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論文代筆:權變領導理論對組織領導的重要性

所有或大多數管理者都相信並接受這樣一種觀點:沒有一種單一的特質或風格可以普遍適用於某一種情況。因此,一種特定的領導可能在一種情況下有用,在另一種情況下有用。這種不同領導風格的分化主要表現在學術上,而領導仍然是最直接的因素,這與理論和實踐大相徑庭。也就是說,這並不意味著缺乏領導力,但領導力的普遍性並不適用於組織,因此,組織領導者可能不會刻意追求某一特定類型的領導力,而是自然地面對現實,做出道德決策,以確保安全且有利可圖。領導理論的發展是隨著時代的發展而發展的,隨著組織面對新技術、新流程、新員工、新國家等的發展而發展。領導風格是根據領導者的一些基本要素和屬性而變化和發展的。這些可能是敵意、禮貌、授權、同情、同理心、合作、愉快、理解、信任、忠誠、激勵和幫助、開放、善良和真誠(Strube and Garcia, 1981)。這些不是一個領導者的基本特征,而是一個有資格成為領導者的人的基本特征。因此,當一個人擁有這些特質時,他或她就更有資格成為領導者。最主要的原因是,個人將對需求更加敏感,並以最實際、最好的方式發展組織,因為他將具有靈活性和適應力。Dess和Picken(2000)以及Burke和Cooper(2004)也持有這種觀點,他們認為靈活的領導者是21世紀組織中最合適的人選。

論文代筆 :權變領導理論對組織領導的重要性

It is believed and accepted by all or most managers that there is no single trait or style of leadership which is universally applicable to a situation. Thus, a specific kind of leadership may be useful in one situation and another type in a different situation. This divide of different styles of leadership is mostly seen academically, and leadership remains the most upfront element which is far different theory and practice. That said, it is not to be mistaken with the lack of leadership but the universality of leadership is not applicable in organisations and hence organisational leaders may not intentionally pursue a specific type but be natural with reality and take ethical decisions for playing safe and profitable. The development of leadership theory has been with time increasing with the development of organisations as face of new technology, new processes, new employees, new countries, etc. The style differs and develops according to some basic elements and attributes of a leader. These may be hostility, politeness, empowerment, sympathy, empathy, cooperative, pleasant, understanding, trustworthy, loyal, motivating, and helping, openness, kindness, and sincerity (Strube and Garcia, 1981). These are basic attributes not of a leader but of a person who is eligible for becoming a leader. Hence, when the attributes are possessed by an individual, he or she will be more eligible for becoming a leader. The primary reason is that the individual will be more sensible about the requirements and grow the organisation in the most practical and best way possible because he will be flexible, and adaptable. This view is also held by Dess and Picken (2000) and Burke and Cooper (2004) who maintain that the flexible leader is the most eligible for the organisations of the 21st century.