人物视角与政治能力 [3]
论文作者:www.51lunwen.org论文属性:作业 Assignment登出时间:2016-06-27编辑:cinq点击率:8662
论文字数:5000论文编号:org201606260959133864语种:英语 English地区:英国价格:免费论文
关键词:Politics政治能力政治人物
摘要:本文是英国assignment范文,是留学生政治学专业作业,主要内容是讲述政治领导所具备的政治能力包括哪些因素等。
ships between this style and innovative-supporting organisational climate. Moreover, Shin and Zhou (2003) also reported positive relationship with followers' level of creativity.
This paper set out to examine the influence of project managers' personal competencies and leadership behaviours on subordinates' work performance and leadership outcomes using data from 52 construction projects in Thailand. The outcomes regarding project managers' personal competencies show that Thai project managers have cognitive competency higher than other competencies tested in this study. Correlation analysis result clarified that project managers with high helping and human service competency and/or personal effectiveness
competency are likely to generate high work quality, work quantity and problem solving creativity from their subordinates whereas those with high cognitive competency supported subordinates to produce high work quantity and problem solving creativity while those with high achievement and action competency are likely to derive better work quality from the subordinates.
The association between PMCD personal competencies (achievement and action, helping and human service, impact and influence, managerial, cognitive and personal effectiveness) developed by PMI (2002) and MLQ leadership behaviours developed by Bass and Avolio's (2004) reveals that the entire personal competencies have significant positive relationship with every factor in the transformational style but they have significant positive relationship with only contingent reward factor in transactional style whereas they all have negative relationship with laissez-faire style. It implies that project managers who apply transformational leadership behaviours with their subordinates are assumed to have the essential personal characteristics required of a competent project manager defined by PMI as well.
The results further indicate that all personal competencies units have significant positive relationship with leadership outcomes (effectiveness, satisfaction and extra effort). A possible explanation for this is a project manager with high PMCD personal competencies is likely to produce effectiveness from his/her leadership, by achieving organisational objectives, goals and assisting his/her subordinates to success in their work life, more than one with less. In addition, the stronger the PMCD personal competencies a project manager has the more his/her ability to make the subordinates satisfied and to motivate them to put extra effort into their work. Among all the PMCD personal competencies, personal effectiveness competency has the highest relationship with all leadership outcome aspects. It implies that a project manager with high self-control, self-confidence, flexibility and organisational commitment is likely to produce higher work effectiveness while at the same time generating subordinates' satisfaction and supporting them to put great effort into their work than those with high level in other competencies.
Another finding of this study is that the leadership style mostly adopted and proving to be most suitable for Thai people is the transformational leadership style. Results clearly indicate that transformational leadership style creates leadership outcomes (effectiveness, satisfaction and extra effort) from subordinate more than transactional and laissez-faire leadership style. This finding agrees with Katz and Kahn (1978), Bass
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