人物视角与政治能力
Character Vision And Political Capacity
建议,性格,视野,政治能力是任何有抱负的领导地位的三个基本特征。
七种美德:学习谦卑;勇气;全面;幽默;激情;慈悲和智慧。
柯克帕特里克和洛克(1991)指出,领导特质包括六个要素:驱动;领导的愿望;诚信;自信;认知能力和业务知识。
从领导者的自我评价对变革型领导风格的标志,外向性和直觉而下属表明,变革型领导是领导最敏感
Gergen suggested that character, vision, and political capacity are three essential traits of anyone aspiring to a leadership position.
The seven virtues from Barker and Coy's (2003) study are humility; courage; integrity; humour; passion; compassion; and wisdom.
Kirkpatrick and Locke (1991) pointed out that leadership trait consists of six elements: drive; desire to lead; honesty and integrity; self-confidence; cognitive ability; and knowledge of the business.
The indications of transformational leadership style from leaders' self-ratings are perceiving, extraversion and intuition while subordinates indicated that the most transformational leaders were sensing leaders
Bass (1985), Tichy and Devanna (1990) and Ross and Offerman (1997) pointed out that creativity, novelty, innovativeness, proneness to risk, courageous, believing in people, value-driven, life-long learners, pragmatism, nurturance, feminine attributes and self-confidence are the personality characteristics regarded of transformational leaders.
Most of these qualities can be connected with intuition, feeling and perceiving preferences according to theory of the MBTI (Myers Briggs Type Indicator).
Church and Waclawski (1998) added also that extrovert, intuitive, thinking and perceiving are more transformational than their counterparts. This was supported by Roush's (1992) study of subordinates' appraisals that feeling, perceiving, intuition, and extroversion preferences received the most positive transformational ratings. Intuitive and perceiving preferences were more likely to indicate a transformational leadership style (Van Eron and Burke, 1992). While Roush and Atwater (1992) found sensing and feeling preferences were strongly associated with transformational leadership according to subordinates' ratings.
Another group of scholars examined the relationship between leaders' personality with the Five Factors Model. Judge et al. (2002), and Bono and Judge (2004) revealed that extroversion has strongest correlation with transformational leadership. The study by Judge and Bono (2000) asserted that extroversion and agreeableness were correlated with transformational leadership. In addition, Ployhart et al. (2001) showed that openness and extroversion were predictive of maximum transformational leadership performance.
In this study, the personal characteristics of project managers were measured following the personal competencies framework in the Project Manager Competency Development (PMCD) Framework developed by the PMI (2002). This standard identifies the personal characteristics of effective project managers regardless of the nature, type, size, or complexity of projects they may be engaged in managing. This model was adopted because PMI materials are being used in many countries
The following discussions on personal competencies are extracted from PMI (2002).
Personal competencies 个人能力
As stated by Boyatzis (1982), competence means different things to different people. However, it is generally accepted as encompassing knowledge, skills, attitudes and behaviours that ar
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