哲学论文代写精选:“领导需要具备的特征”,这篇论文主要讲述了作为政治领导所需具备的基本特征。文章指出,性格、愿景和政治能力是任何渴望领导地位的人所需具备的基本特征,如果失去了这几个基本特征,那么团队领导起来便没有凝聚力,也失去了风向标。本哲学论文代写由51due整理,供大家参考阅览。
哲学论文代写精选: Gergen suggested that character, vision, and political capacity are three essential traits of anyone aspiring to a leadership position. The seven virtues from Barker and Coy's (2003) study are humility; courage; integrity; humour; passion; compassion; and wisdom. Kirkpatrick and Locke (1991) pointed out that leadership trait consists of six elements: drive; desire to lead; honesty and integrity; self-confidence; cognitive ability; and knowledge of the business. The indications of transformational leadership style from leaders' self-ratings are perceiving, extraversion and intuition while subordinates indicated that the most transformational leaders were sensing leaders Bass (1985), Tichy and Devanna (1990) and Ross and Offerman (1997) pointed out that creativity, novelty, innovativeness, proneness to risk, courageous, believing in people, value-driven, life-long learners, pragmatism, nurturance, feminine attributes and self-confidence are the personality characteristics regarded of transformational leaders. Most of these qualities can be connected with intuition, feeling and perceiving preferences according to theory of the MBTI (Myers Briggs Type Indicator). Church and Waclawski (1998) added also that extrovert, intuitive, thinking and perceiving are more transformational than their counterparts. This was supported by Roush's (1992) study of subordinates' appraisals that feeling, perceiving, intuition, and extroversion preferences received the most positive transformational ratings. Intuitive and perceiving preferences were more likely to indicate a transformational leadership style (Van Eron and Burke, 1992). While Roush and Atwater (1992) found sensing and feeling preferences were strongly associated with transformational leadership according to subordinates' ratings. Another group of scholars examined the relationship between leaders' personality with the Five Factors Model. Judge et al. (2002), and Bono and Judge (2004) revealed that extroversion has strongest correlation with transformational leadership. The study by Judge and Bono (2000) asserted that extroversion and agreeableness were correlated with transformational leadership. In addition, Ployhart et al. (2001) showed that openness and extroversion were predictive of maximum transformational leadership performance. In this study, the personal characteristics of project managers were measured following the personal competencies framework in the Project Manager Competency Development (PMCD) Framework developed by the PMI (2002). This standard identifies the personal characteristics of effective project managers regardless of the nature, type, size, or complexity of projects they may be engaged in managing. This model was adopted because PMI materials are being used in many countries The following discussions on personal competencies are extracted from PMI (2002). Personal competencies As stated by Boyatzis (1982), competence means different things to different people. However, it is generally accepted as encompassing knowledge, skills, attitudes and behaviours that are causally related to superior job performance. This understanding of competence has been described as attribute-based inference of competence (Heywood, Gonczi et al., 1992). Alternatively, performance-based approach to competence can be inferred from demonstrated performance at pre-defined acceptable standards in the workplace (Gonczi, Hager et al., 1993). The PMI's definition of 'competency' adopted from Parry's (1998) work is 'a cluster of related knowledge, attitudes, skills, and other personal characteristics that affects a major part of one's job, correlates with performance on the job, can be measured against well-accepted standards, can be improved via training and development and can be broken down into dimensions of competencies'. The major components of competencies include: abilities, attitudes, behaviour, knowledge, personality and skills. The PMI's definition of 'personal competency' adopted from Finn (1993) and Crawford (1997) is 'the core personality characteristics underlying a person's capability to do a project. These are behaviour, motives, traits, attitudes, and self concepts that enable a person to successfully manage a project'. The personal competencies from PMI presented here are those considered to best represent the personal characteristics required of a competent project manager in any type of project. They were derived from the Competency Dictionary (Spencer Model) developed by Lyle and Signe Spencer (1993) and adapted to fit the technical need of the PMCD framework. The six competence units are: Achievement and action: This competency consists of achievement orientation; concern for order in quality and accuracy; initiative and information seeking. Helping and human service: This competency implies that the manager has customer service orientation and interpersonal understanding. Impact and influence: This competency comprises impact and influence capability; organisation awareness and relationship building. Managerial competency: This competency includes teamwork and cooperative; capability in developing others; team leadership and directiveness, assertiveness and positional power using. Cognitive: This competency implies that the manager has both analytical thinking capability and conceptual thinking ability. Personal effectiveness: This competency covers self-control; self-confidence; flexibility and organisational commitment. who encourages subordinates to put in extra effort and to go beyond what they (subordinates) expected before. The subordinates of transformational leaders feel trust, admire, loyal and respect towards leaders and are motivated to perform extra-role behaviours (Bass, 1985; Katz and Kahn, 1978; Bass and Avolio, 1993; Conger et al., 2000). Howell and Frost (1989), Clover (1990), Deluga (1992), Kirkpatrick and Locke (1996), Barling et al. (1996) asserted that transformational leadership styles affect higher task performance. While Hater and Bass (1998), Howell and Frost (1989) and Conger et al. (2000) claimed that transformational leadership behaviours are associated with subordinates' satisfaction. Transformational leaders achieve the greatest performance from subordinates since they are able to inspire their subordinates to raise their capabilities towards success and develop subordinates' innovative problem- solving skills (Bass, 1985; Yammarino and Bass, 1990). Jung et al. (2003) found significant relationships between this style and innovative-supporting organisational climate. Moreover, Shin and Zhou (2003) also reported positive relationship with followers' level of creativity. This paper set out to examine the influence of project managers' personal competencies and leadership behaviours on subordinates' work performance and leadership outcomes using data from 52 construction projects in Thailand. The outcomes regarding project managers' personal competencies show that Thai project managers have cognitive competency higher than other competencies tested in this study. Correlation analysis result clarified that project managers with high helping and human service competency and/or personal effectiveness competency are likely to generate high work quality, work quantity and problem solving creativity from their subordinates whereas those with high cognitive competency supported subordinates to produce high work quantity and problem solving creativity while those with high achievement and action competency are likely to derive better work quality from the subordinates. The association between PMCD personal competencies (achievement and action, helping and human service, impact and influence, managerial, cognitive and personal effectiveness) developed by PMI (2002) and MLQ leadership behaviours developed by Bass and Avolio's (2004) reveals that the entire personal competencies have significant positive relationship with every factor in the transformational style but they have significant positive relationship with only contingent reward factor in transactional style whereas they all have negative relationship with laissez-faire style. It implies that project managers who apply transformational leadership behaviours with their subordinates are assumed to have the essential personal characteristics required of a competent project manager defined by PMI as well. The results further indicate that all personal competencies units have significant positive relationship with leadership outcomes (effectiveness, satisfaction and extra effort). A possible explanation for this is a project manager with high PMCD personal competencies is likely to produce effectiveness from his/her leadership, by achieving organisational objectives, goals and assisting his/her subordinates to success in their work life, more than one with less. In addition, the stronger the PMCD personal competencies a project manager has the more his/her ability to make the subordinates satisfied and to motivate them to put extra effort into their work. Among all the PMCD personal competencies, personal effectiveness competency has the highest relationship with all leadership outcome aspects. It implies that a project manager with high self-control, self-confidence, flexibility and organisational commitment is likely to produce higher work effectiveness while at the same time generating subordinates' satisfaction and supporting them to put great effort into their work than those with high level in other competencies. Another finding of this study is that the leadership style mostly adopted and proving to be most suitable for Thai people is the transformational leadership style. Results clearly indicate that transformational leadership style creates leadership outcomes (effectiveness, satisfaction and extra effort) from subordinate more than transactional and laissez-faire leadership style. This finding agrees with Katz and Kahn (1978), Bass(1985), Hater and Bass (1988), Howell and Frost (1989), Bass and Avolio (1993) and Conger et al. (2000). It implies that a project manager who adopts the transformational leadership style is supposed to produce effectiveness from his/her leadership, by achieving organisational targets, goals and support his/her subordinates to accomplish the needs in their job more than a project manager who adopts the transactional leadership style or the laissez-faire style. Transformational leadership style also yields higher satisfaction from subordinates and spur them to exert more effort to work than the transactional leadership style in construction projects in Thailand. Regarding the influence of leadership behaviours on subordinates' work performance, a project manager who adopts the transformational leadership approach can support subordinates to produce better work quality and work quantity. This agrees with Howell and Frost (1989), Clover (1990), Deluga (1992), Kirkpatrick and Locke (1996), Barling et al. (1996) and Sosik et al. (1997). In addition, subordinates tend to have high creativity in problem solving when working with transformational leaders. This finding supports both the study by Jung et al. (2003), and Shin and Zhou (2003). CONCLUSION This study focused mainly on the effect of project managers' personal competencies and their leadership style on subordinates' work performance and leadership outcomes. Another issue of concern here is the relationship between project managers' personal competencies and their leadership behaviours. It was intended to identify the most appropriate leadership style and the required personality, attribute and skills of the proficient project managers in the construction industry. In summary, a project manager with high PMCD personal competencies tend to produce leadership outcomes (effectiveness, satisfaction, extra effort) more than one who has less while a project manager with high personal effectiveness competency is likely to produce higher levels in all leadership outcomes than those with high level in other competencies. Transformational leadership style is the major leadership style in Thai construction projects. Results also clarified that this leadership style is likely to generate higher leadership outcomes than the transactional style and the laissez-fairestyle. Transformational leadership style tends to produce high work quality, work quantity, and problem solving creativity from subordinates. Besides, leaders who apply transformational behaviours are likely to have the vital project manager personal characteristics as defined by the PMI also. PRACTICAL IMPLICATIONS AND FUTURE DIRECTIONS The study adds some additional knowledge in the appropriate leadership style and effective personal competencies of construction project manager for the eastern context in the 21st century. The results clarified that project managers who apply transformational leadership style as well as those with high PMCD personal competencies are likely to generate greater leadership outcomes and work performance from their subordinates in construction projects. It implies that, project managers can adjust their leadership behaviours in practical ways and develop their own personal competencies to fit with subordinates' preferences and support them to produce high work performance as well as enhance leadership outcomes. In addition, the human resource management function in the construction companies can utilise these results for their leadership development effort. Emerging from this study is the need for further studies in several directions. First, this study used Bass and Avolio's (2004) MLQ to measure leadership behaviours of project managers whereas personal competencies were measured following PMCD developed by the PMI (2002). It would be interesting to use other instruments to measure leader behaviours and personal competencies or to employ several instruments at the same time and compare the results. Second, this paper examined the current leadership behaviour and its effects on people working in the Thai construction industry. It would inform the research community to gather data from other industries which have different nature of work in order to determine if there is a fit between leadership style and nature of work or personality and nature of work. Third, there are other possible explanations for the result in this study. It is possible that the leadership styles adopted at the professional to professional level is different from those adopted at the professional to technician or worker level. That is, managers may adopt transformational leadership when dealing with other professionals but may choose to adopt transactional leadership when leading technicians or site workers. A study clarifying this would seem to be appropriate. 51Due作为专业的留学教育辅导机构,专业辅导哲学论文代写、research paper代写,自2004年至今,坚持以学生为中心,全天候服务,为海外留学生完成了数万篇assignment代写、essay代写、report代写、stat代写等论文,以优质的英国代写服务赢得留学生的信赖,如有心理学essay代写需求,欢迎咨询QQ800020041哦。 51Due网站原创范文除特殊说明外一切图文著作权归51Due所有,未经51Due官方授权谢绝任何用途转载或刊发于媒体。如发生侵犯著作权现象,51Due保留一切法律追诉权。-C
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