发布时间：2024-04-20 12:31:53
大家好！关于达格利什什么水平的认知可能还不够全面，但是没关系，今天我将为大家介绍一系列达格利什什么水平的概念及其应用，希望可以拓宽大家的知识视野。
1981年， 45岁的杰克韦尔奇成为第八和年轻的ceo的通用电气公司的历史。 during his 20 years at the helm, welch transformed the company from an aging industrial manufacturer into one of the world's most competitive organisations, by building more shareholder wealth than any corporate chief in history.在他20年的领导下，韦尔奇改变该公司老化的工业产品制造商之一的世界上最具竞争力的组织，通过建立更多的股东财富比任何公司首席的历史。 time and again he reinvented the company, and time and again, his employees went along with it (krames, 2002).他一次又一次地改造了公司，并一次又一次地，他的员工一起去它（ krames ， 2002年） 。
the paradigm of transformational leadership is useful in analysing how he was able to accomplish this (dubrin, dalglish & miller, 2006).范式的变革型领导是有益的，在分析他是如何能够做到这一点（ dubrin ，达格利什和米勒， 2006年） 。 it is also useful in identifying the personal characteristics, the leader and follower values and the situational factors that contributed to his success.同时，它也是在确定个人特点的领导者和追随者的价值观念和情境因素，有助于他的成功。
this paper will analyse welch's leadership of ge using the framework of transformational leadership.本文将分析韦尔奇领导通用电气公司使用的框架内，变革型领导。 conclusions will be drawn regarding welch's leader behaviour and effectiveness, taking into account the situation, the nature of the followers, welch's values and the international and cultural context.结论将提请有关韦尔奇的领导者行为和有效性，同时考虑到这种情况，性质的追随者，韦尔奇的价值观和国际和文化背景。
jack welch杰克韦尔奇
welch performed a number of leadership roles that contributed to his achievements as ceo.韦尔奇进行了一些领导角色，有助于他的成就担任首席执行官。 gardner (1989, as cited in dalglish & evans, 2005 ) identifies nine main tasks of leadership: envisioning goals, affirming values, motivating, managing, achieving workable unity, explaining, serving as a symbol, representing the group and renewing.加德纳（ 1989年，中引述利什和埃文斯， 2005年）确定了九个主要任务领导：设想的目标，申明的价值观，激励，管理，实现可行的统一，解释，作为一个象征，代表小组和更新。
when welch took over at ge, corporate america revered large bureaucracies as critical for close monitoring of personnel and it had placed great faith in a command-and-control management system (slater, 2003).当韦尔奇接管通用电气，美国企业崇敬大官僚的关键密切监测人员和它寄予很大的信心，命令和控制管理系统（斯莱特， 2003年） 。 although ge was regarded by many as a model organisation, welch recognised that new global competition and poor economic conditions had changed the game.虽然通用电气是许多人认为，作为一种模式的机构，韦尔奇认识到，新的全球竞争和落后的经济条件已经改变了比赛。 he set about transforming and reinventing the company from top to bottom, with a goal to make ge “the world's most competitive enterprise”...他着手改造和重塑该公司从上到下，同一个目标，使通用电气公司“世界上最具竞争力的企业”
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