以下是高顿网校小编为学员整理的：p3商务分析，供学员参考。
 
　　LEADERSHIP
　　Leadership can be defined as the process by which an individual influences others. Within organisations it is to be hoped that leaders have both power (the ability to influence) and authority (the right to influence). One without the other is never satisfactory.
　　Power can arise from the following sources:
　　· Rational-legal. A manager exerts power because of the title ‘manager’ and subordinates are supposed to carry out lawful instructions.
　　· Charismatic. Where the person has great charm and force or personality
　　· Reward power. Where the promise of pay increases or promotion are used.
　　· Knowledge. Where withholding and releasing knowledge selectively exerts power.
　　· Coercion. Through physical power. This is rarely seen in civilised organisations.
　　Authority arises from a person’s position in an organisational hierarchy, authority limits and the operation of the law.
　　Early theories of leadership were known as ‘trait theories’ and these suggested that all good leaders were born with certain identifiable traits that were the ‘golden rules’ of
　　good leadership. This was bad news for those whose genetic endowment lacked those traits. More modern theories, while recognising that there tend to be traits or styles of *, maintain that many of these styles can be taught. For example, research tends to suggest that successful leaders exhibit: honesty, the ability to inspire, competence, intelligence and the ability to look forward.
　　Style theories therefore open up the possibility that training, learning and development can create good (or at least better) managers.
　　Although few would argue that the styles listed above are not desirable in a leader, the list still leaves many unanswered questions such as should the leader be:
　　· Autocratic or participative?
　　· Empathetic or distant?
　　· Strict or relaxed?
　　· Reliant on sanction or reward?
　　Modern thinking about leadership suggests a contingent approach: there are no golden rules that will fit every situation and how to lead and manage is contingent on (depends on) the situation. One of the most accessible approaches to contingency theory is Handy’s Best Fit Theory.
　　Here, leaders, subordinate and the task are ranked in a continuum from tight to flexible.
　　All works well if the three elements line up: a strict boss, telling passive subordinates to get on with their repetitive tasks. However, once there is a mismatch somewhere, things go wrong. For example, an authoritarian manager in charge of talented, intelligent, well-qualified people who are told to carry out dull repetitive tasks will not work well.
　　In the short-term, the leader must attempt to adjust his or her style, but a permanent solution needs more than that, and will certainly involve job redesign.
 
　　高顿网校小编寄语：人生终有许多选择。每一步都要慎重。但是一次选择不能决定一切。不要犹豫，作出选择就不要后悔。只要我们能不屈不挠地奋斗，胜利就在前方。

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