第二十三章 指尖如酒 (2/2)

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ntandlackconcentrationonschoolwork.Onthecontrary，studentswhoaredisadvantagedintermsofintelligencemayfaceparticularchallengeandgetfrustrationfeelingwithoutspecifichelp.Ahigh-qualifiedleadershouldmakesurethestaffunderstandandareabletocaterforthedifferentneedsoftwoextremestudents.

    Later，onthebasisofIQ，atermcalledEQwasdeveloped.Itreferstopeople’semotionalintelligence.BeingaGreatLeaderRequiresEmotionalIntelligence.

    ◆HumanCapital

    Humanresourcesarepreciousassetsofaninstitution.Itseemshardtopredicthumancapitalsometimes，becausehumanbeingsarechangeable，easytobeaffectedbymanyexternalorinternalfactors.However，usingsomespecificpsychologicalprinciplesconcerninghumanresources，canfacilitatetheprincipletotrain，motivate，andevaluatethestaff.

    Employmentcanbedifficult，andanyerrormayturntobetroublesomeandcostly.Thesubsequentprocessisnoteasier.Thatiswhythehumanresourcesmanagementhasbecomeacriticalelementtooperateasuccessfulschool.Humanresourcesadministratorsmustworknotonlytorecruittheproperstaff，butalsopromoteaschool’senvironment.

    ◆LearningOrganization

    Stayingcompetitiveintoday’seconomyisessentialtoanyorganization.Schoolorganizationsalsomustbenimbleandagiletosurvive.Thatrequiresdevelopingincreasedabilitytosense，evenpredict，theproblemsposedbytheirenvironmentsandinventsolutionstothem.Thisispartoftheconceptofthelearningorganization:anorganization，learnstonimblyadapttounfoldingchangesintheenvironment.Itisalsocalledorganizationdevelopment.

    Inalearningorganization，theworkerscontinuallyenhancetheircapabilitiestocreatewhattheywanttocreate.Organizationsarespendingmoretimeandfeetoinsuretheemployeesupdatedtothestate-of-artknowledge，thankstothequickdevelopmentoftechnology.Itisreasonabletopredictthatinthefuture，continuouslearningcapacitywouldbecrucialtorecruit.Thejobseekermayhardlytobehiredwithoutpresentingexcellentlearningability.

    ◆ContingencyView

    Thecontingencyviewholdsthatthereisnoonebestwayofmanagingunderallconditions，butthatthereareoptimalwaysofmanagingconflictundercertainconditions.Therearesituational-contingentfactorsthataffectaleader＇sabilitytolead.Theeffectivenessofworkersdependsonhowgoodamatchexistsbetweentheleadershipstyleoftheleaderandthedemandsofthesituation.

    Theleaders，whocanactuallyexertcontroloverthestaff，excellentlygettaskinvolved，andsuccessfullyacceptedbythesubordinates，aremorelikelytoleadtheschoolintoabrightfuture.Theprinciplewhoholdsacontingencyview，maygivedifferentinductionstodifferentnewteachers，accordingtotheirdiversepersonalities.

    ◆Likert’sfoursystems

    System1:exploitive-authoritative(orpunitive-authoritarian)，theleaderhasalowconcernforpeopleandusessuchmethodsasthreatsandotherfear-basedmethodstoachieveconformance.;System2:benevolent-authoritative(orpaternalistic-authoritarian)，theresponsibilityliesatthemanageriallevelsbutnotatthelowerlevelsoftheorganizationalhierarchy;System3:consultativesystem，thesuperiorhassubstantialbutnotcomplete，trustandconfidenceinhissubordinates;4:theparticipative(orgroupinteractive)modelofanorganizationalsystem，superiorshavecompleteconfidenceintheirsubordinates，andmotivationisbyeconomicrewardsbasedongoalswhichhavebeensetinparticipation.

    Lowerthenumber，thesystemismorelikelytobeoperatedbasedontheoryX.Higherthenumberis，thesystemismorelikelytobeoperatedbasedontheoryY.

    Theleaderinexploitive-authoritativeconcernlittleforpeople，andpreferstousefear-basedmethodssuchasthreatstoachieveconformance.Thismanagementmethodcanbeeffective.However，itcanalsostiflepeople’screativity，whichisthemostpreciousvalueofhumancapital.Ipredictinfuture，themostsuccessfulschools’leadersshouldpreferparticipativestyle，ratherthanopposite.