创新背景

管理者常常规划组织的未来状态并提出愿景，但没有通过成为一个活生生的模型来展示这一愿景。

创新过程

对比于标准管理技术，即通过“以身作则”向员工提供关于经理希望员工做什么的指导，可以让员工更有针对性地进行改进。经理通过参与员工活动来展示理想的工作日行为，例如，在组织的第一线为客户提供服务的商店经理，演示如何执行销售和服务；或每周在前台工作一次的执行董事，演示如何对待客户。

埃尔多使用了一种很好的研究方法来收集证据。为了了解经理们在多大程度上通过做来领导，她要求零售店的员工报告，其中包括他们的商店经理“在多大的程度上通过'做'而不是简单地'说'来领导”以及“是我可以效仿的好榜样”

请注意，该方式要求员工对其经理进行评分，而不是让经理对自己进行评分，这是一种收集数据的不太有效的方法。更重要的是，有关门店绩效的数据是从客观的外部来源收集的，而不是经理自己对其组织绩效的评价。这两个绩效指标是商店生产率——每位员工的商店收入——和服务质量，由商店中的神秘购物者评定。太多关于组织的学术研究，特别是公共行政方面的研究，由于依赖主观感知的自我报告来收集此类信息而受到损害。

结果令人惊叹，而且方法学使其可信。以身作则提高了门店层面的门店生产率和服务质量，而不是仅仅用语言表达愿景。
尽管这项研究的背景是零售商店而不是政府办公室，但没有理由相信同样的机制在政府中不起作用——而且商店环境更容易展示生产力，更实际地使用神秘客户，而这种方式在政府环境中可能不会被接受。

创新价值

以身作则提高了门店层面的门店生产率和服务质量，而不是仅仅用语言表达愿景。

创新关键点

经理通过参与员工活动来展示理想的工作日行为能有效提高组织绩效。例如，在组织的第一线为客户提供服务的商店经理，演示如何执行销售和服务；或每周在前台工作一次的执行董事，演示如何对待客户。

Managers improve organizational performance by "setting an example"

Compared with the standard management technology, i.e. by "setting an example" to provide employees with guidance on what managers want employees to do, employees can make more targeted improvements. Managers demonstrate their ideal workday behavior by participating in employee activities. For example, store managers who provide services to customers at the front line of the organization demonstrate how to perform sales and services; Or an executive director who works at the front desk once a week to demonstrate how to treat customers.
ELDOR used a good research method to collect evidence. In order to understand the extent to which managers lead by doing, she asked retail store employees to report, including the extent to which their store managers "lead by 'doing' rather than simply 'saying' and" are good examples that I can follow. "
Please note that the way requires employees to rate their managers rather than letting managers rate themselves, which is a less effective way to collect data. More importantly, the data about store performance is collected from objective external sources, rather than the manager's own evaluation of its organizational performance. These two performance indicators are store productivity - store income per employee - and service quality, which are rated by mystery shoppers in the store. Too much academic research on organizations, especially in public administration, is undermined by the reliance on subjective self-report to collect such information.
The results are amazing, and the methodology makes it credible. Setting an example improves store productivity and service quality at the store level, rather than merely expressing the vision in words.
Although the background of this study is retail stores rather than government offices, there is no reason to believe that the same mechanism does not work in the government - and the store environment is easier to show productivity and more practical to use mystery customers, which may not be accepted in the government environment.