دانلود رایگان مقاله لاتین تحریک عملکرد و زیان رهبران از سایت الزویر
عنوان فارسی مقاله:
تصویر این است: چگونه زبان رهبران، عملکرد را تحریک می کند
عنوان انگلیسی مقاله:
Picture this: How the language of leaders drives performance
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بخشی از مقاله انگلیسی:
Purpose is fundamental to organization. Though scholars have offered a variety of definitions, and these definitions Organizational Dynamics (2016) 45, 139—146 § This article was accepted by the former editors, Fred Luthans and John Slocum. Available online at www.sciencedirect.com ScienceDirect j ournal home page: www.elsevier.com/locate/orgdy n http://dx.doi.org/10.1016/j.orgdyn.2016.02.008 0090-2616/# 2016 Elsevier Inc. All rights reserved. differ somewhat across fields, an organization is generally thought of by its purpose (i.e., goals, objectives, common interests). Nevertheless, the clarity of that purpose and the effectiveness of the associated organizing are not foregone conclusions in organizational life. Indeed, organizations vary substantially in the degree to which they are infused with purpose. We have observed in our own work, in fact, that the creation, maintenance and adaptation of purpose may be one of the most central challenges faced by leaders today. Still, we have long associated purpose with effective leadership, describing the latter as ‘‘the management of meaning,’’ or as a social influence process primarily concerned with ‘‘meaning-making.’’ Unfortunately, creating such purpose–—that is, creating a shared sense of purpose among organizational members, which is key to translating purpose into performance–—seems to have taken a back seat in the modern study and practice of leadership and management in organizations. Observers have offered at least two related reasons for this decline. First, modern firms (and to some extent those who study them) have become excessively concerned with economic performance. Such an observation can hardly be surprising, given the rise of the modern bureaucratic organization and, perhaps more importantly, the dominance of the market economy. Of course, economic performance is important. But the reality is such that all other meanings and purposes have been subsumed under narrowly defined objectives patterned around stock market cycles and the pursuit of profits. Consequently, the only ‘‘meaning’’ that often matters is the bottom line. Lost in the shuffle, however, is the very real possibility that meaning-making, broadly construed, may not only be compatible with economic performance but perhaps even generative of it. Second, strategic management has largely become a quantitative, analytical exercise. The role of self-reflection, introspection, personal yearning for something ‘‘more’’–— i.e., the ‘‘softer’’ side of decision-making–—seems to have faded from view. This is reflected in what has been described as an excessive focus on market positioning and, in more egregious (sometimes illegal) cases, financial engineering. Rigorous industry and market analysis have become the dominant tools in the strategist’s toolkit; they are the primary means for identifying and pursuing sustainable competitive positions. While such approaches can clearly add value, such value may come at a cost.
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کلمات کلیدی:
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