I thought leadership is born.whether you can be a good leader or not,which has been decided by the moment you were born.As I read more thoeries such as trait based theories,behavior based theories, transformational leadership theories and so on, I realized leadship is ability,it can be trained. Everybody can be trained to be a successful leader.In addition,I found leadership is different from management.A manager is not equal to a leader. In my mind,a lot of people own the ability, only their leadership is matched with the situation,you can be a real leader,not just a manager.
I think the transformational leadership theories impact me a lot. In my team,I do not want to oversee your work,I do not want order you to do something you don't like. My job in our team is to make sure all of us have the same vision of future and the envirnment is fit for you guys.I will try my best to create a comfortable work atmosphere. I hope you'll enjoy the time work with me.
Since we are a team,I hope you guys know that we are a team,you should have the spirit of teamwork, and balance you family life and work life. That's important.
Wednesday, April 27, 2011
Thursday, April 14, 2011
Thursday, April 7, 2011
Charismatic leadership
Charismatic leadership
The original charismatic leadership theory by Weber (1947) described how followers attribute extraordinary qualities (charisma) to the leader. In recent years, others have modified and extended this theory to describe charismatic leadership in formal organizations . These theories describe charismatic leadership in terms of the amount of leader influence over followers and the type of leader-follower relationship that emerges.
The core behaviors in charismatic leadership vary somewhat from theory to theory, and sometimes from older to newer versions of the same theory. The key behaviors in the Conger and Kanungo (1988, 1998) theory include articulating an innovative strategic vision, showing sensitivity to member needs, displaying unconventional behavior, taking personal risks, and showing sensitivity to the environment (identifying constraints, threats, and opportunities). The key behaviors in the House (1977) and Shamir et al. (1993) theories include articulating an appealing vision, emphasizing ideological aspects of the work, communicating high performance expectations, expressing confidence that subordinates can attain them, showing self confidence, modeling exemplary behavior, and emphasizing collective identity. Some researchers have further differentiated between the content of the vision and the use of an expressive style to communicate it .
The research designed to test charismatic leadership theories has employed a wide variety of methods, including survey field studies, laboratory experiments, scenarios, content analysis of biographies and historical accounts, and case studies that compare different leaders or the same leader in different situations. The research provides evidence that supports some aspects of the major theories, but most of the propositions in these theories have yet to be tested adequately.
Only recently have behavior questionnaires been developed for testing the charismatic theories. Shamir, B., Zakay, E., Breinin, E. and Popper, M., 1998. Correlates of charismatic leader behavior in military units: Subordinates' attitudes, unit characteristics, and superiors' appraisals of leader performance.Full Test developed a questionnaire to measure four behaviors that may be involved in charismatic leadership: supporting, displaying exemplary behavior (similar to role modeling), emphasizing ideology, and emphasizing collective identity. As noted earlier, House, Delbecq, and Taris (1997) developed a questionnaire with scales measuring charismatic as well as transformational behaviours.
Conger and Kanungo developed a questionnaire (the C–K Scale) based on their charismatic leadership theory (Conger; Conger and Conger). Their validation studies established moderately good support for the overall measure of charismatic behavior. The correlation among subscales was much lower for the C–K Scale than for the MLQ, which suggests that the behaviors are operationally defined more clearly and distinctly. The research also found that most of the charismatic behaviors were relatively independent of traditional leadership behaviours.
http://en.wikipedia.org/wiki/Charismatic_leadership
The original charismatic leadership theory by Weber (1947) described how followers attribute extraordinary qualities (charisma) to the leader. In recent years, others have modified and extended this theory to describe charismatic leadership in formal organizations . These theories describe charismatic leadership in terms of the amount of leader influence over followers and the type of leader-follower relationship that emerges.
The core behaviors in charismatic leadership vary somewhat from theory to theory, and sometimes from older to newer versions of the same theory. The key behaviors in the Conger and Kanungo (1988, 1998) theory include articulating an innovative strategic vision, showing sensitivity to member needs, displaying unconventional behavior, taking personal risks, and showing sensitivity to the environment (identifying constraints, threats, and opportunities). The key behaviors in the House (1977) and Shamir et al. (1993) theories include articulating an appealing vision, emphasizing ideological aspects of the work, communicating high performance expectations, expressing confidence that subordinates can attain them, showing self confidence, modeling exemplary behavior, and emphasizing collective identity. Some researchers have further differentiated between the content of the vision and the use of an expressive style to communicate it .
The research designed to test charismatic leadership theories has employed a wide variety of methods, including survey field studies, laboratory experiments, scenarios, content analysis of biographies and historical accounts, and case studies that compare different leaders or the same leader in different situations. The research provides evidence that supports some aspects of the major theories, but most of the propositions in these theories have yet to be tested adequately.
Only recently have behavior questionnaires been developed for testing the charismatic theories. Shamir, B., Zakay, E., Breinin, E. and Popper, M., 1998. Correlates of charismatic leader behavior in military units: Subordinates' attitudes, unit characteristics, and superiors' appraisals of leader performance.Full Test developed a questionnaire to measure four behaviors that may be involved in charismatic leadership: supporting, displaying exemplary behavior (similar to role modeling), emphasizing ideology, and emphasizing collective identity. As noted earlier, House, Delbecq, and Taris (1997) developed a questionnaire with scales measuring charismatic as well as transformational behaviours.
Conger and Kanungo developed a questionnaire (the C–K Scale) based on their charismatic leadership theory (Conger; Conger and Conger). Their validation studies established moderately good support for the overall measure of charismatic behavior. The correlation among subscales was much lower for the C–K Scale than for the MLQ, which suggests that the behaviors are operationally defined more clearly and distinctly. The research also found that most of the charismatic behaviors were relatively independent of traditional leadership behaviours.
http://en.wikipedia.org/wiki/Charismatic_leadership
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