美国论文代写：领导者的权力
美国论文代写：领导者的权力
1.当领导者的方法是指示性的时候，团队才会执行。在这个领导者决定的行动计划，并做出整个决策。预计该小组将按照该计划开展工作，以实现最终结果（Bass＆Bass，2009）。
2.压力水平与决策质量成反比。如果压力很高，那么它会影响智力水平，因此所做出的决定不会很有效。
3.经验水平与压力下的决策质量成正比。当压力很大时，人们不可能在智力上思考，因此经验来拯救。
4.任务简单时，不需要领导者的智慧和经验。
美国论文代写：领导者的权力
战略应急理论
当领导者具有有效的解决问题的能力，演员的中心性和技能的独特性时，他将永远在任何组织中都有很高的需求（Selznick，2011）。而且，如果这个人在一个组织中处于战略位置，那么他不可避免地被忽视。这些领导者的地位超群，并始终被视为公司的支持系统。
权力与影响理论：
这个理论谈到了决策领导者权力的来源。这也谈到领导人利用他的力量完成任务的方式和方式。有三种位置权力。他们是合法的，奖励和强制性的。另外两种个人权力是专家权力和指涉权力（Wheatley，2011）。
这个理论也定义了领导者的交易领导。这个理论假设人们为了获得回报而工作。它可以是无形的。因此，领导者设计一份工作或一份工作的方式也是有一定的回报结构的。
美国论文代写：领导者的权力
1. When the leader’s approach is directive only then the team performs. In this the leader decides the plan of action and does the entire decision making. The team is expected to work as per the plan so that the end result is achieved (Bass & Bass, 2009).
2. The level of stress is inversely proportional to the quality of decision. If stress is high then it would affect the intellectual levels and hence the decisions taken would not be very effective.
3. The level of experience is directly proportional to the decision quality under stress. When the stress is high, one can never think intellectually and hence experience comes to the rescue.
4. When the tasks are simple, the intelligence and the experience of the leader is not required.
美国论文代写：领导者的权力
Strategic Contingency Theories
When a leader has effective problem solving skills, actor centrality and uniqueness of skills then he will always be in high demand in any organization (Selznick, 2011). Moreover, if this person is at a strategic position in an organization, then it becomes inevitable for him to go unnoticed. Such leaders excel in their position and always treated as a support system for the company.
Power and Influence Theory:
This theory talks about the source of the power of the decision making leader. This also talks about the ways and means in which a leader uses his power to get the things done. There are three kinds of positional power. They are legitimate, reward and coercive. The other two kinds of personal power are expert power and referent power (Wheatley, 2011).
This theory also defines the transactional leadership of the leader. This theory assumes that people work in order to receive something in return. It can either be tangible of intangible. Thus the leaders design a job or a work in such a way that it has some reward structure as well.
