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研究中使用的领导行为类型有：魅力型领导理论、交易型和转型型领导风格、Lewin的三种领导风格理论、Likert的四种领导风格理论和生命周期理论（Lim Ai Hong&Kangaslahti，2017）。这是一种强调下属的权变理论。胡塞和布兰查德认为，根据下属的成熟度来选择领导风格，必然会导致领导的成功。
There are several types of leadership behaviors that are used in research: charisma-type leadership theory, transactional and transformational leadership style, Lewin's three leadership style theories, Likert's four leadership style theories, and life cycle theory (Lim Ai Hong&Kangaslahti, 2017). This is a theory of contingency that emphasizes subordinates. Hussey and Blanchard believe that the leadership style chosen based on the maturity of subordinates will inevitably lead to leadership success.
在这种情况下，家政署署长的管理风格是转型的领导行为。伯恩斯在1978年对政治领导人进行定性分类研究的基础上，首次提出了转型领导的概念。这一分类的出现为领导行为研究开辟了新思路。巴斯提出了这个概念，并给出了转型领导的定义。领导者通过激发组织和员工的共同目标和愿景，激励员工实现更高的潜能。个人兴趣，达到预期目标以上的结果。转型领导主要转变为两个方面。一是通过影响和改变组织文化，为员工创造个性化的环境（Brockner等，2016）。另一个原因是，领导者利用自己的魅力有效地沟通和创造权力，以增强员工的情绪。员工在领导者和追随者之间形成相互鼓励和改善关系的潜力。转型领导模式是从追随者的视角来划分的：个人魅力、激励动机、智力刺激、个人和考虑。
In this case, the management style of the Director of the Household Services is transformational leadership behaviors. The concept of transformational leadership was first proposed by Burns based on a qualitative classification study of political leaders in 1978. The appearance of this classification has opened new ideas for leadership behavior research. Bass has developed this concept and has given the definition of transformational leadership. Leaders inspire employees to realize their higher potential by eliciting the common goals and visions of the organization and their employees. Personal interest, reaching results above the desired goal. Transformational leadership has mainly changed into two aspects. One is to create a personalized environment for employees by influencing and changing the organizational culture (Brockner, et al., 2016). The other is that leaders use their own charisma to effectively communicate and create empowerment to enhance employees' emotions. The potential of employees to form a relationship of mutual encouragement and improvement between leaders and followers. The transformational leadership model is divided from followers' perspective: charisma, inspirational motivation, intellectual stimulation, individual and consideration.
领导魅力是指领导者通过自己的行为表现出的模范行为，并为追随者提供有吸引力的例子。认同领导者行为的追随者将接受领导者的价值观和愿景。魅力是指领导者为下属提供具有挑战性的目标，表达对下属的高期望。他们利用情感吸引力或身体行为和团队精神来激励下属。他们指导下属在工作中的行动，使下属更加努力地工作以实现组织目标。智力激励因素是指为领导的下属普及新思想，鼓励下属用新方法解决问题，改变下属的意识观念和价值观，敢于挑战自我，不断创新。个性化关怀因素是指领导者对下属及其下属的个人能力和愿望的关怀。同时，根据下属的不同情况和成长需要，采取不同的处理方法，积极引导下属工作。也就是说，个体化关怀关注的是每个人的成长，而不是简单地把所有的下属作为一个整体来对待，因此，在这种情况下，主任决定将垃圾收集的家庭服务的状态外包出去，这将导致裁员，以及ICH可能会在员工中引起抱怨，但另一方面，它可以节省成本，可能会提高服务水平和效率，这需要变革领导的精神来领导这一变革，并鼓励员工和社区。
Leadership charisma refers to the leader's exemplary behavior through his own actions, and provides followers with attractive examples. Followers who identify with leader behavior will embrace the leader’s values and vision. Charisma refers to the fact that leaders provide challenging goals for subordinates and express their high expectations of their subordinates. They use emotional appeal or physical behavior and team spirit to motivate subordinates. They direct subordinate actions at work and make subordinates work harder to achieve organizational goals. The intellectual stimulation factor refers to the popularization of new ideas for the subordinates of the leaders, encouragement of subordinates to solve problems with new methods, change the subordinate's consciousness concepts and values, and dare to challenge themselves and innovate constantly. Personalized caring factors refer to the leader's concern for each subordinate and his subordinate's personal ability and desire. At the same time, they adopt different treatment methods according to their subordinates' different situations and growth needs, and actively guide subordinates in their work. That is, individualized care pays attention to the growth of everyone, instead of simply treating all subordinates equally as a whole.Therefore, in the climate of this case, the Director made decision to outsource the status of the household service of refuse collection, which will lead job cut, which may rise complains among employees, however, on the other hand, it could save cost and probably increase the service level and efficiency, which need the spirit of transformational leadership to lead this change and to encourage the workers and community.
As for theories of motivation and other theories of the organizationalbehaviors, it is due to the benefit of organizational change. Companies that implement organizational change can gain competitiveness. It is a systematic process. It involves all aspects of the organization. The process of organizational change is a systematic project that encompasses changes in management structures, coordination mechanisms, and departmental design. It includes the internal employees' changes in the concept of work, technical level, behavior and other internal personnel. It includes the transformation of organizational tasks such as workflow redesign, equipment replacement, new products, new skills, and new customers. Organizational change is one or a series of attempts to modify the structure, goals, technology, or task of an organization. Organizational change is an activity process that the enterprise takes to improve and enhance organizational effectiveness to adapt to changes in internal and external conditions. According to this definition, corporate organizational change is often caused by changes in the external environment the company faces, including economic, competitive, regulatory, etc., caused by external uncertainties or internal and external mismatches.
Organizational change is an important way for companies to respond to drastic changes in internal and external environments and achieve growth. The success of organizational change involves many factors, and leadership is one of the most important factors. Change is not a management issue but a leadership issue. The key to change is change in philosophy. Organizational leaders play an organizational and promotional role in the process of change. Their organization and motivation are the key to the success of the change (Söderhjelm, et al., 2018). The leaders' agility, determination, intelligence, and insight are often seen as successful. The primary factor of the leader. This important role of the leader has been widely endorsed by the academic community, and has also aroused more attention in the theoretical and physical sectors. Different leadership styles produce decision-making differences for organizational change. In the context of organizational change, the interaction between leadership style and the motivation of change determines the quality of decision-making and implementation efficiency, ie, effective change management.
From the perspective of organizational development and personnel growth, change is “a series of theory, value, strategy, and technology based on behavioral science. It aims to develop and improve organizational performance for individuals, and to change the in-service behavior of the organization’s members. Plan for change." Because the scope of organizational change is too broad, most aspects related to the survival and competitiveness of the enterprise may become the content of organizational change (Ost, Pan & Webber, 2018). Organizational change is to increase the competitive advantage of companies. In these areas, some variables are related to human resource management effectiveness. Study the impact of organizational change on the effectiveness of key tasks, formal organizations, people, and cultures. Study organizational changes on external competitiveness and internal operational capabilities, study the efficiency of task completion in the change, technological innovation, quality, Budget execution level and timeliness, study the effect of organizational change. From these researches on the effects of organizational change, we can see that organizational change is a kind of corporate activity that has a wide range of impacts, and it will have different degrees of influence on individuals, teams, and organizations. Organizational change is also a systematic project. Human resources management has already penetrated all aspects of organizational reform. There is no foundation for success in human resource management practices. Organizational change is difficult to achieve success.#p#分页标题#e#
Enterprises are how people achieve certain goals. If companies cannot effectively survive and develop, the goals pursued by people will not be realized. Because the internal and external environment of the company is constantly changing, if the enterprise organization itself cannot change itself according to the changes of the environment, the company will be eliminated. In fact, it is this kind of survival competition among enterprises that allows companies to constantly change themselves and continuously improve their competitiveness in the market.
With the development of society, enterprises are no longer simply a profitable economic organization. Enterprises have become the most prevalent form of social organization in modern society. Most people work in a company for life. People work in a company. Not only do they get the economic and material income they need for their survival and development, but they also realize the ideals and values of each person through their work in the company. Therefore, aorganization cannot be a machine that only produces products, and people cannot be appendages to corporate machines. This requires companies to continue to change, so that people can have a sense of belonging, sense of achievement and responsibility in the enterprise, so that everyone in the enterprise can truly live the value and significance of life (White & Bryson, 2013).
Because there is a high probability of downsizing next time, some recent employee forums may experience negative emotions. Corporate layoffs can have a complex psychological impact on employees. This kind of influence mainly comes from the lack of sense of security, the reduction of work enthusiasm and the change of mentality. In this atmosphere, employees are more likely to take negative measures such as wait-and-see, wait or find other outlets. The survey found that among the remaining employees after layoffs of the company, more than 40% of the employees had trouble with interpersonal relationships. Nearly 40% said that their family relationships were tense. Other symptoms included deterioration of temperament and decreased communication skills. , unable to complete work on time, increase sick leave time, etc.
A reasonable approach will not only win the understanding and respect of the departing employees, but will even allow these outstanding talents to return once again in the future. These measures mainly include clear corporate goals, improved organization process systems, and increased communication and collaboration measures.
References
1. Lim Ai Hong1, 2, &Kangaslahti, J 2017, 'Educational Leadership, Management And The Phenomenon Of Managerialism', Euromentor, 8, 2, Pp. 11-20, Education Source.
2. Söderhjelm, T, Björklund, C, Sandahl, C, &Bolander-Laksov, K 2018, 'Academic Leadership: Management Of Groups Or Leadership Of Teams? A Multiple-Case Study On Designing And Implementing A Team-Based Development Programme For Academic Leadership', Studies In Higher Education, 43, 2, Pp. 201-216, Education Source.
3. White, M, & Bryson, A 2013, 'Job Cuts, Job Guarantees And Unions*', Manchester School (1463-6786), 81, 6, Pp. 855-875, Business Source Premier.
4. Ost, B, Pan, W, & Webber, D 2018, 'The Impact Of Mass Layoffs On The Educational Investments Of Working College Students', Labour Economics, 51, Pp. 1-12, Business Source Premier.
5. Brockner, J, Greenberg, J, Brockner, A, Bortz, J, Davy, J, & Carter, C 2016, 'Layoffs, Equity Theory, And Work Performance: Further Evidence Of The Impact Of Survivor Guilt', Academy Of Management Journal, 29, 2, Pp. 373-384, Business Source Premier.
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