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to understand their issues, their work concerns, and to support and invest in them and their abilities. This leads to completion of the tasks required to achieve the common goal, in the case of healthcare, the provision of excellence in patient care. Some recent research has provided evidence to support the personal ity-performance relationship in leadership positions. For instance, Judge and Bono (2000) demonstrated that transformational leadership is predicted by several of the Big Five personality traits. Specifically, this study showed that Extraversion, Openness, and Agreeableness predicted subordinate ratings of transformational leadership. Additionally, this study demonstrated that personality factors were predictive of supervisor ratings of leader effectiveness.

Job-related stress——与工作相关的压力

Job-related stress is often a function of an individual's perception of organizational and environmental events and meaning attached to these events (McCauley, 1987; Schuler, 1980). The meaning which individuals associate with these events is often 'managed' or influenced by significant others, such as leaders and mentors (Kram and Hall, 1989; Smircich and Morgan, 1982). Seltzer et al. (1989) found that transfor-mational leadership based on charismatic and individually considerate behaviors was negatively related to follower stress. Transformational leadership arouses team spirit, reframes stressful events into developmental opportunities, and inspires others to perceive difficult situations as meaningful challenges necessary for developing one's professional and personal skills (Shamir et al., 1993).

Charisma (idealized influence - attributed)——魅力（理想化的影响-归因）

Leaders who exhibit management skills, and management policies and practices in hospitals may influence important outcomes for patients and for healthcare workforce. Most theory related to relationally focused leadership such as transformational and resonant leadership, founded on emotional intelligence as the basis for influencing outcomes, are premised on leaders also having skills in management, organization and analytical intelligence (Bass et al., 2003 B.M. Bass, B.J. Avolio and D.I. Jung, Applied Psychology 88 (2) (2003), pp. 207-218. Abstract | PDF (118 K) | Full Text via CrossRef | View Record in Scopus | Cited By in Scopus (134)[Bass et al., 2003] and [Goleman et al., 2002]). Thereby the focus on people and relationships in these theories is formed on the understanding that the people in the organization are the organization's most precious resource to achieve their common goals. Many leadership theories have conceptualized leadership as primarily positive and therefore leading to positive outcomes. This is perpetuated by the popularity of transformational leadership ([Clements and Washbush, 1999] and [Goleman et al., 2002]), which suggests that these leaders do the 'right' things. Charisma consists of having personal charm that enables one to influence others.18 Transformational leaders value the human need for supportive interpersonal relationships.

Charisma (idealized influence - behaviors)——魅力（理想化的影响-行为）

Transformational leaders use their physical energy to motivate others to work toward the stated outcomes, instill confidence among group members, and create cohesive learning environments.

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