????職場中，我們見過兩種不同類型的領導者，一種是一直以來總是被賦予領導職責的人，一種是身上原本就帶有領袖氣質(zhì)的人。如果這兩種人同時競爭一個職位，究竟該選哪一個呢？這就要求助于萊斯利?普拉琪了。

????普拉琪是一位臨床心理學家，她曾評估過上百位《財富》500強公司（Fortune 500）的CEO候選人和其它高層管理職位候選人，借此預測誰能成功勝任領袖角色，誰會慘遭淘汰。她在新書《紙上談兵》（Looks Good On Paper）中著重探討了在她看來成功領導者必須具備的一項品質(zhì)。

????本周早些時候，普拉琪與我共進咖啡，談話中她告訴我，卓越的領導人都善于積極應對。普拉琪說的積極應對，其實是指有創(chuàng)造力并有效地適應挑戰(zhàn)和變化的能力。一個善于積極應對的人能迅速從挫折中恢復，向周圍人敞開心扉，對自己的動機、優(yōu)勢和劣勢一清二楚。普拉琪說，未來世界瞬息萬變，領導人具備這一特性至關重要。

????普拉琪告訴我，她的測試主要是評估職位候選人身上是否具備這一特性，借此對這些候選人能否成功角逐領導職位進行預測，在長達10年的預測中，結(jié)果的準確率高達98%。

????普拉琪認為有些不善于積極應對的人會有一些負面的性格特征，自戀是其中最突出的一個。她解釋說，假如一個機構(gòu)的高管總愛以自我為中心，常常自認為頗有特別之處，這樣不僅會降低自己的形象，還會給其所在的機構(gòu)帶來負面影響。善于積極應對的人非常有自知之明，并能虛心聽取不同意見。

????普拉提還特別指出，女性領導者更應該成為積極應對者。領導力要求一定程度上的自信和強勢，但當涉及到這些性格特征的時候，女性通常面臨著“正面你贏，反面我輸?shù)那闆r”。如果她們表現(xiàn)得過于嬌弱，別人就會認為她們工作效率低，但假如她們過于強勢，別人就會認為她們太自我。為了改變這種傳統(tǒng)刻板的性別定位，女人一定要成為更強的積極應對者，找到與她們的團隊共鳴的領導角色定位。

????“女人更易于被局限在行為準則的條條框框中，假如她們按照傳統(tǒng)男性化的方式做事，會被周圍人說三道四，”普拉琪說，“積極應對是指，在遇到上面的情況時，能在你的行為中選擇一種有效的方式?！?/p>

????那么，是不是所有《財富》500強企業(yè)的CEO都是卓越的積極應對者呢？當我問及普拉琪這個問題時，她援引了百事可樂公司（PepsiCo） CEO盧英德的例子。這位首席執(zhí)行官最近說她無法實現(xiàn)工作和生活的平衡，并且表示，普拉琪的一席話讓她受到極大“感染”。

????“積極應對的第一步是精確地感知現(xiàn)實，”普拉琪說，“她的思想似乎非常開放，認識到工作和生活存在沖突；所有女人每天都不得不做出選擇。這就是積極應對的一種標志?！保ㄘ敻恢形木W(wǎng)）

????譯者：Joseph

????We all know that a person who has been handed leadership responsibilities in the past and a person who is a true leader are two completely different job candidates. That’s where Leslie Pratch comes in.

????A clinical psychologist, Pratch has evaluated hundreds of candidates for CEO and other top management positions at Fortune 500 companies to predict who will succeed in these leadership roles—and who will not. Her new book, Looks Good On Paper, distills down the one trait she thinks is essential for successful leaders to have.

????Great leaders are great active copers, Pratch explained to me earlier this week over coffee. By active coping, Pratch means the ability to adapt creatively and effectively to challenges and change. An active coper quickly recovers from setbacks, opens up to the people around her and is aware of her own motivations, strengths and shortcomings. In the constantly changing world that we will in, it is critical that leaders posses this trait, says Pratch.

????By evaluating potential job candidates based on this one trait, Pratch tells me she has successful predicted the outcome of the leader’s tenure 98% of the time over a ten-year period.

????One of the key signs that tips Pratch off to a bad active coper is narcissism. Self-involved executives feel a need to view themselves as special, she explains, and in turn, they develop a diluted version of themselves and their organizations. Good active copers are self-aware and open to other opinions.

????Pratch added that it is particularly important for women leaders to be skilled active copers. Leadership requires a certain level of self-confidence and aggressiveness, yet women are faced with a “heads-you-win tails-I-lose situation” when it comes to these traits. If they display too little they are deemed ineffective and if they display too much they can be viewed as full of themselves. To transcend these gender stereotypes, women must be stronger active copers and find a leadership that resonates with their entire team.

????“Women are more limited in the range of behaviors that they can choose to be effective because they are penalized for behaving in traditionally masculine ways,” says Pratch. “Active coping is about having a choice over your behaviors and choosing the one that is going to be effective in that situation.”

????So are there any Fortune 500 CEOs that are particularly skilled active copers? When I asked Pratch, she cited PepsiCo PEP -0.56% CEO Indra Nooyi. The chief executive recently discussed herinability to achieve work-life balance and said she was “impressed” by her remarks.

????“The first step to active coping is accurately perceiving reality,” says Pratch. “She seemed very open that there was a conflict and that women have to make a choice everyday. That’s a sign of active coping.”