The perfect manager would be utterly predictable, using data and evidence to make decisions and provide feedback. In other words, the perfect manager would be completely boring. But dullness isn’t how most companies choose managers. Instead, they look for flash, vision, and bold displays of confidence — regardless of whether those attributes translate into actual competence.

完美的管理者是完全具備預測能力，他們利用數據和証據做出決策，並提供反饋。換句話説，一個完美的管理者是非常無聊的。但沉悶卻不是大多數公司選擇管理者的標準。相反，他們尋找的是閃光的、有遠見的和充滿自信的表現，卻不管這些品質是否可以轉化爲實際能力。

A better method is to choose managers who can help the company execute its vision and keep their teams engaged and productive. Instead of valuing charisma and ruthlessness, look for managers who are authentic and effective in leading and engaging the team towards achieving sustainable organizational results.

更好的方法是選擇可以幫助公司實現其願景並保持團隊專注度和高效率的管理者。與其看重個人魅力，不如尋找能夠領導和吸引團隊實現可持續組織成果的有實效的領導者。

Emotional intelligence helps managers stay calm and cool so they can connect with their subordinates and help their teams succeed. And look for people who display integrity. There are many case studies of leaders who are brilliant in terms of expertise but morally feeble. Most people would rather work for a boss they can trust.

情商可以幫助管理者保持冷靜，讓他們能與下屬溝通，幫助團隊取得成功，並尋找表現正直的人。有許多關於領導者的研究案例顯示，他們在專業知識方面都很出色，但在道德上卻很薄弱。大多數人寧願爲他們信任的老闆工作。

In recent times, the world has moved well beyond basic and enhanced process automation and is entering an era of cognitive automation leveraging on artificial intelligence and robotics which the World Economic Forum termed as the “Fourth Industrial Revolution”. To ensure their readiness toward digital business transformation, most organizations would deploy the state-of-the-art technology but do they have a relevant structure in place? Are they equipped to attract, develop, and retain digital talent? Do you know what it takes to lead in a digital era? These are questions that many, if not all, organizations are grappling with as they seek to succeed in the digital era.

近年來，世界已經遠遠超越了基礎和增強過程自動化，並正在進入一個利用人工智能和機器人的認知自動化時代，世界經濟論壇稱之爲“第四次工業革命”。大多數組織會部署最先進的技術來確保他們爲數字業務轉型做好準備，但是他們是否具有相關的結構？他們有能力吸引，發展和保留數字人才嗎？你知道引領數字時代需要什麼嗎？這些都是許多（如果不是全部的話）組織在數字時代尋求成功時所面臨的問題。

Leadership 4.0 is about leaders creating their own digital transformation strategy and ensure it is aligned with the business and growth plans of their organization. It is critical that there must be a commitment to and ownership of it by the various stakeholders including the Boards and senior leadership team. For those willing to embrace this new world, it presents huge opportunities to be leveraged, which offers the prospect of new markets and new customers. However, to accomplish this, it would be crucial for the next generation of leaders to develop the relevant knowledge and skills, and that will help them evolve into a digitally transformed leader.

領導力4.0是指領導者創造自己的數字化轉型戰略，並確保他與組織的業務增長計劃相一致。至關重要的是，包括董事會和高級領導團隊在內的各利益相關者，必須對其做出承諾並擁有自主權。對於那些願意擁抱這個新世界的人來説，它提供了巨大的機遇，可以爲新市場和新客戶提供前景。然而，要做到這一點，下一代領導者必須掌握相關的知識和技能，這將幫助他們成爲數字化轉型的領軍人物。

Leadership 4.0 is also a "digital leader" who can build teams, keep people connected and engaged, and drive a culture of innovation, risk tolerance, and continuous improvement. As digital disruption sweeps across every major industry, regrettably leadership capabilities are not keeping pace.

領導力4.0還是一個“數字領導者”，可以建立團隊，保持人員之間的聯系和參與度，並推動創新、風險承受能力和持續改進的文化。令人遺憾的是，隨着數字化顛覆席捲每個主要行業，領導能力並沒有跟上發展的步伐。