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MBA Essay:领导的三种行为理论 [2]

论文作者:www.51lunwen.org论文属性:短文 essay登出时间:2017-05-10编辑:cinq点击率:14455

论文字数:2000论文编号:org201705101643567492语种:英语 English地区:美国价格:免费论文

关键词:MBA Essay代写essay领导风格

摘要:本文是留学生essay范文,主要内容是研究领导的行为理论,并且通过分析三种行为理论,总结相关领导风格对企业所起的不同作用。

ducation, certifications, and interactions.

Bass and Steidlmeier (1999) noted transformational leaders' level of involvement had the ability to enhance creativity, innovation, and performance from their teams. Transformational leaders must have the fortitude and adaptability to respond to and learn from both internal and external stimuli of changes within the organizations. Such leaders must proactively mitigate any negative impact on the project, as well ensuring the overall satisfaction of the team members as factors in the projects' successful completion and team performance (Ronning, 2004; Sanders et al., 2003).

Bass (2000) had widely defended the potential of the transformational leadership to improve the post-modern organizational landscape. According to Bass, transformational leaders raise the awareness of their constituencies about what are essential increase concerns for achievement, self-actualization, and ideals. They inspire followers to go beyond their own self-interests for the good of the group, organization, or community. For Bass, true transformational leadership can be identified by its adherence to the highest levels of moral and ethical standards. Bass (1997) says that leaders are authentically transformational when they raise awareness of what is right, valued, and important; when they help satisfy increase followers' needs for success, change; and when they reposition followers to go outside their self-interests for the good of their group or organization.

True transformational leadership asks for sacrifice on the part of the follower, but it does not necessarily require that an individual's interests to be swept aside for the good of the organization. 'The transformational leader strives to achieve a true consensus in aligning personal and organization interests' (Bass, 1998, p. 176). Transformational leaders act like moral agents and engage in joint understanding of employees, with the ultimate goal of converting these employees to become leaders themselves (Inkson & Moss, 1993). Transformational leaders are most of the time interested in producing quality and quantity results from those they lead, but also attempt to provide an environment in which the individual's own career and personal goals are realized through the organization. In this way, efficiency can be increased, and the entire organization can benefit on the improvement of individuals (Seltzer & Bass, 1990).

It is the transformational leadership style that offers managers the greatest ability to deal with this rapidly changing workplace (Bass, 2000), especially in a global economy where change is inevitable. Wallace (1993) concluded that complex organizational and environmental factors require the flexibility that transformational leadership style offers because it enables managers to include workers on decisions, and can empower workers to have an increasing level of control over their work performance. Organizations led by transformational leaders usually perform at a believed greater level, with a higher level of employee moral (Bass, 1990).

Bryant (2003) claimed that transformational leadership results to motivation and commitment for followers in order to have above average organizational performance. Robbins and Judge (2009) further concluded that transformational leadership is correlated with lower employee turnover, higher productivity, lower stress, and higher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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