Leaders have certain inherent qualities, and these qualities are innate. Only those who are born with certain qualities can become leaders.

Gibber believes that excellent leadership must possess the following characteristics: ① Strong (Putin) ②Be smart but not too smart (Wang Xifeng) ③Extrovert and dominant (Trump) ④Have good adaptability (Deng Xiaoping) ⑤Confidence (Chairman Mao)

Stoogdier has further expanded the range of traits to include: ① Have a sense of responsibility for the work completed ②Be enthusiastic and persevere in the pursuit of goals ③Be adventurous and innovative when solving problems ④Be brave enough to practice ⑤Confidence ⑥Able to handle interpersonal tension well and tolerate setbacks, etc.

Drawbacks of Trait Theory (1) Ignoring the needs of subordinates (2) Failure to indicate the relative importance of each trait (3) Ignoring situational factors (4) Failure to distinguish between causes and effects (the relationship between traits and performance)

transactional leadership

transformational leadership

1. Characteristics of leaders  Leaders are confident and trustful of their followers, have high expectations for their followers, have idealistic visions, and use a personalized style. Leaders motivate followers to produce performance above expectations and a strong sense of belonging.

2. Characteristics of followers  Followers identify with the leader and his mission, have high loyalty and confidence in the leader, imitate his values ​​and behaviors, and gain self-esteem from the relationship with the leader. The effects of charismatic leadership are further enhanced when followers display high levels of self-awareness and self-management.

3. Charm itself is an attribution phenomenon that changes with the situation. Leadership traits that prompt charisma attributions include: self-confidence, impression management skills, social sensitivity, and empathy. In addition to studying the characteristics of the leader himself, one must also consider the situation in which the leader finds himself, as well as the nature of the task.

Motivational effect: It combines the realization of performance with the satisfaction of employee needs; providing necessary coaching, guidance, support and rewards to achieve effective work performance

Four leadership behaviors: 1. Directive leadership: Make employees clear others' expectations of him, standards for successful performance, and work procedures (externally controlled subordinates) 2. Supportive leadership: Establish a comfortable working environment, be friendly and caring, and care about the needs of subordinates (Subordinates with structured work) 3. Participative leadership: Actively solicit and adopt employees’ opinions (Subordinates with internal control) 4. Achievement-oriented leadership: Set challenging goals and encourage subordinates to show their best (those with strong ability and experience) subordinate)

Different leadership behaviors are appropriate for different environmental factors and personal characteristics

It is believed that the level of team performance depends on the matching of leadership style and situational factors, and the leadership style is divided into work orientation and relationship orientation.

Situational factors are divided into three dimensions: superior-subordinate relationship, work structure, and authority. Memory tips: For those with a high relationship orientation, the situational dimension will be high, low, and low, high, and for high. For those with a high work orientation, the situational dimension will be three lows (bad relationship between superiors and subordinates, low work structure, and small authority).

It is believed that in the early stages of establishing relationships and roles between leaders and subordinates in a team, subordinates are divided into "insiders" and "outsiders"

The exchange process is a reciprocal process that changes the subordinate's self-concept and also changes the leader's self-schema.

The abscissa: caring about tasks; the ordinate: caring about people

(1,1) - Governance by inaction: neither caring about people nor tasks

(1,9) - Country Club: Cares a lot about people, but not enough about the mission

(5,5) - Moderate type: strive for balance and maintain a certain degree of satisfaction

(9,1) - Task leadership style: attaching importance to work tasks but being indifferent to people

(9,9) - The most ideal leadership style: attaches great importance to work tasks and also cares about employees

Job Maturity: Knowledge and Skill Level---Competencies.

Psychological maturity: willingness or motivation to do work---willingness

Directive style: high work, low relationship. immature state

Sales style: high work, high relationship. initial mature state

Participative: low effort, high relationships. relatively mature state

Delegating style: low work, low relationship. high maturity state

According to the rational model, decision makers are completely rational in every respect. maximization principle. Decision makers have the following characteristics: (1) From the perspective of goals, the decision-making is completely rational. (2) There is a complete and consistent preference system that enables decision makers to choose among different alternatives. (3) Decision makers can know all alternatives. (4) There is no limit on computational complexity, and the best alternative can be selected through calculation. (5) There is no difficulty in calculating probability.

Characteristics of decision makers: 1) When choosing a plan, try to satisfy yourself, or look for satisfactory results. (2) The world perceived by decision makers is a simplified model of the real world. (3) Due to the adoption of the satisfaction principle rather than the maximization principle, decision makers do not need to know all possible options when making choices. (4) Use relatively simple empirical heuristic principles, business tips and habits to make decisions. Note: The difference between bounded rationality models and rational models is mainly reflected in degree rather than qualitative differences.

People have a tendency to stick with bad decisions, which is called "increased investment." Reasons for "increase in investment": (1) Project characteristics, such as extending the investment return period and dealing with temporary problems. (2) Psychological determinants, such as errors in decision-making information processing. (3) Social pressure, there is peer pressure and the need to maintain one's own face. (4) Determining factors of the organization, such as failure of the organizational communication system, destruction of the political system, and resistance to change, etc.

Value orientation: refers to whether the decision-maker is concerned with the task and technology itself or with human and social factors.

Ambiguity tolerance: refers to the measured degree of structure and control a decision maker needs (low ambiguity tolerance) and the ability to work in an uncertain environment (high ambiguity tolerance)

Guidance type Guidance type (Z): task and technology orientation. Lower blur tolerance

Analytical Decision Making (F): Task and Technical Orientation. Higher blur tolerance

Conceptual type (G): Concern for people and society. Higher blur tolerance

Behavioral type (X): Concern for people and society. Lower blur tolerance