MBA Essay:领导的三种行为理论 [3]
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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。
employee satisfaction. Transformational leaders are able to enhance their leadership style based on the situation, and transform that style into their subordinates to become innovative and creative in their decision-making process (Chung & Chia-Hung, 2009). Transformational leadership is based on the leader-member relationship that fosters a greater degree of trust and mutual understanding expected between the members in maintaining that relationship. Members in a transformational leadership framework cooperate more often with their leaders and gain their leader's full support, confidence, encouragement, and patience, and this in return forms a lasting relationship bond between the leaders and the employees (Chung & Chia-Hung, 2009).
Boga and Ensari (2009) stated, 'traditionally, the magnitude of the organizational leader's influence on the workforce has been tied to his or her leadership style' (p. 237). Transformational leaders seeks to influence the interests of their followers in the workplace, accept change as being a part of life, and motivate their followers to pursue the purpose and mission of the organization above their own egocentricities (Boga & Ensari, 2009). The transformational leader/follower relationship is viewed as one of shared interests and is comprised of four distinct characteristics (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration) that are closely related to the approach leaders use (Boga & Ensari).
Finally, transformational leadership occurs when a leader inspires followers to share a vision and enables those who follow to formulate their own vision for themselves and the organization to achieve a higher level of performance. Transformational leaders allow those they lead a greater degree of self-direction in the decision-making process that allows the leader to be more successful leading the organization to success. Transformational leadership is somewhat similar to servant leadership, but most researchers agree that the transformational leadership style makes better leaders in organizations (Bass, 1990).
Transformational leadership, as noted by Bass and Avolio (1993) has four defining principles that included idealized influence, individualized consideration, inspirational motivation, and intellectual stimulation. Idealized influence means the transformational leader works with followers to encourage independence, awareness, and maturation as a means to an end, where followers participate in the mission and vision of the organization. Inspirational motivation means the transformational leader is able to inspire followers with the intent to share in the goals of the organization. Intellectual stimulation means the transformational leader acknowledges his or her followers as talented and encourages input while re-evaluating assumptions for beliefs and values. The leader ignites creativity in followers, which may result in productivity for the organization. Individualized consideration means respecting the uniqueness of each person, while working with him or her to facilitate the maximization of potential. Leaders recognize the role and importance of involving followers in the establishment of a healthy organizational culture and climate.
These four factors enable leaders to create an environment wherein team members clearly understood the tasks of the project, both holistically a
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