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加拿大代写assignment:领导理论的探讨

加拿大代写assignment:领导理论的探讨

因此,需要有一个通用的沟通标准和风格,这是可以理解的,能够唤起追随者对领导者的思维方式。这可以通过将类似的语言的员工,是直接与领导接触的核心集团潜在的完成,或由一个标准化的通信方法,达到人人设计可简单理解,然后根据员工的意愿和响应,最好的可以选择可直接与领导者的核心团队和工作的一部分。这样做的时候,核心团队甚至是一个多元文化,他们的意愿是关键的基础上,变革型领导激发他们的新视野和共同的集体责任。它也指出,变革型领导能够发挥从小组成员更多的工作,也能够有更令人满意的员工相比其他领导风格(黑和低音,1988;Yammarino、斯潘格勒和巴斯,1993)。因此,领导风格,如果缺乏和破坏,在一个场景中,能够情绪影响一个多元化的劳动力,它掩盖了更有用的提取投注和额外的工作,从员工,因为他们愿意投入更多的工作,而不是自己的外部力量。

因此,变革型领导是情况较多元化的员工队伍是领导者与追随者容易感情有益的和已被证明的追随者中提取更多的工作而不需要它(库纳特,1996)。

加拿大代写assignment:领导理论的探讨

Hence, there needs to be a universal communication standard and style which is understandable and able to arouse the followers to the leader’s way of thinking. This can be done by putting similar language speaking employees with potential in the core group which is directly in touch with the leader, or by designing a standardised method of communication which is reachable to everyone and is simple enough to be understood and then depending on the willingness and response from the employees, the best ones can be selected to be part of the core team and work directly with the leader. In doing so, when the core team is even of a diverse culture, their willingness is the key foundation on which the transformational leader inspires them to the new vision and shares the collective responsibility. It is also noted that transformational leaders are able to exert more work from the group members, and also are able to have more satisfying employees when compared to other leadership styles (Hater and Bass, 1988; Yammarino, Spangler and Bass, 1993). Thus, the leadership style if lacking and undermined in one scenario of being able to emotionally influence a diverse workforce, it covers up by being more useful in extracting the bets and extra work from the employees because they are willing to input more work by themselves and not due to an outside force.

Thus, transformational leadership is beneficial in situations which has a less diverse workforce making it easier for the leader to relate emotionally to the followers and it has been proven to extract more work from the followers without being asked for it (Kuhnert, 1996).