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论文作者:英语论文论文属性:短文 essay登出时间:2010-03-18编辑:steelbeezxp点击率:9795

论文字数:3000论文编号:org201003182301477066语种:英语论文 English地区:英国价格:免费论文

关键词:LeadershipTeam performanceTransational leadershipTransformational leadershipGender代写留学生作业

red transactional contingent reward and
transformational leadership of infantry unit leaders and found that both active
transactional and transformational leadership are needed to perform successfully. A
passive leader would not be expected to reach desired goals. Also using a military
setting, Dvir et al. (2002) compared an experimental group of leaders trained with
transformational concepts with a control group of leaders provided with eclectic
training. Findings showed that the transformational group had a greater positive
impact on the direct followers’ development and on indirect followers’ performance
than the control group leaders.本Essay代写Essaywww.51lunwen.org提供
In summary, although many argue that leadership effectiveness should be assessed
in terms of team or organizational effectiveness (e.g. Hogan et al., 1994), in reality,
except for a few studies, most investigators evaluate leadership effectiveness in terms
of ratings on individuals provided by superiors, peers, or subordinates (Judge et al.,
2002). In the present study, we examine some of the leadership qualities of the
dominant member of a team, as well as some specific group characteristics, in order to
predict team effectiveness.
Knowledge, abilities, and intelligence
Probably no other trait in psychology has been studied and tested as much as
intelligence or mental abilities (Schmidt and Hunter, 2000). This truism holds for
organizational research, also. Whether the focus is on the leader or the team,
intelligence seems to play a major role. In a recent meta-analytic study by Judge et al.
(2004), the authors found that intelligence, regardless whether it was assessed
objectively or perceptually, is related to leadership effectiveness. In their analysis, the
criteria included both subjective and objective outcomes. Even if we assume that a
leader should have certain levels of intelligence, why is knowledge important for team
performance? In a recent investigation of this issue, Tjosvold and Yu (2004) argued
that teamwork capability is determined to a large extent by the abilities of its members.
By using these abilities together, they are able to maximize the whole group’s
effectiveness beyond what would be expected from working individually.
The knowledge construct subsumes all types of mental abilities as team members
try to use any and all information for providing assistance, support, and understanding
of the issues involved. Group goals are facilitated when each member’s knowledge is
applied. Tjosvold and Yu (2004) found that applying abilities for mutual benefit
predicted in-role and extra-role team performance. In addition, they speculated that
situational or structural variables (e.g., leadership style) may play a critical role in this
process and recommended that such factors be considered in future research.
Cohesion
One set of antecedents that organizational researchers have studied in relationship to
performance are the social and motivational forces that exist between group members.
Beal et al. (2003) posit that such forces are an integral part of the concept of
cohesiveness which, it is argued, facilitates better performance. Group cohesion
motivates, as well as allows, for coordinating activities. Although many different
definitions of cohesion have been offered in the literature, the results from an extensive
meta-analysis of the tech论文英语论文网提供整理,提供论文代写英语论文代写代写论文代写英语论文代写留学生论文代写英文论文留学生论文代写相关核心关键词搜索。
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