????今年十月初，《財富》雜志（Fortune）舉辦了一年一度的“最具影響力商界女性峰會”（Most Powerful Women Summit）。會上，施樂公司（Xerox）CEO烏蘇拉?伯恩斯用幽默風(fēng)趣的發(fā)言贏得了聽眾們的掌聲。許多人頻頻點(diǎn)頭表示贊同。她坦言：“以前，要讓我說‘我希望你做這個’，對我來說是個很大的難題。但等我習(xí)慣了之后，一切都變得更加容易。”

????所有高管都能正確處理好作為協(xié)作者和作為老板之間的關(guān)系，但伯恩斯的話卻引起了很多女性高管的共鳴。與男性相比，女性領(lǐng)導(dǎo)者更具有包容性，更注重團(tuán)隊合作，這樣的說法我們不知道聽過多少遍了。哈佛商學(xué)院（Harvard Business School）教授羅莎貝斯?莫斯?坎特主要研究領(lǐng)導(dǎo)力與創(chuàng)新，她表示，可能許多女性經(jīng)理人和冉冉升起的企業(yè)明星們確實具備這種特性，“但如果你想脫穎而出，決斷力、指揮能力和責(zé)任感才是最重要的素質(zhì)。”

????作為“高管夢之隊”系列的一部分，過去幾個月，《財富》雜志一直致力于研究高管之間日益普遍的合作趨勢。例如，技術(shù)買方紛紛與賣方攜手；銷售與生產(chǎn)高管在規(guī)劃和執(zhí)行時也保持步調(diào)一致。但正如最具影響力商界女性峰會上發(fā)言的CEO們所說，有時候確實需要協(xié)作，但有時候則必須要下命令。杜邦公司（DuPont）CEO柯愛倫就表示：“我擔(dān)任CEO的時候，正值全球銀行業(yè)危機(jī)剛剛爆發(fā)。人們并不希望你和他們手挽手一起跑，而是期望你下命令，告訴他們該做什么。這確實會令人身心疲憊。當(dāng)時的感受是，在我已經(jīng)厭煩了反復(fù)強(qiáng)調(diào)同一件事情的時候，他們才剛剛明白過來。”

????當(dāng)然，協(xié)作性與領(lǐng)導(dǎo)力兩者并不是相互排斥的關(guān)系。實際上，高層管理者有很大的責(zé)任來減少組織的封閉性，使其更有助于接納不同的部門和不同的員工。IBM公司CEO吉尼?羅曼提詳細(xì)介紹了公司的一個項目。項目的目的是通過召集具有不同技能和背景的團(tuán)隊，共同解決全球性的問題。她說：“我認(rèn)為，現(xiàn)在是大融合的時代。”但她強(qiáng)調(diào)，包容性不僅僅是指增加女性的比重。“可能是指包容地理上的差異、個人方法、風(fēng)格、學(xué)習(xí)方式，以及你希望做出貢獻(xiàn)的方式，甚至年齡等等。總之，范圍非常廣泛。”

????之后，本著合作的精神，她又向那些希望在自己公司復(fù)制IBM項目的觀眾詳細(xì)介紹了項目的細(xì)節(jié)。

????譯者：劉進(jìn)龍/汪皓

????The comment drew laughs, then applause and sympathetic nods from the audience. "I used to have really big difficulty in saying, 'I want you to do this,' " Ursula Burns, CEO of Xerox (XRX), confessed at Fortune'sannual Most Powerful Women Summit in early October. "When I got used to that, everything got easier."

????All executives walk a fine line between being collaborative and being the boss, but Burns' quip resonates especially with women executives. How many times have we heard that female leaders are more inclusive and more team oriented than their male counterparts? That characterization may be true for many women managers and rising corporate stars, says Rosabeth Moss Kanter, a professor at Harvard Business School who specializes in leadership and innovation. "But at a certain point, if you are going to emerge, decisiveness, direction, and accountability matter."

????As part of its ongoing Executive Dream Team series,Fortune has spent the past several months exploring the increasingly cooperative nature of executive life: These days, for example, technology buyers are pairing up with marketers; sales and manufacturing officers are planning and executing in lockstep. But as some of the CEOs who spoke at the MPW Summit noted, there's a time for collaboration -- and a time to issue edicts. "I started my job right at the beginning of the global banking crisis," Ellen Kullman, CEO of DuPont (DD), said. "People didn't want to run with you -- they wanted you to tell them what to do. And that's exhausting. I realized that by the time I was really tired of saying the same thing, they were just getting it."

????Collaboration and leadership aren't mutually exclusive, of course. In fact, top management has a big mandate to make organizations less "siloed" and more conducive to work among different units and different people. Ginni Rometty, CEO of IBM (IBM), spoke at length about a company program that aims to solve global problems by putting together teams with different skills and backgrounds. "I think this is a time of great inclusion," she said. But inclusiveness today isn't just about adding women to the mix, she noted. "It's geographic, it's approach, it's your style, it's your way of learning, the way you want to contribute, it's your age. It is really broad."

????And then, in the spirit of collaboration, she offered to share the details of the program with some of the attendees who wanted to try to replicate it in their own organizations.