eebng phong c\u00e1ch l\u00e3nh \u0111\u1ea1o (Leadership Style), \u01b0u nh\u01b0\u1ee3c \u0111i\u1ec3m v\u00e0 b\u1ed1i c\u1ea3nh \u00e1p d\u1ee5ng th\u1ef1c t\u1ebf.<\/p>\n

\"C\u00e1c<\/figure>\n
\n

T\u1ed5ng quan v\u1ec1 phong c\u00e1ch qu\u1ea3n l\u00fd<\/strong> <\/p>\n

\u2013 Theo nh\u00e0 t\u00e2m l\u00fd h\u1ecdc Kurt Lewin, c\u00f3 ba phong c\u00e1ch l\u00e3nh \u0111\u1ea1o n\u1ec1n t\u1ea3ng: Autocratic, Democratic v\u00e0 Laissez-faire.<\/p>\n

\u2013 Daniel Goleman m\u1edf r\u1ed9ng th\u00e0nh 6 phong c\u00e1ch l\u00e3nh \u0111\u1ea1o \u0111\u01b0\u1ee3c c\u00f4ng b\u1ed1 tr\u00ean Harvard Business Review.<\/p>\n

\u2013 Kh\u00f4ng c\u00f3 phong c\u00e1ch qu\u1ea3n l\u00fd n\u00e0o ho\u00e0n h\u1ea3o tuy\u1ec7t \u0111\u1ed1i, m\u1ed7i c\u00e1ch qu\u1ea3n l\u00fd nh\u00e2n vi\u00ean \u0111\u1ec1u c\u00f3 b\u1ed1i c\u1ea3nh ph\u00f9 h\u1ee3p ri\u00eang.<\/p>\n

\u2013 Nh\u00e0 qu\u1ea3n l\u00fd gi\u1ecfi th\u01b0\u1eddng linh ho\u1ea1t k\u1ebft h\u1ee3p nhi\u1ec1u management style t\u00f9y theo \u0111\u1ed9i ng\u0169 v\u00e0 m\u1ee5c ti\u00eau kinh doanh.<\/p>\n<\/div>\n

1. Phong c\u00e1ch qu\u1ea3n l\u00fd \u0111\u1ed9c \u0111o\u00e1n (Autocratic Leadership)<\/h2>\n

Phong c\u00e1ch qu\u1ea3n l\u00fd \u0111\u1ed9c \u0111o\u00e1n l\u00e0 m\u00f4 h\u00ecnh m\u00e0 ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o n\u1eafm to\u00e0n quy\u1ec1n ra quy\u1ebft \u0111\u1ecbnh m\u00e0 kh\u00f4ng c\u1ea7n tham v\u1ea5n \u00fd ki\u1ebfn nh\u00e2n vi\u00ean. Theo nghi\u00ean c\u1ee9u c\u1ee7a Kurt Lewin v\u00e0o n\u0103m 1939, \u0111\u00e2y l\u00e0 m\u1ed9t trong ba phong c\u00e1ch l\u00e3nh \u0111\u1ea1o c\u01a1 b\u1ea3n nh\u1ea5t. Ng\u01b0\u1eddi qu\u1ea3n l\u00fd theo h\u01b0\u1edbng n\u00e0y th\u01b0\u1eddng \u0111\u1eb7t ra quy t\u1eafc r\u00f5 r\u00e0ng, gi\u00e1m s\u00e1t ch\u1eb7t ch\u1ebd v\u00e0 y\u00eau c\u1ea7u nh\u00e2n vi\u00ean tu\u00e2n th\u1ee7 nghi\u00eam ng\u1eb7t c\u00e1c ch\u1ec9 th\u1ecb.<\/p>\n

Trong th\u1ef1c t\u1ebf, phong c\u00e1ch Autocratic ph\u00e1t huy t\u00e1c d\u1ee5ng t\u1ed1t khi doanh nghi\u1ec7p c\u1ea7n x\u1eed l\u00fd t\u00ecnh hu\u1ed1ng kh\u1ea9n c\u1ea5p ho\u1eb7c khi \u0111\u1ed9i ng\u0169 nh\u00e2n s\u1ef1 c\u00f2n thi\u1ebfu kinh nghi\u1ec7m. C\u00e1c ng\u00e0nh s\u1ea3n xu\u1ea5t, qu\u00e2n \u0111\u1ed9i hay y t\u1ebf trong ph\u00f2ng c\u1ea5p c\u1ee9u th\u01b0\u1eddng \u00e1p d\u1ee5ng c\u00e1ch qu\u1ea3n l\u00fd n\u00e0y v\u00ec \u0111\u00f2i h\u1ecfi ph\u1ea3n \u1ee9ng nhanh v\u00e0 ch\u00ednh x\u00e1c. Tuy nhi\u00ean, n\u1ebfu l\u1ea1m d\u1ee5ng qu\u00e1 m\u1ee9c, nh\u00e2n vi\u00ean d\u1ec5 c\u1ea3m th\u1ea5y b\u1ecb \u00e1p l\u1ef1c v\u00e0 m\u1ea5t \u0111\u1ed9ng l\u1ef1c s\u00e1ng t\u1ea1o.<\/p>\n

\n\n\n\n\n\n\n\n\n\n\n
Phong c\u00e1ch qu\u1ea3n l\u00fd<\/th>\n\u0110\u1eb7c \u0111i\u1ec3m ch\u00ednh<\/th>\nPh\u00f9 h\u1ee3p v\u1edbi<\/th>\nH\u1ea1n ch\u1ebf<\/th>\n<\/tr>\n<\/thead>\n
Autocratic (\u0110\u1ed9c \u0111o\u00e1n)<\/td>\nQuy\u1ebft \u0111\u1ecbnh t\u1eadp trung, gi\u00e1m s\u00e1t ch\u1eb7t<\/td>\nT\u00ecnh hu\u1ed1ng kh\u1ea9n c\u1ea5p, \u0111\u1ed9i ng\u0169 m\u1edbi<\/td>\nGi\u1ea3m s\u00e1ng t\u1ea1o, nh\u00e2n vi\u00ean th\u1ee5 \u0111\u1ed9ng<\/td>\n<\/tr>\n
Democratic (D\u00e2n ch\u1ee7)<\/td>\nL\u1eafng nghe \u00fd ki\u1ebfn, ra quy\u1ebft \u0111\u1ecbnh chung<\/td>\n\u0110\u1ed9i ng\u0169 c\u00f3 chuy\u00ean m\u00f4n cao<\/td>\nT\u1ed1n th\u1eddi gian, kh\u00f3 \u00e1p d\u1ee5ng khi c\u1ea7n quy\u1ebft \u0111\u1ecbnh nhanh<\/td>\n<\/tr>\n
Laissez-faire (T\u1ef1 do)<\/td>\n\u1ee6y quy\u1ec1n t\u1ed1i \u0111a, \u00edt can thi\u1ec7p<\/td>\nNh\u00e2n vi\u00ean t\u1ef1 ch\u1ee7, ng\u00e0nh s\u00e1ng t\u1ea1o<\/td>\nThi\u1ebfu \u0111\u1ecbnh h\u01b0\u1edbng n\u1ebfu \u0111\u1ed9i ng\u0169 ch\u01b0a \u0111\u1ee7 n\u0103ng l\u1ef1c<\/td>\n<\/tr>\n
Transformational (Chuy\u1ec3n \u0111\u1ed5i)<\/td>\nTruy\u1ec1n c\u1ea3m h\u1ee9ng, th\u00fac \u0111\u1ea9y \u0111\u1ed5i m\u1edbi<\/td>\nGiai \u0111o\u1ea1n chuy\u1ec3n \u0111\u1ed5i, startup<\/td>\n\u0110\u00f2i h\u1ecfi l\u00e3nh \u0111\u1ea1o c\u00f3 t\u1ea7m nh\u00ecn m\u1ea1nh<\/td>\n<\/tr>\n
Servant Leadership (Ph\u1ee5c v\u1ee5)<\/td>\n\u0110\u1eb7t nhu c\u1ea7u nh\u00e2n vi\u00ean l\u00ean tr\u01b0\u1edbc<\/td>\nT\u1ed5 ch\u1ee9c phi l\u1ee3i nhu\u1eadn, v\u0103n h\u00f3a \u0111\u1ed3ng \u0111\u1ed9i<\/td>\nKh\u00f3 c\u00e2n b\u1eb1ng khi c\u1ea7n ra quy\u1ebft \u0111\u1ecbnh c\u1ee9ng r\u1eafn<\/td>\n<\/tr>\n
Coaching (Hu\u1ea5n luy\u1ec7n)<\/td>\nPh\u00e1t tri\u1ec3n c\u00e1 nh\u00e2n, mentoring<\/td>\n\u0110\u1ed9i ng\u0169 ti\u1ec1m n\u0103ng c\u1ea7n ph\u00e1t tri\u1ec3n<\/td>\nT\u1ed1n th\u1eddi gian, kh\u00f4ng hi\u1ec7u qu\u1ea3 v\u1edbi nh\u00e2n s\u1ef1 mu\u1ed1n ngh\u1ec9 vi\u1ec7c<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/figure>\n

2. Phong c\u00e1ch d\u00e2n ch\u1ee7 v\u00e0 phong c\u00e1ch t\u1ef1 do (Democratic & Laissez-faire)<\/h2>\n

Phong c\u00e1ch d\u00e2n ch\u1ee7 (Democratic Leadership)<\/h3>\n

Phong c\u00e1ch l\u00e3nh \u0111\u1ea1o d\u00e2n ch\u1ee7 khuy\u1ebfn kh\u00edch s\u1ef1 tham gia c\u1ee7a to\u00e0n b\u1ed9 th\u00e0nh vi\u00ean trong qu\u00e1 tr\u00ecnh ra quy\u1ebft \u0111\u1ecbnh. Kurt Lewin \u0111\u00e1nh gi\u00e1 \u0111\u00e2y l\u00e0 phong c\u00e1ch mang l\u1ea1i hi\u1ec7u su\u1ea5t b\u1ec1n v\u1eefng nh\u1ea5t trong nhi\u1ec1u b\u1ed1i c\u1ea3nh. Ng\u01b0\u1eddi qu\u1ea3n l\u00fd v\u1eabn gi\u1eef quy\u1ec1n quy\u1ebft \u0111\u1ecbnh cu\u1ed1i c\u00f9ng nh\u01b0ng lu\u00f4n l\u1eafng nghe \u00fd ki\u1ebfn \u0111\u00f3ng g\u00f3p t\u1eeb nh\u00e2n vi\u00ean, t\u1ea1o kh\u00f4ng gian \u0111\u1ec3 m\u1ecdi ng\u01b0\u1eddi th\u1ec3 hi\u1ec7n quan \u0111i\u1ec3m c\u00e1 nh\u00e2n.<\/p>\n

C\u00e1ch qu\u1ea3n l\u00fd nh\u00e2n vi\u00ean theo h\u01b0\u1edbng d\u00e2n ch\u1ee7 \u0111\u1eb7c bi\u1ec7t hi\u1ec7u qu\u1ea3 trong c\u00e1c doanh nghi\u1ec7p c\u00f3 \u0111\u1ed9i ng\u0169 chuy\u00ean m\u00f4n cao nh\u01b0 c\u00f4ng ty t\u01b0 v\u1ea5n, c\u00f4ng ngh\u1ec7 hay nghi\u00ean c\u1ee9u. Khi nh\u00e2n vi\u00ean c\u1ea3m th\u1ea5y ti\u1ebfng n\u00f3i c\u1ee7a m\u00ecnh \u0111\u01b0\u1ee3c tr\u00e2n tr\u1ecdng, h\u1ecd c\u00f3 xu h\u01b0\u1edbng g\u1eafn b\u00f3 h\u01a1n v\u00e0 ch\u1ee7 \u0111\u1ed9ng \u0111\u1ec1 xu\u1ea5t gi\u1ea3i ph\u00e1p s\u00e1ng t\u1ea1o. Nghi\u00ean c\u1ee9u t\u1eeb Harvard Business Review c\u0169ng ch\u1ec9 ra r\u1eb1ng t\u1ed5 ch\u1ee9c \u00e1p d\u1ee5ng qu\u1ea3n l\u00fd d\u00e2n ch\u1ee7 th\u01b0\u1eddng c\u00f3 t\u1ef7 l\u1ec7 gi\u1eef ch\u00e2n nh\u00e2n t\u00e0i cao h\u01a1n so v\u1edbi m\u00f4 h\u00ecnh \u0111\u1ed9c \u0111o\u00e1n.<\/p>\n

N\u1ebfu b\u1ea1n \u0111ang t\u00ecm ki\u1ebfm c\u00e1c v\u1ecb tr\u00ed qu\u1ea3n l\u00fd, \u0111i\u1ec1u h\u00e0nh t\u1ea1i doanh nghi\u1ec7p \u0111\u1ec3 \u00e1p d\u1ee5ng n\u0103ng l\u1ef1c l\u00e3nh \u0111\u1ea1o, h\u00e3y tham kh\u1ea3o c\u00e1c c\u01a1 h\u1ed9i tuy\u1ec3n d\u1ee5ng qu\u1ea3n l\u00fd \u0111i\u1ec1u h\u00e0nh tr\u00ean CareerLink<\/a><\/em><\/strong> v\u1edbi h\u00e0ng tr\u0103m tin tuy\u1ec3n d\u1ee5ng c\u1eadp nh\u1eadt li\u00ean t\u1ee5c.<\/p>\n

Phong c\u00e1ch t\u1ef1 do (Laissez-faire Leadership)<\/h3>\n

Tr\u00e1i ng\u01b0\u1ee3c v\u1edbi qu\u1ea3n l\u00fd \u0111\u1ed9c \u0111o\u00e1n, phong c\u00e1ch Laissez-faire trao quy\u1ec1n t\u1ef1 ch\u1ee7 g\u1ea7n nh\u01b0 ho\u00e0n to\u00e0n cho nh\u00e2n vi\u00ean. Ng\u01b0\u1eddi qu\u1ea3n l\u00fd ch\u1ec9 \u0111\u00f3ng vai tr\u00f2 h\u1ed7 tr\u1ee3 khi \u0111\u01b0\u1ee3c y\u00eau c\u1ea7u v\u00e0 kh\u00f4ng can thi\u1ec7p v\u00e0o quy tr\u00ecnh l\u00e0m vi\u1ec7c h\u00e0ng ng\u00e0y. M\u00f4 h\u00ecnh n\u00e0y ph\u1ed5 bi\u1ebfn trong ng\u00e0nh thi\u1ebft k\u1ebf, qu\u1ea3ng c\u00e1o s\u00e1ng t\u1ea1o v\u00e0 c\u00e1c c\u00f4ng ty c\u00f4ng ngh\u1ec7 n\u01a1i m\u00e0 s\u1ef1 t\u1ef1 do gi\u00fap nh\u00e2n vi\u00ean ph\u00e1t huy t\u1ed1i \u0111a ti\u1ec1m n\u0103ng c\u00e1 nh\u00e2n.<\/p>\n

\n

L\u01b0u \u00fd khi \u00e1p d\u1ee5ng phong c\u00e1ch t\u1ef1 do<\/strong> <\/p>\n

\u2013 Phong c\u00e1ch Laissez-faire ch\u1ec9 ph\u00f9 h\u1ee3p khi \u0111\u1ed9i ng\u0169 \u0111\u00e3 c\u00f3 kinh nghi\u1ec7m v\u00e0 k\u1ef7 lu\u1eadt t\u1ef1 gi\u00e1c cao.<\/p>\n

\u2013 N\u1ebfu thi\u1ebfu c\u01a1 ch\u1ebf gi\u00e1m s\u00e1t t\u1ed1i thi\u1ec3u, nh\u00f3m c\u00f3 th\u1ec3 m\u1ea5t ph\u01b0\u01a1ng h\u01b0\u1edbng ho\u1eb7c gi\u1ea3m n\u0103ng su\u1ea5t \u0111\u00e1ng k\u1ec3.<\/p>\n

\u2013 Peter Drucker t\u1eebng nh\u1ea5n m\u1ea1nh r\u1eb1ng qu\u1ea3n l\u00fd hi\u1ec7u qu\u1ea3 \u0111\u00f2i h\u1ecfi s\u1ef1 c\u00e2n b\u1eb1ng gi\u1eefa t\u1ef1 do v\u00e0 tr\u00e1ch nhi\u1ec7m.<\/p>\n<\/div>\n

Tuy nhi\u00ean, phong c\u00e1ch t\u1ef1 do ti\u1ec1m \u1ea9n r\u1ee7i ro l\u1edbn n\u1ebfu \u00e1p d\u1ee5ng sai \u0111\u1ed1i t\u01b0\u1ee3ng. Khi nh\u00e2n vi\u00ean ch\u01b0a \u0111\u1ee7 chuy\u00ean m\u00f4n ho\u1eb7c thi\u1ebfu tinh th\u1ea7n tr\u00e1ch nhi\u1ec7m, vi\u1ec7c kh\u00f4ng c\u00f3 ng\u01b0\u1eddi \u0111\u1ecbnh h\u01b0\u1edbng d\u1ec5 d\u1eabn \u0111\u1ebfn t\u00ecnh tr\u1ea1ng c\u00f4ng vi\u1ec7c tr\u00ec tr\u1ec7, deadline b\u1ecb tr\u1ec5 v\u00e0 ch\u1ea5t l\u01b0\u1ee3ng s\u1ea3n ph\u1ea9m kh\u00f4ng \u0111\u1ed3ng \u0111\u1ec1u. Do \u0111\u00f3, nh\u00e0 l\u00e3nh \u0111\u1ea1o c\u1ea7n \u0111\u00e1nh gi\u00e1 k\u1ef9 n\u0103ng l\u1ef1c \u0111\u1ed9i ng\u0169 tr\u01b0\u1edbc khi quy\u1ebft \u0111\u1ecbnh m\u1ee9c \u0111\u1ed9 \u1ee7y quy\u1ec1n.<\/p>\n

3. Phong c\u00e1ch chuy\u1ec3n \u0111\u1ed5i v\u00e0 phong c\u00e1ch ph\u1ee5c v\u1ee5 (Transformational & Servant Leadership)<\/h2>\n

Phong c\u00e1ch chuy\u1ec3n \u0111\u1ed5i (Transformational Leadership)<\/h3>\n

Phong c\u00e1ch qu\u1ea3n l\u00fd chuy\u1ec3n \u0111\u1ed5i t\u1eadp trung v\u00e0o vi\u1ec7c truy\u1ec1n c\u1ea3m h\u1ee9ng v\u00e0 th\u00fac \u0111\u1ea9y nh\u00e2n vi\u00ean v\u01b0\u1ee3t qua gi\u1edbi h\u1ea1n b\u1ea3n th\u00e2n. Nh\u00e0 l\u00e3nh \u0111\u1ea1o theo phong c\u00e1ch n\u00e0y th\u01b0\u1eddng c\u00f3 t\u1ea7m nh\u00ecn r\u00f5 r\u00e0ng, kh\u1ea3 n\u0103ng giao ti\u1ebfp xu\u1ea5t s\u1eafc v\u00e0 bi\u1ebft c\u00e1ch kh\u01a1i d\u1eady tinh th\u1ea7n c\u1ed1ng hi\u1ebfn c\u1ee7a \u0111\u1ed9i ng\u0169. Daniel Goleman x\u1ebfp phong c\u00e1ch Visionary \u2014 m\u1ed9t d\u1ea1ng c\u1ee7a Transformational Leadership \u2014 v\u00e0o nh\u00f3m c\u00f3 t\u00e1c \u0111\u1ed9ng t\u00edch c\u1ef1c nh\u1ea5t \u0111\u1ebfn v\u0103n h\u00f3a t\u1ed5 ch\u1ee9c.<\/p>\n

\u0110\u1ec3 hi\u1ec3u r\u00f5 h\u01a1n phong c\u00e1ch l\u00e3nh \u0111\u1ea1o, b\u1ea1n c\u00f3 th\u1ec3 \u0111\u1ecdc th\u00eam v\u1ec1 s\u1ef1 kh\u00e1c bi\u1ec7t gi\u1eefa boss v\u00e0 leader<\/a>.<\/p>\n

Trong b\u1ed1i c\u1ea3nh chuy\u1ec3n \u0111\u1ed5i s\u1ed1 hi\u1ec7n nay, nhi\u1ec1u doanh nghi\u1ec7p Vi\u1ec7t Nam \u0111ang c\u1ea7n nh\u1eefng nh\u00e0 qu\u1ea3n l\u00fd c\u00f3 kh\u1ea3 n\u0103ng d\u1eabn d\u1eaft s\u1ef1 thay \u0111\u1ed5i. Phong c\u00e1ch l\u00e3nh \u0111\u1ea1o chuy\u1ec3n \u0111\u1ed5i gi\u00fap t\u1ed5 ch\u1ee9c th\u00edch nghi nhanh v\u1edbi th\u1ecb tr\u01b0\u1eddng, x\u00e2y d\u1ef1ng v\u0103n h\u00f3a \u0111\u1ed5i m\u1edbi li\u00ean t\u1ee5c v\u00e0 ph\u00e1t tri\u1ec3n n\u0103ng l\u1ef1c \u0111\u1ed9i ng\u0169 m\u1ed9t c\u00e1ch to\u00e0n di\u1ec7n. C\u00e1c t\u1eadp \u0111o\u00e0n c\u00f4ng ngh\u1ec7 l\u1edbn nh\u01b0 FPT hay Viettel \u0111\u1ec1u \u00e1p d\u1ee5ng y\u1ebfu t\u1ed1 Transformational trong m\u00f4 h\u00ecnh qu\u1ea3n tr\u1ecb n\u1ed9i b\u1ed9.<\/p>\n

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“Nhi\u1ec7m v\u1ee5 c\u1ee7a l\u00e3nh \u0111\u1ea1o kh\u00f4ng ph\u1ea3i t\u1ea1o ra th\u00eam nh\u1eefng ng\u01b0\u1eddi \u0111i theo, m\u00e0 l\u00e0 t\u1ea1o ra th\u00eam nh\u1eefng nh\u00e0 l\u00e3nh \u0111\u1ea1o m\u1edbi.” \u2014 Peter Drucker, cha \u0111\u1ebb ng\u00e0nh Qu\u1ea3n tr\u1ecb h\u1ecdc hi\u1ec7n \u0111\u1ea1i (Modern Management).<\/p>\n<\/blockquote>\n

Phong c\u00e1ch ph\u1ee5c v\u1ee5 (Servant Leadership)<\/h3>\n

Servant Leadership \u0111\u1eb7t l\u1ee3i \u00edch v\u00e0 s\u1ef1 ph\u00e1t tri\u1ec3n c\u1ee7a nh\u00e2n vi\u00ean l\u00ean tr\u01b0\u1edbc l\u1ee3i \u00edch c\u00e1 nh\u00e2n c\u1ee7a ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o. Kh\u00e1i ni\u1ec7m n\u00e0y do Robert K. Greenleaf \u0111\u1ec1 xu\u1ea5t v\u00e0o n\u0103m 1970 v\u00e0 ng\u00e0y c\u00e0ng \u0111\u01b0\u1ee3c nhi\u1ec1u t\u1ed5 ch\u1ee9c \u00e1p d\u1ee5ng, \u0111\u1eb7c bi\u1ec7t trong l\u0129nh v\u1ef1c gi\u00e1o d\u1ee5c, y t\u1ebf v\u00e0 phi l\u1ee3i nhu\u1eadn. Ng\u01b0\u1eddi qu\u1ea3n l\u00fd theo phong c\u00e1ch ph\u1ee5c v\u1ee5 t\u1eadp trung l\u1eafng nghe, h\u1ed7 tr\u1ee3 v\u00e0 t\u1ea1o \u0111i\u1ec1u ki\u1ec7n \u0111\u1ec3 nh\u00e2n vi\u00ean ho\u00e0n th\u00e0nh t\u1ed1t c\u00f4ng vi\u1ec7c thay v\u00ec ra l\u1ec7nh.<\/p>\n

S\u1ef1 kh\u00e1c bi\u1ec7t c\u1ed1t l\u00f5i gi\u1eefa Servant Leadership v\u00e0 c\u00e1c phong c\u00e1ch kh\u00e1c n\u1eb1m \u1edf tri\u1ebft l\u00fd: nh\u00e0 l\u00e3nh \u0111\u1ea1o t\u1ed3n t\u1ea1i \u0111\u1ec3 ph\u1ee5c v\u1ee5 \u0111\u1ed9i ng\u0169, kh\u00f4ng ph\u1ea3i ng\u01b0\u1ee3c l\u1ea1i. Khi nh\u00e2n vi\u00ean \u0111\u01b0\u1ee3c quan t\u00e2m \u0111\u00fang m\u1ee9c v\u1ec1 c\u1ea3 chuy\u00ean m\u00f4n l\u1eabn \u0111\u1eddi s\u1ed1ng c\u00e1 nh\u00e2n, h\u1ecd c\u00f3 xu h\u01b0\u1edbng n\u1ed7 l\u1ef1c nhi\u1ec1u h\u01a1n v\u00e0 g\u1eafn b\u00f3 l\u00e2u d\u00e0i v\u1edbi t\u1ed5 ch\u1ee9c.<\/p>\n

4. Phong c\u00e1ch hu\u1ea5n luy\u1ec7n v\u00e0 c\u00e1ch ch\u1ecdn phong c\u00e1ch ph\u00f9 h\u1ee3p<\/h2>\n

Phong c\u00e1ch hu\u1ea5n luy\u1ec7n (Coaching Leadership)<\/h3>\n

Phong c\u00e1ch Coaching t\u1eadp trung v\u00e0o vi\u1ec7c ph\u00e1t tri\u1ec3n n\u0103ng l\u1ef1c d\u00e0i h\u1ea1n c\u1ee7a t\u1eebng c\u00e1 nh\u00e2n trong \u0111\u1ed9i ng\u0169. Nh\u00e0 qu\u1ea3n l\u00fd \u0111\u00f3ng vai tr\u00f2 nh\u01b0 m\u1ed9t ng\u01b0\u1eddi h\u01b0\u1edbng d\u1eabn (Mentor), gi\u00fap nh\u00e2n vi\u00ean nh\u1eadn di\u1ec7n \u0111i\u1ec3m m\u1ea1nh, kh\u1eafc ph\u1ee5c \u0111i\u1ec3m y\u1ebfu v\u00e0 x\u00e2y d\u1ef1ng l\u1ed9 tr\u00ecnh ngh\u1ec1 nghi\u1ec7p c\u1ee5 th\u1ec3. Daniel Goleman \u0111\u00e1nh gi\u00e1 Coaching l\u00e0 phong c\u00e1ch l\u00e3nh \u0111\u1ea1o \u00edt \u0111\u01b0\u1ee3c s\u1eed d\u1ee5ng nh\u1ea5t nh\u01b0ng l\u1ea1i mang \u0111\u1ebfn hi\u1ec7u qu\u1ea3 t\u00edch c\u1ef1c \u0111\u00e1ng k\u1ec3 cho t\u1ed5 ch\u1ee9c.<\/p>\n

Phong c\u00e1ch n\u00e0y \u0111\u00f2i h\u1ecfi ng\u01b0\u1eddi qu\u1ea3n l\u00fd ph\u1ea3i ki\u00ean nh\u1eabn v\u00e0 s\u1eb5n s\u00e0ng \u0111\u1ea7u t\u01b0 th\u1eddi gian cho t\u1eebng th\u00e0nh vi\u00ean. Trong c\u00e1c doanh nghi\u1ec7p c\u00f3 ch\u01b0\u01a1ng tr\u00ecnh ph\u00e1t tri\u1ec3n nh\u00e2n t\u00e0i (Talent Development), qu\u1ea3n l\u00fd c\u1ea5p trung th\u01b0\u1eddng \u0111\u01b0\u1ee3c khuy\u1ebfn kh\u00edch \u00e1p d\u1ee5ng Coaching \u0111\u1ec3 x\u00e2y d\u1ef1ng \u0111\u1ed9i ng\u0169 k\u1ebf th\u1eeba v\u1eefng m\u1ea1nh.<\/p>\n

C\u00e1ch ch\u1ecdn phong c\u00e1ch qu\u1ea3n l\u00fd ph\u00f9 h\u1ee3p<\/h3>\n

Vi\u1ec7c l\u1ef1a ch\u1ecdn c\u00e1c phong c\u00e1ch qu\u1ea3n l\u00fd ph\u00f9 h\u1ee3p ph\u1ee5 thu\u1ed9c v\u00e0o nhi\u1ec1u y\u1ebfu t\u1ed1, kh\u00f4ng \u0111\u01a1n thu\u1ea7n l\u00e0 s\u1edf th\u00edch c\u00e1 nh\u00e2n c\u1ee7a ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o. Nh\u00e0 qu\u1ea3n l\u00fd c\u1ea7n c\u00e2n nh\u1eafc \u0111\u1eb7c th\u00f9 ng\u00e0nh ngh\u1ec1, quy m\u00f4 \u0111\u1ed9i ng\u0169, m\u1ee9c \u0111\u1ed9 tr\u01b0\u1edfng th\u00e0nh c\u1ee7a nh\u00e2n vi\u00ean v\u00e0 giai \u0111o\u1ea1n ph\u00e1t tri\u1ec3n c\u1ee7a doanh nghi\u1ec7p.<\/p>\n

\u2013 Doanh nghi\u1ec7p kh\u1edfi nghi\u1ec7p (Startup) giai \u0111o\u1ea1n \u0111\u1ea7u th\u01b0\u1eddng c\u1ea7n phong c\u00e1ch Transformational \u0111\u1ec3 t\u1ea1o \u0111\u1ed9ng l\u1ef1c v\u00e0 \u0111\u1ecbnh h\u01b0\u1edbng r\u00f5 r\u00e0ng cho \u0111\u1ed9i ng\u0169 nh\u1ecf.<\/p>\n

\u2013 Ph\u00f2ng ban s\u1ea3n xu\u1ea5t ho\u1eb7c v\u1eadn h\u00e0nh c\u1ea7n quy tr\u00ecnh ch\u1eb7t ch\u1ebd c\u00f3 th\u1ec3 k\u1ebft h\u1ee3p y\u1ebfu t\u1ed1 Autocratic v\u1edbi Democratic \u0111\u1ec3 v\u1eeba gi\u1eef k\u1ef7 lu\u1eadt v\u1eeba thu nh\u1eadn ph\u1ea3n h\u1ed3i t\u1eeb nh\u00e2n vi\u00ean.<\/p>\n

\u2013 \u0110\u1ed9i ng\u0169 R&D ho\u1eb7c s\u00e1ng t\u1ea1o n\u1ed9i dung ph\u00f9 h\u1ee3p v\u1edbi Laissez-faire k\u1ebft h\u1ee3p Coaching, n\u01a1i nh\u00e2n vi\u00ean \u0111\u01b0\u1ee3c t\u1ef1 do th\u1eed nghi\u1ec7m nh\u01b0ng v\u1eabn c\u00f3 ng\u01b0\u1eddi \u0111\u1ed3ng h\u00e0nh ph\u00e1t tri\u1ec3n chuy\u00ean m\u00f4n.<\/p>\n

Theo nghi\u00ean c\u1ee9u c\u1ee7a Daniel Goleman \u0111\u0103ng tr\u00ean Harvard Business Review, nh\u1eefng nh\u00e0 l\u00e3nh \u0111\u1ea1o th\u00e0nh c\u00f4ng nh\u1ea5t kh\u00f4ng trung th\u00e0nh v\u1edbi m\u1ed9t management style duy nh\u1ea5t m\u00e0 linh ho\u1ea1t chuy\u1ec3n \u0111\u1ed5i gi\u1eefa nhi\u1ec1u phong c\u00e1ch t\u00f9y theo ho\u00e0n c\u1ea3nh. Kh\u1ea3 n\u0103ng \u0111\u1ecdc v\u1ecb t\u00ecnh hu\u1ed1ng v\u00e0 \u0111i\u1ec1u ch\u1ec9nh c\u00e1ch qu\u1ea3n l\u00fd nh\u00e2n vi\u00ean ch\u00ednh l\u00e0 n\u0103ng l\u1ef1c then ch\u1ed1t ph\u00e2n bi\u1ec7t nh\u00e0 qu\u1ea3n l\u00fd xu\u1ea5t s\u1eafc v\u1edbi ng\u01b0\u1eddi b\u00ecnh th\u01b0\u1eddng.<\/p>\n

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L\u1eddi khuy\u00ean cho nh\u00e0 qu\u1ea3n l\u00fd<\/strong> <\/p>\n

\u2013 H\u00e3y b\u1eaft \u0111\u1ea7u b\u1eb1ng vi\u1ec7c t\u1ef1 \u0111\u00e1nh gi\u00e1 phong c\u00e1ch qu\u1ea3n l\u00fd hi\u1ec7n t\u1ea1i c\u1ee7a b\u1ea3n th\u00e2n th\u00f4ng qua c\u00e1c b\u00e0i test nh\u01b0 DISC ho\u1eb7c MBTI.<\/p>\n

\u2013 Quan s\u00e1t ph\u1ea3n \u1ee9ng c\u1ee7a nh\u00e2n vi\u00ean \u0111\u1ec3 nh\u1eadn bi\u1ebft c\u00e1ch ti\u1ebfp c\u1eadn n\u00e0o \u0111ang ph\u00e1t huy t\u00e1c d\u1ee5ng v\u00e0 c\u00e1ch n\u00e0o c\u1ea7n \u0111i\u1ec1u ch\u1ec9nh.<\/p>\n

\u2013 \u0110\u1ea7u t\u01b0 v\u00e0o k\u1ef9 n\u0103ng tr\u00ed tu\u1ec7 c\u1ea3m x\u00fac (Emotional Intelligence) \u2014 y\u1ebfu t\u1ed1 m\u00e0 Daniel Goleman cho r\u1eb1ng quy\u1ebft \u0111\u1ecbnh \u0111\u1ebfn 90% hi\u1ec7u qu\u1ea3 l\u00e3nh \u0111\u1ea1o c\u1ea5p cao.<\/p>\n<\/div>\n

5. C\u00e2u h\u1ecfi th\u01b0\u1eddng g\u1eb7p<\/h2>\n

1. Phong c\u00e1ch qu\u1ea3n l\u00fd n\u00e0o \u0111\u01b0\u1ee3c \u0111\u00e1nh gi\u00e1 l\u00e0 hi\u1ec7u qu\u1ea3 nh\u1ea5t hi\u1ec7n nay?<\/em><\/strong><\/p>\n

Kh\u00f4ng c\u00f3 phong c\u00e1ch n\u00e0o \u0111\u01b0\u1ee3c coi l\u00e0 t\u1ed1t nh\u1ea5t cho m\u1ecdi t\u00ecnh hu\u1ed1ng. Theo Daniel Goleman, nh\u00e0 l\u00e3nh \u0111\u1ea1o hi\u1ec7u qu\u1ea3 l\u00e0 ng\u01b0\u1eddi bi\u1ebft k\u1ebft h\u1ee3p linh ho\u1ea1t nhi\u1ec1u phong c\u00e1ch. Tuy nhi\u00ean, Transformational Leadership v\u00e0 Democratic Leadership th\u01b0\u1eddng \u0111\u01b0\u1ee3c \u0111\u00e1nh gi\u00e1 cao trong b\u1ed1i c\u1ea3nh doanh nghi\u1ec7p hi\u1ec7n \u0111\u1ea1i v\u00ec kh\u1ea3 n\u0103ng th\u00fac \u0111\u1ea9y s\u00e1ng t\u1ea1o v\u00e0 g\u1eafn k\u1ebft \u0111\u1ed9i ng\u0169.<\/p>\n

2. L\u00e0m th\u1ebf n\u00e0o \u0111\u1ec3 x\u00e1c \u0111\u1ecbnh phong c\u00e1ch qu\u1ea3n l\u00fd ph\u00f9 h\u1ee3p v\u1edbi m\u00ecnh?<\/em><\/strong><\/p>\n

B\u1ea1n c\u00f3 th\u1ec3 b\u1eaft \u0111\u1ea7u b\u1eb1ng vi\u1ec7c \u0111\u00e1nh gi\u00e1 b\u1ea3n th\u00e2n qua c\u00e1c c\u00f4ng c\u1ee5 nh\u01b0 DISC, MBTI ho\u1eb7c b\u00e0i \u0111\u00e1nh gi\u00e1 360 \u0111\u1ed9. Sau \u0111\u00f3, xem x\u00e9t \u0111\u1eb7c th\u00f9 ng\u00e0nh ngh\u1ec1, quy m\u00f4 \u0111\u1ed9i ng\u0169 v\u00e0 m\u1ee5c ti\u00eau kinh doanh hi\u1ec7n t\u1ea1i. Vi\u1ec7c thu th\u1eadp ph\u1ea3n h\u1ed3i th\u01b0\u1eddng xuy\u00ean t\u1eeb nh\u00e2n vi\u00ean c\u0169ng gi\u00fap nh\u00e0 qu\u1ea3n l\u00fd \u0111i\u1ec1u ch\u1ec9nh c\u00e1ch ti\u1ebfp c\u1eadn cho ph\u00f9 h\u1ee3p h\u01a1n.<\/p>\n

3. M\u1ed9t ng\u01b0\u1eddi qu\u1ea3n l\u00fd c\u00f3 th\u1ec3 \u00e1p d\u1ee5ng nhi\u1ec1u phong c\u00e1ch l\u00e3nh \u0111\u1ea1o c\u00f9ng l\u00fac kh\u00f4ng?<\/em><\/strong><\/p>\n

Ho\u00e0n to\u00e0n c\u00f3 th\u1ec3 v\u00e0 th\u1ef1c t\u1ebf \u0111\u00e2y l\u00e0 \u0111i\u1ec1u \u0111\u01b0\u1ee3c khuy\u1ebfn kh\u00edch. Peter Drucker v\u00e0 Daniel Goleman \u0111\u1ec1u nh\u1ea5n m\u1ea1nh r\u1eb1ng nh\u00e0 l\u00e3nh \u0111\u1ea1o gi\u1ecfi c\u1ea7n linh ho\u1ea1t chuy\u1ec3n \u0111\u1ed5i gi\u1eefa c\u00e1c phong c\u00e1ch t\u00f9y theo t\u00ecnh hu\u1ed1ng, \u0111\u1ed1i t\u01b0\u1ee3ng nh\u00e2n vi\u00ean v\u00e0 giai \u0111o\u1ea1n ph\u00e1t tri\u1ec3n c\u1ee7a t\u1ed5 ch\u1ee9c.<\/p>\n

Hi\u1ec3u v\u00e0 v\u1eadn d\u1ee5ng \u0111\u00fang c\u00e1c phong c\u00e1ch qu\u1ea3n l\u00fd th\u01b0\u1eddng g\u1eb7p<\/strong> l\u00e0 h\u00e0nh trang quan tr\u1ecdng cho b\u1ea5t k\u1ef3 ai \u0111ang \u0111\u1ea3m nh\u1eadn ho\u1eb7c h\u01b0\u1edbng \u0111\u1ebfn v\u1ecb tr\u00ed l\u00e3nh \u0111\u1ea1o. T\u1eeb m\u00f4 h\u00ecnh Autocratic truy\u1ec1n th\u1ed1ng \u0111\u1ebfn Servant Leadership hi\u1ec7n \u0111\u1ea1i, m\u1ed7i phong c\u00e1ch \u0111\u1ec1u mang gi\u00e1 tr\u1ecb ri\u00eang khi \u0111\u01b0\u1ee3c \u00e1p d\u1ee5ng \u0111\u00fang b\u1ed1i c\u1ea3nh. \u0110i\u1ec1u c\u1ed1t l\u00f5i n\u1eb1m \u1edf kh\u1ea3 n\u0103ng quan s\u00e1t, th\u1ea5u hi\u1ec3u \u0111\u1ed9i ng\u0169 v\u00e0 linh ho\u1ea1t \u0111i\u1ec1u ch\u1ec9nh c\u00e1ch ti\u1ebfp c\u1eadn \u0111\u1ec3 \u0111\u1ea1t \u0111\u01b0\u1ee3c m\u1ee5c ti\u00eau chung c\u1ee7a t\u1ed5 ch\u1ee9c.<\/p>\n

Minh An<\/strong><\/p>\n

N\u1ed9i dung trong b\u00e0i mang t\u00ednh tham kh\u1ea3o v\u00e0 \u0111\u1ecbnh h\u01b0\u1edbng t\u1ed5ng quan; c\u01a1 h\u1ed9i ngh\u1ec1 nghi\u1ec7p v\u00e0 thu nh\u1eadp th\u1ef1c t\u1ebf c\u00f3 th\u1ec3 kh\u00e1c nhau t\u00f9y thu\u1ed9c v\u00e0o n\u0103ng l\u1ef1c, kinh nghi\u1ec7m, v\u1ecb tr\u00ed, doanh nghi\u1ec7p v\u00e0 th\u1eddi \u0111i\u1ec3m th\u1ecb tr\u01b0\u1eddng.<\/em><\/p>\n

\n<\/p>","protected":false},"excerpt":{"rendered":"

Trong m\u00f4i tr\u01b0\u1eddng doanh nghi\u1ec7p hi\u1ec7n \u0111\u1ea1i, m\u1ed7i nh\u00e0 l\u00e3nh \u0111\u1ea1o \u0111\u1ec1u mang m\u1ed9t d\u1ea5u \u1ea5n ri\u00eang khi \u0111i\u1ec1u h\u00e0nh \u0111\u1ed9i ng\u0169. Vi\u1ec7c hi\u1ec3u r\u00f5 …<\/p>\n","protected":false},"author":58,"featured_media":14601,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[17],"tags":[],"class_list":["post-14530","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-tu-van-nghe-nghiep"],"_links":{"self":[{"href":"https:\/\/mb668s.com\/cam-nang-7mb66-xoc-dia\/wp-json\/wp\/v2\/posts\/14530","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/mb668s.com\/cam-nang-7mb66-xoc-dia\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/mb668s.com\/cam-nang-7mb66-xoc-dia\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/mb668s.com\/cam-nang-7mb66-xoc-dia\/wp-json\/wp\/v2\/users\/58"}],"replies":[{"embeddable":true,"href":"https:\/\/mb668s.com\/cam-nang-7mb66-xoc-dia\/wp-json\/wp\/v2\/comments?post=14530"}],"version-history":[{"count":5,"href":"https:\/\/mb668s.com\/cam-nang-7mb66-xoc-dia\/wp-json\/wp\/v2\/posts\/14530\/revisions"}],"predecessor-version":[{"id":16873,"href":"https:\/\/mb668s.com\/cam-nang-7mb66-xoc-dia\/wp-json\/wp\/v2\/posts\/14530\/revisions\/16873"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/mb668s.com\/cam-nang-7mb66-xoc-dia\/wp-json\/wp\/v2\/media\/14601"}],"wp:attachment":[{"href":"https:\/\/mb668s.com\/cam-nang-7mb66-xoc-dia\/wp-json\/wp\/v2\/media?parent=14530"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/mb668s.com\/cam-nang-7mb66-xoc-dia\/wp-json\/wp\/v2\/categories?post=14530"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/mb668s.com\/cam-nang-7mb66-xoc-dia\/wp-json\/wp\/v2\/tags?post=14530"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}