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TOP网课代写paper案例-Leadership Analysis

文章类型:paper 发布时间:2020-03-13

1。执行摘要
本文通过观察和分析领导者的行为以及通过教科书中的OB概念和理论所产生的结果,分析了作者在现实生活中所认识的领导者,从而使作者对什么才是优秀的职业领导者和构建者有更深入的了解。可持续发展和繁荣的公司作者使用的概念和理论是组织文化,沟通,歧视,领导者-成员交换(LMX)理论,魅力型领导理论,交易型领导者和变革型领导者。
2.场景描述
Holytech是中国全国知名的物业服务供应商,在不同省份设有20多家分支机构,其中一个分支机构位于山西省西安市,在这种情况下,我将其命名为A公司。A公司主要从事4家不同的业务部门,第一个部门提供物业服务,例如保安,卫生,园艺和基础设施维护等,第二个部门出售物业和停车场,第三个部门经营当地的度假酒店,第四个部门是经营当地的旅游业务和特色销售。
甲公司成立于2017年,在2017-2018年期间取得了显着进步,并在该公司总经理彭(假名)的领导下取得了出色的财务业绩。然而,从2018年至2019年,甲公司开始面临一系列问题,例如,财务部,酒店部和人事部等部门的几名高级管理人员相继辞职,猎头也将一些有才能的员工介绍给其他公司,这是什么?此外,由于第一方的大量应收帐款,甲公司也遭受了内部财务危机,当时第一方也遇到了财务困境;面对这些挑战,A公司没有现金流,几次濒临破产,在如此巨大的压力下,Dong做出了一系列决定,但是,生存之路非常令人沮丧和不安。在Peng的领导和努力下,A公司终于有了一线希望,并在2019年的破产浪潮中幸存下来,跳出了自己的舒适区。我曾是A公司的实习生,起初我不习惯Peng的领导风格,但是接下来发生的事情给我留下了深刻的印象,并且我衷心地尊重Peng的领导。
1. Executive Summary
This Paper analyzes a leader whom the author knows in real life, by observing and analyzing the leaders’ behaviors and the consequent results via OB concepts and theories in the textbook, the author had a deeper understanding of what make an excellent professional leader and what build a sustainable and prosperous company. The concepts and theories used by the author are organization culture, communication, discrimination, the Leader-member Exchange (LMX) Theory, the Charismatic Leadership Theory, transactional leaders and transformational leaders.
2. Scenario description
Holytech is a national famous property service supplier in China, with over 20 branches in different provinces, and one of the branches locates in Xi’an of Shanxi province, here in this case I will name it company A. Company A mainly engages in 4 different business sectors, the first one is to provide property services like safeguard, sanitation, gardening, and infrastructure maintenance etc, the second sector is to sell property and parking lots, the third sector is to operate a local resort hotel, and the fourth sector is to operate local tourism business and specialty sales.
Company A was established in 2017 and during 2017-2018, it achieved a remarkable progress and generated great financial performance under the leadership of Peng (fake name), who is general manager of this company. However, from 2018-2019, company A started to face a series of problems, for instance, several senior managers in departments like financial department, hotel department and HR department resigned successively, some talented employees were also introduced by headhunters to other companies, what’s more, company A also suffered from an inner financial crisis due to a huge account receivable from the first-party, who was also experiencing a financial distress at that time; Facing with these challenges, Company A had no cash flow and was on the brink of bankruptcy for several times, under such great pressure, Dong made a series of decisions, however, the way to survival was very frustrating and uneasy. Under the leadership and hard-work of Peng, Company A finally got a gleam of hope and survived in the bankruptcy tide in 2019 by jumping out of its comfort zone. I was an intern in Company A, and at the beginning, I can’t get used to Peng’s leading style, however, what happened next really impressed me, and I deeply respect Peng’s leadership from the bottom of my heart.  

3,观察与分析
3.1组织文化
在我正式进入A公司的工作场所之前,我被安排参加介绍和入职培训计划,所有新员工聚集在一起接受军事培训,一起学习企业文化以及法规和规章,整个团队在军事化管理模式下组织起来,在此培训过程中,每个人都应按照严格的标准行事,例如,我们有统一的着装规定,每个人都应团结一致地行动,服从指挥官的命令。我们分为四个不同的组,我们的个人贡献或过失会加或减团队的总分,而得分最低的团队会从中淘汰一名成员,这意味着该员工未通过培训程序。一开始,我对这种组织文化感到非常不自在,我认为这种文化消除了群体的多样性和创新,并将使每个人都变成只能服从命令的被动听众。但是,当我完成培训计划并与彭总经理见面时,我终于明白了为什么甲公司具有这种组织文化。
根据教科书,组织文化是一个包含组织共有特征的共同价值观,信念和假设的系统。组织文化的六个主要特征是:适应性,细节导向,结果导向,客户导向,团队导向和诚信(P. 544)。 A公司将其组织文化组合成一首歌,所有员工都需要在上午的会议上一起唱歌。这首歌包含了上述所有特征,除了适应性,这鼓励了员工创新,灵活,敢于冒险和尝试。根据组织文化的四个类别,公司A属于“层次结构”类型,这是一种基于稳定性,员工价值正规化和常规化的文化(第544页)。当我遇到Peng时,我意识到组织文化正好反映了他的管理风格,并且可以确保员工按照他的期望以统一和可预测的方式行事。
3.2沟通与歧视
当我第一次在办公室见到Peng时,他穿着正式,但看上去有点虚弱,脸色苍白,然后我才知道他是经过胃痛手术后才出院的。他在医院呆了几天,然后尽快回到公司,因为他非常担心公司中的一切。那时,我意识到彭是一个非常负责任的领导人,但另一方面,他也是一个独裁的领导人,因为在他请病假期间,任何人都不应承担全部责任。彭是一个矮胖的外貌人,但他非常聪明,显示出杰出的能力。根据教科书,我们知道总体能力由两种因素组成:智力和身体因素(第60页)。彭(Peng)具有很强的智力能力,他对数字非常敏感,擅长快速准确地进行算术,当我们召开预算会议时,他的计算速度比会计师要快,并且他几乎可以记住财务报告中的所有数字。此外,他擅长归纳和演绎推理,在谈判中,他清晰的逻辑和强硬的措施总是可以帮助他赢得更大的成功。这些才能和才能使他成为员工的榜样,我们所有人都对他的强大能力印象深刻,并信任他的决定。但是,没有人总是可以做出正确的决定,彭(Peng)有点自恋,更喜欢受宠若惊,因此在我们开会时,他花了60%的时间交谈和40%的倾听。这种领导风格造成了沟通障碍,例如过滤和撒谎(第380页),许多想恭维Peng的下属只会报告好消息或操纵信息,因此Peng会更喜欢它。这些障碍将使Peng看不到公司日常运营的真实情况,从而导致Peng做出错误的决定。
2. Observations and Analysis
2.1 Organization Culture
Before I entered into the workplace of Company A formally, I was arranged to attend a introduction and orientation training program, which all new employees gather together to receive a military training and learn corporate culture as well as regulations and rules together, the whole team was organized in a militarization management mode, during this training process, everyone should behave according to the strict standards, for example, we have unified dress code, everyone should act cohesively and obey the order given by the commander. We were distributed into four different groups, and our personal contributions or faults will add or loss the total points of a team, and the team with the lowest point will eliminate a member from it, and that means, this employee fails to pass the training program. At first, I was very uncomfortable with this kind of organization culture, I think this kind of culture eliminates group diversity and innovation, and will shape everyone into passive listeners who can only obey orders. However, when I finished the training program and met General Manager Peng, I finally understand why Company A has this kind of organizational culture.
According to the textbook, organization culture is a system which contains shared values, beliefs, and assumptions that characterize the organization. And the six primary characteristics of an organization culture are: adaptability, detail orientation, outcome orientation, customer orientation, team orientation, and Integrity (P. 544). Company A composed its organization culture into a song, and all employees need to sing it together on a morning meeting. This song include all the above mentions characteristics except adaptability, which encourage employees to be innovative, flexible and to take risks and experiment. And according to the four groups of organization culture, Company A belongs to “The Hierarchy” type, which is a kind of culture based on stability and employees value formalization and routine (P.544). When I met Peng, I realized that the organization culture exactly reflects his management style, and it will ensure staffs act in a uniform and predictable way as he expects.
2.2 Communication and discrimination
When I first met with Peng in his office, he dressed formally but looked a bit weak with a pale face, then I got to know he just discharged from the hospital after a stomachache surgery. He stayed in hospital just for a few days and returned back to the company as soon as possible because he was very worried about everything in the company. At that time, I realized that Peng is a very responsible leader, but on the other side, he is also an autocratic leader, because no one can should the overall responsibility during his sick leave. Peng is a plain-looking people with a short figure, but he is extremely intelligent and shows an outstanding ability. According to the textbook, we know the overall abilities are made up of two kinds of factors: intellectual and physical (P. 60). Peng has an very strong intellectual ability, he is very sensitive to figures and is good at doing speedy and accurate arithmetic, when we have meetings on budgets, his calculation is faster that the accountants, and he can remember almost all the figures on financial reports, besides, he is good at inductive and deductive reasoning, during negotiations, his clear logic and tough measures can always help him win the larger pie. Those talents and abilities made him a role model among employees, we all are impressed by his strong abilities and trust his decisions. However, there is no one who can always make right decisions, Peng is a bit of narcissism and prefer to be flattered, so while we have meetings, he spent 60 percent of time talking and 40 percent listening. And this kind of leading style creates communication barriers like filtering and lying (P.380), many subordinates who want to flatter Peng will only report good news or manipulate information so Peng will see it more favorable. These barriers will keep Peng from seeing the true fact of company daily operation, and therefore leads Peng to make wrong decision. 

尽管彭非常聪明,但他的情绪智力却不强。在对待下属的错误时,他有些脾气暴躁。我的同事们总是开玩笑说,除非您被彭责备并大哭,否则您将不是A公司的真正雇员。根据我的观察,如果下属未能达到他的期望,彭在他的亲密追随者面前和内部会议上很容易发脾气。根据教科书,良好的情绪环境和情绪可以促进员工的有效决策,创造力和动力,领导者还应提供积极的反馈意见,以提高员工的积极性(第107页)。因此,彭的消极情绪可以解释会议的沮丧气氛和缺乏创新。中国是一种高语境文化,上下文会影响个人从交流中获取的含义(第381页),而公司A是高语境文化的一个典型例子,当彭与他人交流时,他不会直接给出命令或建议。因此,下属需要通过他的非语言语言(例如表达,语调,肢体语言)来分析他的意思,这在交流中造成了许多障碍,人们需要猜测他的真实意思,当他们猜错了时,他们的行为就会偏离彭的真实意图,因此遭到了彭的批评,恶性循环开始的时间越来越少,更少的人会诚实地提出建议。彭先生喜欢跟下属开玩笑,但他可能不知道自己玩的笑话实际上是歧视的另一种形式,根据教科书,我们知道歧视通常对工作场所的员工非常有害(第49页),他似乎想给员工起个侮辱或嘲笑的昵称,或取笑其他人物和外貌。当我们开会时,他经常以粗鲁的方式打断别人的举报,气氛突然变得很沮丧。感觉就像我们在法庭上进行审判,而不是进行讨论。上述行为可分为两种类型的歧视,分别是“嘲笑与侮辱”和“ inc亵”。彭的杰出智慧不仅给他带来了决策的智慧,而且还带来了傲慢自恋和歧视他人的能力,以及因此,扩大了甲公司的通讯距离和功率距离。
Although Peng is very intelligent, he doesn’t show strong ability in emotional intelligence. He is a bit of hot-tempered when treating subordinates’ mistakes, and my colleagues always make a joke that you will not be a true employee of Company A unless you are blamed by Peng and burst into tears. According to my observation, Peng is easily to lose temper in front of his close followers and on inner meetings if subordinates failed to fulfill his expectations. According to the textbook, good emotion environment and moods can foster effective decision making, creativity, and motivation in employees, and leaders should also provide positive feedback to increase positiveness of employees (P.107). Therefore, Peng’s negative emotions can thus explain the depressed atmosphere and lack of innovation on meetings. China is a high-context culture, where context influences the meaning individuals take from communication (P.381), and Company A is a typical example of high-context culture, when Peng communicates with others, he will not directly give orders or suggestions, so the subordinates need to analyze his meaning by his nonverbal languages such as expressions, intonation, body language, this created many barriers in communication, people need to guess what he really means and when they guessed wrong, their actions would deviate from Peng’s true intention and therefore be criticized by Peng, so the vicious cycle started-fewer and fewer people would give suggestions honestly. Peng like to play jokes on subordinates, but he may don’t know the jokes he played actually are another form of discrimination, according to the textbook, we know discrimination is often very harmful for employees in workplaces (P.49), however, he seems like to give nicknames which sound insulting or mocking to staffs, or make fun of others figures and appearances. And when we have meetings, he often interrupt others report in a rude way, and the ambience suddenly become very depressed. It feels like we are having a trial on court instead of have a discussion. The above mentioned behavior can be classified into two types of discrimination, and they are “Mockery and insults” and “incivility”, Peng’s outstanding intelligence brought him not only wisdom in making decision, but also brought him arrogance and narcissism to discriminate others, and therefore widen the communication gap and power-distance in Company A.

3.3领导成员交流(LMX)理论
教科书将领导力定义为影响团队实现愿景或目标的能力(第394页)。根据这一定义,彭是一个有影响力的领导者,在他的明智领导和努力下,这是一个新成立的分支机构公司在短短一年内就扎根于一个陌生的城市,并取得了丰硕的收入。他还聚集了一小群追随者,他们有一个微信小组,主要由主要部门经理组成。在这一小组中,当Peng发出命令或询问有关项目的问题时,他们随时可以进行正式和非正式的聊天。负责人会立即做出答复,在其他时间,他们会互相开玩笑或在群聊中分享文章或图片,当小组成员的生日到来时,他们会一起向那个幸运的人发送生日红包。在那小组中,每个人似乎都被一条看不见的领带,利益共享和友谊联系在一起。教科书指出,这就是“领导者交流(LMX)理论”,该理论认为,由于时间压力,领导者与一小部分追随者建立了特殊的关系。这些人组成了小组,他们受到信任,而领导者的注意力不成比例,并且更有可能获得特殊特权(第401页)。小组中的那些成员与彭具有相同的态度,个性,并且他们的关系以帮助,信任和高度互动来体现(P.401)。小组成员通过经常向小组报告项目进展情况,帮助Peng减轻了很多负担和压力。
3.3 The Leader-member Exchange (LMX) Theory
The textbook defined leadership as the ability to influence a group toward the achievement of a vision or set of goals (P.394) According to this definition, Peng is an influential leader, under his wise leadership and hard-work, a newly established branch company took root in a unfamiliar city within only 1 year and achieved a fruitful revenue. And he also gathered a small group of followers, they have a Wechat group which are mainly consisted of major department managers, in this group, they have formal and informal chat at any time, when Peng gives orders or ask questions about a project, the person in charge will give instant replies, at other times, they will make jokes on each other or share articles or pictures within the group chat, when a group member’s birthday comes, they will send a birthday red packet together to that lucky man. In that small group, everyone seems to be bond together by a invisible tie, a tie of shared-interests and friendship. The textbook points out that this is the “Leader-member exchange (LMX) theory”, which argues that, because of time pressures, leaders establish a special relationship with a small group of their followers. These individuals make up the in-group—they are trusted, get a disproportionate amount of the leader’s attention, and are more likely to receive special privileges (P.401). Those member within the group shares the same attitude, personality with Peng, and their relationship is figured by helpfulness, trust and high interactions (P.401). And the group members help Peng released his burdens and pressures a lot by reporting the project progress to him frequently within the group.

3.4魅力型领导理论
根据魅力型领导理论,魅力型领导者既要有宽广的视野又要有明确的表达,他愿意冒险承担个人风险以实现更广阔的公司视野,并以非常规的方式行事,最重要的是,他对追随者的需求(第404页)。
彭在某种程度上具有超凡魅力的领导特质,受到许多忠实员工的崇拜。每年,他将主持年度运营分析会议,并确定年度目标。他擅长统计数字,并且始终可以通过给不同部门提供不同的收入目标来设定清晰的愿景。他始终是第一个冒险和挑战的人,例如,一旦总部要求分公司的所有经理投资一个新项目,实际上,这是保留和稳定管理团队的一种强制性内部融资方式,因此其他管理人员不愿意这样做,这时,Peng成为第一位投资者,并呼吁其他人进行投资,并表示他对该项目充满信心,该项目将在数年后实现收益。彭先生冒险的另一个例子让我感动很多,那是当公司面临经济问题并且无法向工人支付工资时,彭先生用自己的钱支付当月的工资,并尽一切努力克服了困难,他确实有强硬措施的强硬人。
在甲公司,一线员工很多,其中包括一些为社区提供卫生服务的中老年人,他们大多来自贫困家庭,过着艰苦的生活。来自一个贫穷的山区村庄,对这些前线工人的需求很敏感,因此他与他们开会,倾听他们的建议和投诉,并为他们提供足够的支持,如食物,住宿,福利和大多数,他们对此非常关心。重要的是,尊重。他从不歧视一线工人,我们很少看到他在他们面前发脾气,相反,即使公司A在公司工作,他在日常工作中总是带着谦虚的微笑和点头答应他们。在金融危机中,Peng采取了严厉的措施来确保一线员工得到及时的报酬,因此他们非常感谢和支持Peng,并选择与公司站在一起,而不管其财务问题如何。彭先生也非常有智慧和创新,他总是可以考虑创新的想法以最低的成本赚钱。
 魅力型领导理论依赖于领导者激发追随者相信他们的能力(第406页)。尽管彭有魅力型领导者的某些特征,但由于他是一个交易型领导者而未能激发追随者,因此他仍然不能成为魅力型领导者。
3.4 The Charismatic Leadership Theory
According to the Charismatic Leadership Theory, a charismatic leader is the one who has both broad vision and articulation, he would like to take personal risks to achieve the broader company vision, and behave in a unconventional way, and most importantly, he is sensitive to follower needs (P.404).
To some extent, Peng has some trait of a charismatic leader, and he is worshiped by many loyal employees. Every year he will chair the Annual Operation Analysis Meeting, on which the annual target will be set. He is good at figures and can always set a clear vision by giving different departments different revenue targets. He is always the first to take risks and challenges, for example, once the headquarter called for all managers from branch companies to invest in a new project, actually, it is a form of compulsory inside financing to retain and stabilize the management team, so other managers are reluctant to do that, at this time, Peng become the first investor and called for others to invest and said he is confident about the project that it will make revenue years later. Another example of Peng taking risks touched me a lot, it is when the company was facing economic problems and cannot pay salary to workers, Peng spend his own money to pay the salary of that month and tried everything to overcome the difficulties, he is really a tough man with tough measures.
In company A, a large number of employees are those who work at the front line, including some middle-aged and elderly people who provide sanitary services for the community, most of them come from poor families and live a very hard life, Peng also comes from a poor mountain village and is sensitive to what these front line workers need, so he cares about them a lot by have meetings with them, listening to their suggestions and complaints, offering them sufficient supports like food, accommodation, welfare, and most importantly, respect. He never discriminate the front line workers, and we seldom see him losing temper in front of them, in stead, he always replies them with humble smile and a slight nod when come across with them in daily work, even when company A was in its financial crisis, Peng used tough measures to make sure the front line worker are get paid on time, so they appreciate and support Peng a lot, and choose to stand with the company regardless of its financial problems. Peng is also very wise and innovative, he can always think about innovative ideas to make money with the lowest costs.
 Charismatic leadership theory relies on leaders’ ability to inspire followers to believe in them (P. 406), Although Peng has some traits of charismatic leader, he still cannot be as a charismatic leader because he is a transactional leader and failed to inspire followers.

3.5交易领导者和转型领导者
 交易型领导者通过明确角色和任务要求来引导跟随者实现既定目标,而变革型领导者则激励跟随者为了组织的利益超越自身利益(第406页)。从这个意义上讲,彭是交易主管。
A公司中愿意承担责任,做出努力和取得成就的任何人都会获得成就和晋升,我听说有一个案例,由于他在工作场所的积极性和贡献,在短短1年内有一名新员工成为项目经理。 Peng还异常地管理着公司,他向跟随者下达命令,下属只需要执行它们,但是一旦他们犯了错误,他们就会被纠正或批评。我经常听到他抱怨他太累又太忙。我认为这是因为他还没有学会成为变革型领导者,如果他试图下放权力并激励下属,对雇员进行个体对待,他可能不会感到压力和疲倦,因为他已经培训了一支合格的经理团队谁可以分担责任并为他解决问题。
3.5 Transactional leaders and transformational leaders
 Transactional leaders guide followers toward established goals by clarifying role and task requirements, while transformational leaders inspire followers to transcend their self-interests for the good of the organization (P.406). In this sense, Peng is a transactional leader.
Anyone in Company A who is willing to shoulder responsibility and make efforts and make achievements will receive accomplishments and promotion, I heard a case which a new stuff became a project manager within just 1 year due to his proactivity and contribution in workplace. Peng also manages the company by exception, he give orders to followers, and the subordinates just need to execute them, but once they make mistakes, they will be corrected or criticized. I often heard him complaining that he was too tired and too busy. I think this is because he haven’t learn to be a transformational leader, if he tries to delegate his power and inspire subordinates, treats employees individually, the he might not feel that stressful and tired, because he has trained a team of qualified managers who can share responsibilities and solve problems for him.

4。结论
就像大多数领导人一样,彭并不是一个完美的人。他聪明,勤奋,负责,果断,面向目标,但他不是很以人为本。所有这些特征都表明,他是交易型领导者,而不是转型型领导者。然而,面对管理团队的巨大压力和人才流失,他开始开拓海外市场,并与几家五星级酒店签订了酒店管理合同,使A公司重生,他顽强的精神鼓舞了我们所有人并赢得了尊重。每个员工,包括我在内
那么什么是领导力?我认为领导者可能在各个方面都不是完美的,但是他必须具有一些令人信服的特质,可以说服人们听他的领导。领导力是要带领一群人达到目标,而无数困难和障碍,而领导者是承担最大责任,最大风险和最大痛苦的人。
学习完本课程后,我对什么形状的好领导者,怎样建立有效的公司以及如何在工作场所成为合格的员工有了更深入,更全面的了解。以下是我的主要发现。
人们并非天生就是领导者,可以训练。当我们谈论领导力时,总会有人说领导力是一种才能,有些人有,有些人没有。但是,在学习了此课程之后,我了解到领导能力是一种技能,可以通过特定的培训加以掌握。因此,不要轻易说“我不适合担任领导者,因为我没有那种有魅力的领导力”,这只会让很多机会溜走。因此,我们需要有意识地在各个方面进行自我训练,如果我们知道由什么构成一个好的领导者,我们就可以成为优秀的领导者。
首先,我们应该了解领导者的工作,可以将其分为四个不同的活动:计划,组织,领导和控制(第6页)。计划意味着定义公司的目标,建立实现该目标的总体策略,并制定一套综合计划以整合和协调活动。组织意味着确定要执行的任务,由谁来执行,如何将任务分组,由谁向谁报告以及在哪里进行决策。领导手段可以激励员工,指导他们的活动,选择最多的沟通渠道或解决冲突。控制意味着经理应监视组织的绩效,并将其与先前设定的目标进行比较。如果存在任何重大偏差,则经理应使组织重回正轨(第6页)。
并非所有经理都是领导者。随着工作场所的竞争越来越激烈。对管理人员的需求也变得更加严格。他们不仅只能靠自己的技术能力取得成功。他们还必须表现出良好的人际交往能力(第6页)。他们应该很聪明,以便做出正确的决定和期望,他们还需要一个健康的身体来支持他们在巨大的压力和工作量下继续工作。这些属于智力和身体能力。更重要的是情感上的能力,例如,想要成为优秀领导者的管理人员应尊重文化多样性,并一视同仁地对待所有员工;管理人员还应设法通过为追随者提供良好的工作条件,充足的薪资和福利,正确的企业文化并自愿承担社会责任来提高其工作满意度;管理人员应该善于调节自己的情绪,生气时不要轻易发脾气;管理人员还应该知道如何通过使用奖励,福利,最重要的是通过使用内在奖励来激励员工。大多数领导者具有很高的智力能力,他们更有可能成为交易型领导者,但是,完美的领导者应具有变革型领导模型的特征,最能激发追随者超越预期并超越自我利益的能力。为了组织。
领导不仅是一种技能,而且是一门科学,也是一门艺术。如果每个人都有意识地训练自己,就有可能成为一个伟大的领导者,而训练将是从错误和挑战中积累经验的很长的路要走。
2. Conclusion
Just like most of the leaders, Peng is not the perfect one. He is intelligent, diligent, responsible, assertive, target-oriented, but he is not quite people-oriented. All this traits points out that he is a transactional leader instead of a transformational leader. However, confronted with big pressure and brain drain from the management team, he started to tap the overseas market and signed hotel management contracts with several 5-star hotels and brought Company A back to life, his indomitable spirit inspired all of us and won respect of every employee, including me.
So what is leadership? I think a leader might not be perfect in every aspect, but he must have some outstanding traits that could convince people to listen to his leading. Leadership is to lead a group of people to reach the target regardless of numberless difficulties and obstacles, and the leader is the one who take most responsibility, most risks, and most sufferings.
After learning this course, I got a deeper and more comprehensive understanding of what shape a good leader and what build an effective company, and how to be a qualified employee in the work place. The following are my key findings.
People are not born to be leaders, they can be trained. When we talk about leadership, there will always be some people saying leadership are a kind of talent, some people have, while some don’t. However, after leaning this course, I learned that leadership is a kind of skill, and it can be captured by specific training. So don’t easily say “I am not suitable to be a leader, because I don’t have that charismatic leadership”, this will only let great opportunities slip away. So, we need to train ourselves in different aspects consciously, and we can be excellent leaders if we know what compose a good leader.
First, we should know the work of a leader, it is can be categorized into four different activities: planning, organizing, leading, and controlling (P.6). Planing means to define a company’s goals, and establish an overall strategy for achieving that goal, and develop a comprehensive set of plans to integrate and coordinate activities. Organizing means to determine what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. Leading means to motivate employees, direct their activities, select the most communication channels, or resolve conflicts. Controlling means that the manager should monitor the organization’s performance and compare it with previously set goals. If there are any significant deviations, then the manager should get the organization back on track (P.6).
Not all managers are leaders. As the competition in workplace is becoming increasingly fierce. The demand for managers also become even more stricter. They can’t only succeed on their technical skills alone. They also have to exhibit good people skills (P.6). They should be intelligent so as to make right decisions and anticipations, they also need a healthy body to support them keep working despite huge pressure and workload. These belong to the intellectual ability and physical ability. What’s more important is the emotional ability, for example, managers who want to be a good leader should respect culture diversity and treat all employees without discrimination; Managers should also try to improve followers job satisfaction by providing them good job conditions, adequate pay and welfare, right corporate culture and taking social responsibilities voluntarily; Managers should be good at regulate their emotions and don’t easily lose temper when get angry; Managers should also know how to motivate employees by using rewards, benefits and most importantly, by using intrinsic rewards. Most of leaders have high intellectual abilities, and they are more likely to be a transactional leader, however, a perfect leader should have the traits of the transformational leadership model, are best able to motivate followers to perform above expectations and transcend their self-interest for the sake of the organization.
Leadership is not only a skill, it is a kind of science as well as art. It is possible for everyone to become a great leader if they train themselves consciously, and the training will be a long way of accumulating experiences from mistakes and challenges.
 
Reference
Stephen P.Robbins, Timothy A. Judge, Organizational Behavior (18th edition), Pearson Publishing House 

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