在本篇新西兰大学论文代写-变革型领导理论中，变革型领导理论从领导者那里获得控制轨迹，并在追随者中传播。这种转变将领导研究的重点转移到领导者与组织和追随者之间的关系上。人际关系和人际网络成为领导者角色的关键。这种领导角色的提升在基于层次结构的组织中，在生产点和领导之间留下了一些差距(Hall et al.， 2009)。为了填补这一空白，经理的角色开始出现。管理者还应发挥激励、控制生产力、规划、监督和延续生产力管理工业理念的作用。随着组织管理者角色的创建，领导者从他们的日常工作中解放出来，他们有时间集中注意力来理解追随者和利益相关者之间的关系。组织之间的网络，迅速成为竞争优势所在和个人领导重视的技能。接下来有关新西兰大学论文代写-变革型领导理论的内容分享给大家阅读。
This leader role elevation left some gap between the production point and leader in the organizations based on hierarchy (Hall et al., 2009). For filling this gap, the manager’s role started to come forward. Managers further were expected to take the role of motivating, controlling productivity, planning and supervising and perpetuating the productivity management industrial idea. With the organization’s manager role creation, leaders were free from their daily works and they had time to focus their attention to understand the relationship between followers and stakeholders. Networks between organizations, in a fast manner became the competitive advantage locus and an individual leader valued skill.
The theories of transformational leadership took the control locus from leaders and spread across the followers. This transition shifted the leadership research focus to the leader’s relationships, which they had with their organizations and followers (Gardner, 2006). Relationships and networking become the key focus of the role of leaders.
Essential research has been developed over the influence of transaction and transformation styles of leadership over quality, innovativeness and cost of organizations. In accordance to Gowan et al., (2006), it was found that leadership of transformation nature when in conjunction with management of quality, led towards improving any organizations knowledge acquisition process (Hatchuel et al., 2010). According to Saint et al., (2000), leaders in all industries across the nation were studied and it was analysed that those with more behaviours of transformation resulted in cultivating cultures having low hospital acquired rates of infection incidences (Hofstede, 2003). Leadership of transformation was found to have preference and commonly to have much positive influence with regard to satisfaction of staff, retention of employees, implementation of innovation and success of organizations. Such studies further conceptualized leaders as individuals and it was demonstrated that the key transformation leader responsibility remained in motivating staff members. This was leadership based hierarchical approach.
The leadership theories progression demonstrated the evolution of the leader’s roles from command and controls to follower’s transformation, to networks and relationships. This theory progression further moves from simplified to complicated ideas with regard to what leads towards influencing leadership.