How can employees take the initiative to help you make suggestions?

(1) personality-this is an important prerequisite for non-rights claims. Character refers to the sum of morality, conduct, character and style reflected in all people's words and deeds. This is the basic element of non-right appeal. A good personality will bring great attraction to leaders and make group members feel good about them.

A good personality that adapts to society is often imitated by people as an example. Leaders with good character and decent style will inevitably bring out a large number of upright subordinates. Yuan Cai said: "Your sexual behavior is valued by others, but you can teach others to act in an auspicious way." A leader should know that no matter how high his position is, if there is something wrong with his character, his political prestige (charm or affinity) will be gone.

(2) Ability-this is an important content of non-rights claim. Ability refers to the subjective condition of being competent for a certain job, and it is the practical element of non-power appeal.

People's abilities are various. If a leader can foster strengths and avoid weaknesses when arranging the work of his subordinates, such as giving full play to the expertise of his subordinates and making the work of his group more orderly, this is the leader's ability to recognize people and employ people. The ancients said: "It is not difficult to be talented, but it is difficult to make good use of it."

(3) knowledge-this is an important basis for non-rights claims. Knowledge refers to the sum of direct experience and indirect experience gained by people in the practical activities of transforming the objective world. This is the scientific element of non-right appeal.

Knowledge is a person's precious wealth and an important basis for leaders to lead group members to achieve group goals. Rich knowledge will bring good charisma to leaders and make subordinates feel dependent. If a leader has some professional knowledge, it will inevitably have an impact on others. Leaders with this quality will exercise their rights much more smoothly than leaders without this quality.

(4) Emotion-this is an important part of non-power appeal. Emotion is a reflection of people's subjective attitude towards objective things (including people). This is the spiritual element of non-power appeal.

Leaders go deep into the grassroots, are approachable, always care about their subordinates, share weal and woe with them, and establish good feelings with them, which will easily make subordinates feel intimate with themselves, and their opinions can easily be reflected in the leadership office, so that when making decisions, leaders can make more scientific and reasonable decisions according to the working conditions and ideological conditions of the masses.

Any incumbent leader has two kinds of influence at the same time-mandatory influence and natural influence. Mandatory influence comes from the leader's position and power, and subordinates passively accept its influence for a short time; Natural influence comes from the leader's personal conditions, and subordinates take the initiative to accept its influence, and the influence lasts for a long time.

Different styles of leaders have different structural proportions of the two influences. At home and abroad, two different indicators are often used to classify leaders at the same time, namely, the hard indicator-whether the work goal is achieved, and the soft indicator-naturally affects the direction of change.

According to these two standards, leaders can be divided into three types: first, unsuccessful leaders (work goals have not been achieved); Second, successful and ineffective leadership (although the work goal is achieved, the natural influence is reduced); The third is a successful and effective leader (not only the work goal is achieved, but also the natural influence is constantly improving).

Extended data:

Employee communication form:

Enterprises and institutions generally have three ways of communication:

First, induction training for new employees.

This kind of communication helps to reduce the anxiety and anxiety of new employees when they first enter the unit, thus reducing the initial turnover rate.

Second, the meeting.

This kind of communication is very common in the unit, which is conducive to the faster dissemination of information. But when it is used to exchange information between employees, meetings are usually not a good way, especially if employees' contributions may be controversial.

Third, through unit publishing.

This method may be a main communication tool, but it is not the only one, and it may not be the most important communication tool, because the unit publication can not replace face-to-face oral communication.

Fourth, employee feedback. For example, regular employee attitude surveys and feedback can be used as a tool to predict employee dissatisfaction that may lead to performance problems. If you want to ask employees for feedback, then employees need to know how the feedback will be adopted. They need to know the whole process and whether their feedback plays an important role in the decision-making of the unit.