Defining Leadership
Leadership theory scholar Dr. Peter Northouse defines leadership as “a process whereby an individual influences a group of individuals to achieve a common goal.” This definition makes clear that leadership is not a trait or behavior, and it is not a position. You are not made a leader by your job title, you are made a leader by your influence.
Finally, contemporary theories of leadership wrestle with the motivations of leaders: can you be a leader if your goal is selfish or even malicious? The classic question is, “Was Adolf Hitler a leader?” Theories of leadership must wrestle with the moral implications of a leader’s motivations. As you’ll see in several of the theories below, many theories would answer the question of Hitler with a firm no: Hitler was a dictator, but not a leader. He had positional authority, but did not show true leadership.
I believe in Transformational Leadership
I believe in two types of leadership,
Activating transformational leadership:
If Kathleen Yosko, the hospital CEO who was thrown into leadership with little direction, wanted to employ transformational leadership strategies in her work, she might start with four factors researchers find present in transformational leaders. These factors serve as a starting place for test driving transformational leadership:
Leadership theory scholar Dr. Peter Northouse defines leadership as “a process whereby an individual influences a group of individuals to achieve a common goal.” This definition makes clear that leadership is not a trait or behavior, and it is not a position. You are not made a leader by your job title, you are made a leader by your influence.
Finally, contemporary theories of leadership wrestle with the motivations of leaders: can you be a leader if your goal is selfish or even malicious? The classic question is, “Was Adolf Hitler a leader?” Theories of leadership must wrestle with the moral implications of a leader’s motivations. As you’ll see in several of the theories below, many theories would answer the question of Hitler with a firm no: Hitler was a dictator, but not a leader. He had positional authority, but did not show true leadership.
I believe in Transformational Leadership
I believe in two types of leadership,
- Transactional: where a leader influences others by what they offer in exchange, the transaction;
- Transformational: where a leader connects with followers in such a way that it raises the level of motivation and morality.
Activating transformational leadership:
If Kathleen Yosko, the hospital CEO who was thrown into leadership with little direction, wanted to employ transformational leadership strategies in her work, she might start with four factors researchers find present in transformational leaders. These factors serve as a starting place for test driving transformational leadership:
- Idealized influence, or charisma: Transformational leaders have an uncanny ability to make you want to follow the vision they establish.
- Inspirational motivation: Communication is a vehicle of inspiration for transformational leaders; they use words to encourage others and inspire action.
- Intellectual stimulation: Transformational leaders stretch others to think more deeply, challenge assumptions, and innovate.
- Individualized concern: Finally, while focused on the common good, transformational leaders show care and concern for individuals.
定义领导力
领导理论学者Peter Northouse博士将领导力定义为“个人影响一群人实现共同目标的过程。”这一定义明确指出领导不是特质或行为,也不是一个立场。你没有成为职位的领导者,你的影响力使你成为领导者。
最后,当代领导力理论与领导者的动机搏斗:如果你的目标是自私甚至恶意,你能成为领导者吗?经典的问题是,“阿道夫希特勒是领导者吗?”领导理论必须与领导者的动机的道德含义搏斗。正如你将在下面的几个理论中看到的那样,许多理论都会回答希特勒的问题,而不是希特勒:希特勒是独裁者,而不是领导者。他有位置权威,但没有表现出真正的领导能力。
我相信变革型领导力
20世纪70年代后期,政治社会学家詹姆斯·麦格雷戈·伯恩斯(James MacGregor Burns)突出了变革型领导的概念。伯恩斯确定了两种类型的领导,
交易:领导者通过他们提供的交换,交易来影响他人;
转型:领导者与追随者联系,以提高动机和道德水平。
这两个词 - 动机和道德 - 很重要,因为它要求变革型领导者致力于集体利益。这可能是一种社会利益,例如建立社区中心或改善空气质量,或更个性化的好处,例如帮助直接报告发挥其潜力。
激活变革型领导:
如果医院首席执行官凯瑟琳·约斯科(Kathleen Yosko)在她的工作中想要采用变革型领导力战略,那么她可能会从研究人员在变革型领导者中找到的四个因素入手。 Northouse(2016)概述了这些因素,这些因素可以作为试驾变革领导力的起点:
理想化的影响力或魅力:变革型领导者具有不可思议的能力,使您希望遵循他们建立的愿景。
鼓舞人心的动机:沟通是变革型领导者的灵感载体;他们用言语来鼓励他人并激励他们采取行动。
智力刺激:变革型领导者会让其他人更深入地思考,挑战假设和创新。
个性化关注:最后,在关注共同利益的同时,变革型领导者表现出对个人的关心和关注。
领导理论学者Peter Northouse博士将领导力定义为“个人影响一群人实现共同目标的过程。”这一定义明确指出领导不是特质或行为,也不是一个立场。你没有成为职位的领导者,你的影响力使你成为领导者。
最后,当代领导力理论与领导者的动机搏斗:如果你的目标是自私甚至恶意,你能成为领导者吗?经典的问题是,“阿道夫希特勒是领导者吗?”领导理论必须与领导者的动机的道德含义搏斗。正如你将在下面的几个理论中看到的那样,许多理论都会回答希特勒的问题,而不是希特勒:希特勒是独裁者,而不是领导者。他有位置权威,但没有表现出真正的领导能力。
我相信变革型领导力
20世纪70年代后期,政治社会学家詹姆斯·麦格雷戈·伯恩斯(James MacGregor Burns)突出了变革型领导的概念。伯恩斯确定了两种类型的领导,
交易:领导者通过他们提供的交换,交易来影响他人;
转型:领导者与追随者联系,以提高动机和道德水平。
这两个词 - 动机和道德 - 很重要,因为它要求变革型领导者致力于集体利益。这可能是一种社会利益,例如建立社区中心或改善空气质量,或更个性化的好处,例如帮助直接报告发挥其潜力。
激活变革型领导:
如果医院首席执行官凯瑟琳·约斯科(Kathleen Yosko)在她的工作中想要采用变革型领导力战略,那么她可能会从研究人员在变革型领导者中找到的四个因素入手。 Northouse(2016)概述了这些因素,这些因素可以作为试驾变革领导力的起点:
理想化的影响力或魅力:变革型领导者具有不可思议的能力,使您希望遵循他们建立的愿景。
鼓舞人心的动机:沟通是变革型领导者的灵感载体;他们用言语来鼓励他人并激励他们采取行动。
智力刺激:变革型领导者会让其他人更深入地思考,挑战假设和创新。
个性化关注:最后,在关注共同利益的同时,变革型领导者表现出对个人的关心和关注。