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Assignment格式范文-肯德基领导风格|分析。本文一篇留学生Assignment写作格式范文，主要内容是讲述员工在组织中从不合作，在工作过程中必须有某种形式的团队合作，无论是正式的还是非正式的。Assignment范文提出领导能力是一个重要因素，强烈影响员工的绩效、动机和态度。有人认为，成功与失败之间的差异，无论是在商业、战争还是足球中，领导力在很大程度上取决于成功。以下是Assignment格式范文的全部内容，供参考。 
Employees never work along in the organizations, there must be some kind of teamwork involve in the working process, both formal and informal. Leadership acts as an important factor that strongly influences employee’s performance, motivation and attitude. It has been argued that differences between success and failure, whether in business, war or football, leadership is largely attributable to success.
1.1 Definition Of Literature Review 文献综述的定义
A literature review is defined as target to show important facts regarding approaches on a topic in the methodological method. It also means they are not primary sources because it is not original or new work.
文献综述被定义为目标，以展示方法论方法中关于某一主题的方法的重要事实。这也意味着它们不是主要来源，因为它们不是原创或新作品。
1.2 Definition Of Leadership 领导力的定义
Leadership is become very much on every manager’s mind today in organizations. Originations are struggling due to the increasingly dynamic environment. As the challenges of leading and managing increase, leaders of organizations need to understand process, skills and knowledge to perform leader functions effectively.
如今，在组织中，领导力已成为每个管理者的重要思想。由于环境越来越动态，创始公司正在苦苦挣扎。随着领导和管理挑战的增加，组织领导需要了解流程、技能和知识，以有效履行领导职能。
1.3 Definition Of Motivation 动机的定义
Motivation is “the willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need” (Belasen & Frank, 2008). Motivating employees are one of the continual challenges of managerial behaviour, that are also managers’ fundamental reasons for engaging in various activities and work.
动机是“为达到组织目标而做出高水平努力的意愿，取决于努力满足某些个人需求的能力”。激励员工是管理行为的持续挑战之一，也是管理者参与各种活动和工作的根本原因。
1.4 Introduction Of KFC 肯德基介绍
Kentucky Fried Chicken (KFC), as we all know – is one of the popular fast food outlets worldwide with the theme “It’s finger lickin’ good”. The first KFC outlet in Malaysia was opened on 1st January 1973 at Jalan Tunku Abdul Rahman, Kuala Lumpur. Today there are more than 390 KFC outlets nationwide and are still counting. Great tasting chicken has become synonymous with KFC and has been enjoyed by Malaysians ever since. The KFC we will be talking about is in Nilai, Negeri Sembilan.
众所周知，肯德基是全球最受欢迎的快餐店之一，其主题是“舔手指好”。马来西亚第一家肯德基分店于1973年1月1日在吉隆坡Jalan Tunku Abdul Rahman开业。今天，全国有超过390家肯德基分店，而且还在统计中。美味的鸡肉已经成为肯德基的代名词，并从此受到马来西亚人的喜爱。我们将要讨论的肯德基位于森美兰尼莱。
2.0 Literature Review 文献综述
2.1 Defining Leadership 领导力定义
Leadership can be defined as “the process whereby one individual influence other group members towards attaining defined group or organizational goals” (Orlando, 2008). More important, successful organizations need effective leadership, who are capable of increasing an organization’s employee motivation; in turn improve the overall performance and organizational productivity (Richard, 2007).
领导力可以定义为“个人影响其他团队成员实现既定团队或组织目标的过程”。更重要的是，成功的组织需要有效的领导，能够提高组织员工的积极性；进而提高整体绩效和组织生产力。
In addition, Drucker in his “The Leader of the Future” sums up leadership as “The only definition of a leader is someone who has followers.” It is said that many of the world’s best leaders do not have the integrity as well as certain values which won’t be discussed in the modern days.
此外，德鲁克在他的《未来的领导者》中将领导力总结为“领导者的唯一定义是拥有追随者的人”。据说，世界上许多最优秀的领导者都不具备诚信和某些价值观，而这些价值观在现代不会被讨论。
In my opinion, leadership is different from management. Managers have subordinates which are below them while leaders have people who follow them. Managers will normally utilize their position of power in order to do things. In the process of work, managers orders his or her employees while they will follow because of the reward given which is the minimum of their salary. Looking at the other way round, leaders gives up their authoritarian control, due to their followers which follows them in a voluntary way.
在我看来，领导力不同于管理。管理者有下属在他们之下，而领导者有跟随他们的人。管理者通常会利用他们的权力地位来做事。在工作过程中，管理者命令他或她的员工，而他们将遵循，因为给予的奖励是他们的最低工资。反过来看，领导者放弃了他们的威权控制，因为他们的追随者自愿跟随他们。
2.2 Leadership Theories 领导理论
Terry (2000) has highlighted that “leadership is an influence relationship between leaders and followers who intend real changes and outcomes that reflect their shared purposes.” Block (2002) has noted that as a process, leadership is, ideally the use of non-coercive influence to shape the group’s or organization’s goals, motivate behavior towards the achievement of those goals and help define group or organizational culture.
Terry强调，“领导力是领导者和追随者之间的一种影响力关系，他们想要真正的改变和结果，以反映他们的共同目标。”Block（2002）指出，作为一个过程，领导力在理想情况下是使用非强制性影响力来塑造团队或组织的目标，激励行为以实现这些目标，并帮助定义团队或组织文化。
Effective Leadership 有效领导
Russell, (2000) defined effective leader as those leaders who are able to improve organization productivities, in turn develop distinctive competitive advantages for organizations. In other words, effective leaders usually have an inspiring vision; they will try to form a group of people to work as a team, making them into a powerful team which utilizes as a competitive advantage. Effective leaders know how to make people function according to what they are good at, and how to motivate them to excel their performance. Leaders need to understand the balance technique in any individual team member’s quest with the objective of creating synergy. Leaders need his or her members in their team to forego the goal for the individual best coherent with the effort of the whole team.
Russell将有效领导者定义为能够提高组织生产力，进而为组织发展独特竞争优势的领导者。换句话说，有效的领导者通常具有鼓舞人心的愿景；他们将努力组成一个团队，使他们成为一个强大的团队，并将其作为竞争优势。有效的领导者知道如何让人们根据他们擅长的工作发挥作用，以及如何激励他们超越自己的表现。领导者需要了解任何团队成员在追求协同目标时的平衡技术。领导者需要他或她的团队成员放弃个人目标，以与整个团队的努力最协调一致。
2.3 Leadership Style 领导风格
Autocratic vs. Democratic vs. Laissez-faire leadership style 独裁vs.民主vs.放任的领导风格
Taggart (1989) defined that, broad classification of leadership style consists of authoritarian (or autocratic) style, democratic style and laissez-faire (genuine) style. The definition of autocratic style is:
aggart定义，领导风格的广义分类包括威权（或专制）风格、民主风格和自由放任（真正）风格。专制风格的定义是：
It is where the focus of power is with the manager, and all interactions within the group move towards the manager. The manager alone exercises decision-making and authority for determining policy, procedures for achieving goals. Work tasks and relationships, control of rewards or punishments.
在这里，权力的焦点是管理者，团队内的所有互动都向管理者转移。管理者独自行使决策权和权力，确定实现目标的政策和程序。工作任务和关系，奖惩控制。
Kotter (1990) expressed Democratic leadership style takes wishes and suggestions of employees into consideration. It is more a human relations approach, in which all members of the group are seen as equal, and they are all important contributors to the final decision.
Kotter表示，民主领导风格考虑到员工的愿望和建议。这更像是一种人际关系方法，在这种方法中，集团的所有成员都被视为平等的，他们都是最终决定的重要贡献者。
Laissez-faire leadership style involves limited control or influence of leaders over his or her group members. A member is given a goal and mostly left alone to decide how to achieve it. The leaders function as one of the group member, and he only provide direction and suggestions when necessary.
自由放任的领导风格涉及领导对其团队成员的有限控制或影响。一个成员被赋予了一个目标，而大多数情况下，由他自己决定如何实现它。领导者作为团队成员之一，仅在必要时提供指导和建议。
Task Orientation and People Oriented Leader Behavior 任务导向与以人为本的领导者行为
Another way of looking at different leadership styles is in terms of dimension of leader behavior. As early as 1950s, a large body of research at University of Michigan and Ohio State University suggested that leaders differ greatly along the dimensions; at the high end of two dimensions is task orientation versus people orientation.
另一种看待不同领导风格的方法是从领导行为的维度。早在20世纪50年代，密歇根大学和俄亥俄州立大学的大量研究表明，领导者在各维度上差异很大；两个维度的高端是任务导向和人导向。
Task Orientation leader behavior is more concern about the production and primarily focus on getting the job done. Whereas the People Orientation leader behavior reflects how much a leader is concerned for the people around him, providing support and encouragement for them. There is no hundred percent right or wrong in using which leader behavior, it depends on the situation and organization’s nature business.
任务导向型领导行为更关注生产，主要关注完成工作。而以人为本的领导者行为反映了领导者对周围人的关心程度，为他们提供支持和鼓励。使用哪种领导行为没有百分之百的正确或错误，这取决于情况和组织的性质。
2.4 Situational Factors 情境因素
Path-goal Theory 路径目标理论
Different organization has different business environment, we must take the situational factors into the consideration to analyze and evaluate the effectiveness of the leadership. Bartram & Casimir (2007) cited in House’s path-goal theory argued that the primary function of a leader’s job is to coach and guide workers to choose the best path for reaching their goals, in the mean time to make valued rewards available in the work place. In short, the leader should clearly know the paths to achieve goals.
不同的组织有不同的商业环境，我们必须考虑情境因素来分析和评估领导的有效性。Bartram和Casimir（2007）引用了House的路径目标理论，认为领导者工作的主要功能是指导员工选择实现目标的最佳路径，同时在工作场所提供有价值的奖励。简言之，领导者应该清楚地知道实现目标的路径
As showed in the path-goal framework, the path-goal theory contends that employees tend to listen to leaders who are play an helping role in their works, in other words, effective leaders clarifying what employees need to do to get to where they should be, and they help the employees to do so. Moreover, Stone & Russell (2004) argued that the theory suggests job satisfaction, motivation, and actual performance are enhanced.
如路径目标框架所示，路径目标理论认为，员工倾向于听取在工作中发挥帮助作用的领导者的意见，换句话说，有效的领导者明确员工需要做什么才能达到他们应该做的地方，并帮助员工这样做。此外，Stone&Russell认为，该理论表明工作满意度、动机和实际绩效都得到了提高。
In addition, path-goal theory also states four types of leadership behaviors to help their employees accomplishing tasks. (1) Directive leadership, which is an approach focused on providing specific guide and on planning work rules and schedules. (2) The supportive leadership mainly focuses on build good relations with employees and fulfills their needs and wants. (3) The participative leadership, whereby the leader allow employees to get involved in the decision making process. (4) The achievement oriented leadership is talking about the company leader who sets challenges and expects employees improve performances.
此外，路径目标理论还阐述了帮助员工完成任务的四种领导行为。（1） 指导性领导，这是一种侧重于提供具体指导和规划工作规则和时间表的方法。（2） 支持性领导主要侧重于与员工建立良好关系，满足他们的需求和愿望。（3） 参与式领导，领导者允许员工参与决策过程。（4） 成就导向型领导是指公司领导者提出挑战并期望员工提高绩效。
Furthermore, the environmental characteristics include three factors like task structure, authority system and work group. Directive leadership style does not match with high task structure. It is not necessarily for leaders to repeatedly tell employees the requirement of some routine works. The authority system is another important characteristic that will affect the leadership styles. The higher degree of formality the less effective of employees’ performances will show.
Source: House, R.J. & Mitchell, T.R. 1994, ‘Path-goal theory of leadership’, Journal of Contemporary Business, vol. 3, pp. 21-36.
此外，环境特征包括任务结构、权限系统和工作组三个因素。直接领导风格与高任务结构不匹配。领导不一定要反复告诉员工一些日常工作的要求。权力体系是影响领导风格的另一个重要特征。正式程度越高，员工表现的效果就越差。
In sum, developing an effective leadership in organizations is the most essential, yet the most difficult tasks for organization management. Great leadership is the combinations of individual traits, leading skills and of course the situational contexts. As we have discussed above, effective leadership is require both intrapersonal and interpersonal skills. The intrapersonal skills are of paramount important, as it is logical and obvious that success or great leader all start from within. Only with personal inside strong desire to excel, passion, enthusiasm, determination, commitment, faith and effective personal values can a person become a true leader for others. A great leader among the people always starts as a great leader of his own. Then, interpersonal skills come into place, where the ability and skills to network, communicate and interact with the other people come into place. The effective leaders can guide companies through many different channels. Because of this, it is important to know which leadership qualities motivate employees the best. Throughout the analysis and evaluation, there have been many leadership style theories identified. As we have found that, the autocratic leadership style has gone out of fashion in recent years, though certain situations, such as emergencies situations.
总之，在组织中培养有效的领导能力是组织管理中最基本但也是最困难的任务。伟大的领导能力是个人特质、领导技能，当然还有情境环境的结合。正如我们上面讨论的，有效的领导需要个人和人际技巧。个人能力是最重要的，因为成功或伟大的领导者都是从内部开始的，这是合乎逻辑和显而易见的。只有个人内心强烈的追求卓越、激情、热情、决心、承诺、信念和有效的个人价值观，一个人才能成为他人的真正领导者。人民中的伟大领袖总是从自己的伟大领袖开始。然后，人际关系技能开始发挥作用，人际关系、沟通和与他人互动的能力和技能也开始发挥作用。有效的领导者可以通过许多不同的渠道引导公司。因此，了解哪些领导素质最能激励员工是很重要的。在整个分析和评估过程中，已经确定了许多领导风格理论。我们发现，尽管在某些情况下，例如紧急情况下，独裁领导风格近年来已经过时。
Therefore, effective leaders must adjust the leadership style to various situations. In that sense, there is no one leadership style is appropriate for every occasion or situation. The most effective style to use depends upon the situation and whether the group members are willing and able to take on the responsibility. To be effective as a leader, it’s important to know your group in terms of knowledge, ability, desire and willingness, and be ready to adapt your style to suit the dynamic environment. An important task in the coming years will be the training and testing of future leaders.
因此，有效的领导者必须根据各种情况调整领导风格。从这个意义上说，没有一种领导风格适合任何场合或情况。使用最有效的风格取决于情况以及团队成员是否愿意并能够承担责任。要成为一名有效的领导者，重要的是要了解团队的知识、能力、愿望和意愿，并随时调整自己的风格以适应动态环境。未来几年的一项重要任务将是培训和测试未来领导人。
Further more, organizations have to have a bigger picture of long term success, that is strengthening leadership competencies will improve organizational effectiveness. When subordinates trusted their leaders’ leadership, and they deem it is equitable for them to obtain satisfactory rewards and outcomes when they made the greatest efforts. Therefore, effective leadership leads to a positive motivation and motivated employees will satisfy the customers of the organizations. In a long-term, it will help organization creating or maintaining a sustainable organizational competitive advantage.
此外，Assignment范文作者认为组织必须对长期成功有更大的认识，即加强领导能力将提高组织效率。当下属信任他们的领导者的领导，并且他们认为当他们做出最大努力时，获得满意的回报和结果是公平的。因此，有效的领导会带来积极的动机，而积极的员工会满足组织的客户。从长远来看，它将有助于组织创造或保持可持续的组织竞争优势。本站提供各国各专业Assignment写作指导服务，如果需要可咨询本平台。
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