The Psychology of Leadership Hygeia Design（领导的心理健康女神设计）.pdfVIP

The Psychology of Leadership by © June Kaminski, MSN PhD(c) Introduction The observation of the psycho ogica makeup of eaders has taken p ace within organizations and groups of a kinds for severa decades. What was considered a psycho ogica y adapted eader at the turn of the twentieth century is now considered rigid, patriarcha , and unnecessari y oppressive. Different mode s of psycho ogica attributes and characteristics have evo ved just as the practice of eadership has evo ved. Yet, despite the varying components of each mode , from the ear y days of domination-submission configurations to a charismatic hero - attached fo ower to the empowering servant- eader mind-set, eaders have been assessed as psycho ogica y distinct from the rest of the human popu ation. “Empirica approaches to eadership can be divided into three historica periods : the trait period, from the beginning of the 20th century to Wor d War II, the behaviora period, from the onset of Wor d War II to the 1960s, and the contingency period, from the ate 1960s to the present,” (Pratch Jacobowitz, 1997, p. 1). Neither trait nor behaviora theories offered a so id enough foundation for understanding the psycho ogica c imate of successfu eaders. Contingency theories came c oser, in that they qua ified that certain eadership sty es, behaviors, and perceptions were appropriate in different contexts. Now, c ose to the twenty-first century, cognitive theories of eadership psycho ogy have expanded on this. The cognitive revo ution in psycho ogy has profound y shaped modern eadership theories. These theories emphasize the ro e of cognitive mediation in inf uencing the contingencies that regu ate re ations between eaders and fo owers. “It is he d that what individua s conscious y experience and the ways in which they experience it are subject to the bias of tacit be iefs and assumpt