members of a larger group. Transformational leaders do
this by modeling collective commitment (e.g., through
self-sacri ce and the use of “we” rather than “I”),
emphasizing the similarity of group members, and
reinforcing collective goals, shared values, and common
interests.
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In other words, transformational leaders understand (at least
implicitly) that human beings have a dual nature. They set up
organizations that engage, to some degree, the higher level of that
nature. Good leaders create good followers, but followership in a
hivish organization is better described as membership.
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