加拿大代写论文：变革型领导
加拿大代写论文：变革型领导
例如，当员工培训和发展投入大量达到新的令人兴奋的目标时，总是有机会偏离员工和领导者的利益。这是因为员工对于同样的情况可能会有不同的看法，在计划实施中可能会看到更多的现实障碍，而不是依靠情感冲动的领导者完成工作（Lumby和Coleman，2007）。
一个变革型领导者毫无疑问地是一个影响力和激励人心的人，他总是努力激励别人看看他或她能看到什么。努力总是值得赞扬，但是由于员工的反应取决于自己的个人能力得到启发，灵感水平也必须符合组织承诺，所以努力的结果并不在于领导者的掌控（霍金斯，2011）。考虑到这一点，首领要先测试水域，调查员工的意愿和接受在领导企图中受到影响和积极动机的能力，这一点至关重要。 Conger和Kanungo（1988）认为，变革型领导者相信领导者的追随者的情感联系和依恋，而这种依赖性得到加强，也受到领导者的行动的影响。这一观察认为，作为影响力参数之一的行动是能够唤起追随者对领导思维方式的影响，但同样的条件在跨国公司中也不会有成果，因为这样一个跨国公司正在适应多样化的劳动力，方法论，更不用说对一个概念有积极的影响。
加拿大代写论文：变革型领导
For example, when there is a strong investment into training and development of the employees to reach a new and exciting goal, there is always a chance of misalignment of the interest of the employees and the leader. This is because the employees may have a different perspective of the same situation and may see more realistic hurdles in the plan implementation more than the leader who is dependent on the impulse of emotional influence to get the job done (Lumby and Coleman, 2007).
A transformational leader is beyond doubt an influencer and inspirational human who always strives to inspire others around to see what he or she is able to see. The effort is always commendable, but the outcome of the effort is not in the hands and control of the leader because the reactions of the employees around depends on their own personal ability to get inspired and the level of inspiration must also match with their organisational commitment (Hawkins, 2011). Considering this, it is important and essential for the leader to test the waters first and investigate the ability of the employees and willingness to accept being influenced and motivated emotionally when there is an attempt from the leader. Conger and Kanungo (1988) asserts that the transformational leader believes in the emotional connection and attachment of the followers with the leader and this attachment is strengthened and influenced by the actions of the leader. This observation is considering action as one of the influence parameters which is able to arouse the followers to the leader’s way of thinking, but the same condition may not be fruitful in a multinational that is catering to a diverse workforce and there exists barriers of understanding basic methodologies, let alone getting influenced positively about a concept.
