代写essay：领导的类型
代写essay：领导的类型
任务导向型领导:有经理和团队领导者。他们有不同的工作角色，不做相同的工作作为他们的下属(Kelly, 2006)。他们更倾向于照顾下属的工作，规划工作方式，与团队成员协调等等。关系导向行为:下一个行为特征是基于领导者的行为发现的。这些领导者更倾向于任务结果，并在此过程中与下属建立了关系(Tracy, 2014)。这种关系有助于使团队成员的任务更简单、更容易。由于与领导的关系，他们在工作中更加专注。按时完成工作的员工还会得到额外的奖励(Ruwhiu and Elkin, 2016)。参与性领导:下一类行为特征是参与性。我们都很清楚，如果缺乏积极的参与，只有对话并不能一直起作用。管理者与成员一起参与工作，而不仅仅是下达命令或指示(Yoder-Wise和Kowalski, 2010)。这使得成员们更加热情，在领导的积极支持下，对他们来说不容易的工作变得容易了。
代写essay：领导的类型
许多关于领导力应该如何的想法的缺点是，大多数理论并没有真正应用于现实场景。听起来不错的事情并不总是反映出好的结果。因此，领导者在处理下属时必须保持警惕和谨慎。每个下属都是独一无二的;他们有独特的思维方式和工作方式。喜欢多工作的人不能像对待懒惰的下属那样被对待。因此，理解是至关重要的。倾听成员:我们都知道倾听不仅仅是倾听一个人;相反，它有一个更大的图景。倾听是沟通(2014年，《领导力杂志:土著领导力》特刊)。如果下属不得不说些什么，但又无法与领导沟通，那么问题就会在团队中持续存在。随着时间的推移，复杂性也在增加。领导者必须了解缺陷，并相应地进行工作(Ford, 2010)。参与这项工作也是必要的。团队成员感觉很亲密，很容易与领导者产生共鸣。一个不积极的领导者永远不会那么了解形势。能够参与到工作中也会帮助领导者了解成员的心理构成。
代写essay：领导的类型
Task–oriented Leadership: There were managers and team leaders.They had a different job role and did not do the same work as their subordinates (Kelly, 2006). They were more inclined to look after the work done by the subordinates, plan the way of work, coordinatie with the team members etc.Relationship–oriented behavior: The next behavioral trait was discovered based on the behavior of the leaders. These leaders were more inclined to the task results and in the process developed relationships with subordinates (Tracy, 2014). The relationship helps in making the task simpler and easier for the team members. They were more focused in their works due to the relationship with the leader. They were also given additional rewards for the jobs done on time (Ruwhiu and Elkin, 2016).Participative Leadership: The next category of behavioral trait was participation. We all know well that only talking does not help all the time if active participation is missing. The managers participated in jobs with the members instead of only giving orders or directions (Yoder-Wise and Kowalski, 2010). This made the members more enthusiastic and the jobs that were not easy for them became easy with the leader’s active support.
代写essay：领导的类型
The drawback with many thoughts about how the leadership should be is that most of the theories do not really apply in real–world scenario. The things that sound nice do not always reflect nice outcomes. Hence, a leader must be alert and careful in handling the subordinates. Every subordinate is unique; they have a unique way of thinking and working. The person who likes to work more cannot be handled in the same the way as a lazy subordinate is handled. Hence, understanding is vital. Listening to the members: As we all know listening is not just hearing the person; rather it has a bigger picture attached to it. Listening is communicating (Special Issue Leadership Journal: Indigenous Leadership, 2014). If the subordinate has to say something yet cannot communicate with the leader, the problems will persist in the team. With the passage of time, there is a rise in complexity. The leaders must understand the drawback and work accordingly (Ford, 2010). Taking part in the job is also necessary. The team members feel close and can easily relate to the leader. An inactive leader will never understand the situation that well. Being able to participate in the jobs will also help the leaders understand the psychological make-up of members.
