英语论文网

ever, in contrast to transforming theory, transformational leadership as originally conceived by Bass (1985) may not necessarily elevate followers to higher moral ground but rather, depending on the leader's vision and personal motivation, may in fact lead followers in negative, unethical and immoral directions (Giampetro et al., 1998; Yukl, 1998). Trusting, admiring and respecting a leader do not necessarily mean that followers will behave with integrity. In this way, transformational leadership may in fact be undesirable. More recently however, Bass and Steidlmeier (1999) have rejected Bass' previous notion that transformational leadership may lead to unethical directions. Rather, these authors suggest a distinction between authentic transformational leadership, which by definition is ethical, and pseudo-transformational leadership, which is unlikely to be ethical. This addition of theory by Bass and Steidlmeier (1999) has cut directly to the issue at hand, specifically, the integrity of transformational leadership.

The integrity of transformational leadership——转型领导的完整性

There are many connections that can be drawn between leadership demonstrating integrity and transformational leadership. Gottlieb and Sangria (1996) highlighted that leaders with integrity always encourage open and honest communication, particularly in discussion concerning decision making. These authors also believe that such leaders value an individual's viewpoint and the feedback that results from sharing. Such a leadership value-set is consistent with transformational leadership. In addition, the importance of clear vision and the establishment of trust through leadership are core factors contributing to personal and organisational integrity. Both of these factors are also quite prominent in the transformational leader ship literature (Bass, 1985, 1990, 1998; Yukl, 1989). Indeed, Gillespie and Mann (2000) have found empirical links between the demonstration of transformational leadership and the presence of trust within organisations. Bass and Steidlmeier (1999) believe that authentic transformational leaders are by definition ethical, yet pseudo-transformational leaders may lack integrity. Thus, if a leader demonstrates some transformational leadership styles but has an underlying moral foundation of self-interest and self-satisfaction, then that leader is merely pseudo transformational. On the other hand, if a leader who demonstrates transformational leadership style, is connected to their community, and has concern for their peers, colleagues, and organisation, then they will be truly authentic transformational leaders.

Effects of leadership style on followers——领导风格对追随者的影响

Personality——人格

Healthcare leaders who focus primarily on the task to be completed, as with pacesetting and commanding styles (dissonant leadership), may not focus on developing or maintaining relationships with staff members or be tuned to their emotional needs as they provide complex and often life altering care and treatments. Whereas leaders who were relationally focused use their emotional skills to understand what individual employees or teams were feeling during difficult times, thereby building trust through listening, empathy, and responding to staff concerns. By tuning in to the emotional needs of staff, such leaders work with nurses and other healthcare staff