usan also using passive corrective criticism during her work. She gives employee a poor performance evaluation without ever talking with them about their prior work performance. Then she uses more negative reinforcement patterns to forcing staff depressive emotions and improving the efficiency. Meanwhile her method is quite similar with some part of Pseudotransformational leadership, which refers to leaders who are self-consumed, exploitive, and power oriented, with warped moral values. (Northouse 2017, p163) In brief, Susan always focus on her own goal instead of listens carefully to the needs of staff. She does not like her staff have different idea with her and would not give her subordinates more time to find a unique way to solve problems. For example: Ben and his group.
苏珊的领导风格很符合交易型领导。在这种领导中有两个因素：应急奖励和例外管理。应急奖励是领导者和追随者之间的交换过程，追随者的努力被交换为特定的奖励。在Susan的案例中，员工通过提高效率获得更多机会或受到总经理的赞赏。例外情况下的管理——领导包括纠正性批评、负面反馈和负面强化。苏珊在工作中也使用了被动的纠正性批评。她给员工的绩效评价很差，但从未与他们谈论过他们之前的工作表现。然后，她使用更多的负面强化模式来强迫员工产生抑郁情绪，并提高效率。同时，她的方法与伪转型领导的某些部分非常相似，伪转型领导指的是自我消耗、剥削和权力导向的领导人，他们的道德价值观扭曲。简言之，苏珊总是专注于自己的目标，而不是认真倾听员工的需求。她不喜欢她的员工对她有不同的想法，也不会给下属更多的时间来寻找解决问题的独特方法。例如：本和他的团队。
If Susan want to change her leadership to transformational leadership, she has to following the four components of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. (Northouse2017, p167) At first, individualized consideration, Susan needs to help her staff to achieve their true potential by considering their unique needs and desires. She should to find out why out-group members have negative emotions. she also can create a learning environment to solve the problems both in work and in emotions. Thus , it will help growth development. After that, be a charisma leader, using Idealized influence and inspirational motivation. Image of an attractive, realistic, and believable future to her staff, articulating a direction and then consistently implementing the direction even though the vision may have involved a high degree of uncertainty. (Northouse 2017, p173) In addition, instead of criticism show more benevolence and patience to staff and also need to expression high expectation to them. In this way Susan will be admired, trusted and respected by their followers. In the end, intellectual stimulation which means leaders challenge their followers to question long-held assumptions and approach old situations in novel ways, stimulating them to be more innovative and creative. （Anderson& Sun 2015）Ben already showed a kind of tendency that he want to solved the problem in a more creative way, but Susan was really hurried to the result. Maybe she should give him more time to done this on his own way. Follow these steps transformational approach can be implemented. But when Susan Implement this method she also need to be cautious to negative impacts of transformational leadership. Such as followers may have the tendency to free-ride on the transformation leaders social networks to conserve resources so they will perhaps be less likely to develop their own social networks（Anderson& Sun 2015）or followers will think leaders not be harsh if they slack on performance.(Ng&Chua 2016)
如果苏珊想将她的领导力转变为变革型领导力，她必须遵循变革型领导的四个组成部分：理想化的影响力、鼓舞人心的动机、智力刺激和个性化的考虑。首先，在个性化考虑方面，Susan需要通过考虑员工的独特需求和欲望来帮助他们实现真正的潜力。她应该找出小组成员为什么会有负面情绪。她还可以创造一个学习环境来解决工作和情感方面的问题。因此，它将有助于增长发展。之后，用理想化的影响力和鼓舞人心的动力，做一个有魅力的领导者。对她的员工来说，这是一个有吸引力、现实和可信的未来，明确了一个方向，然后始终如一地执行这个方向，尽管这个愿景可能涉及高度的不确定性。此外，与其批评，不如对员工表现出更多的善意和耐心，也需要对他们表达高度的期望。这样苏珊就会受到他们追随者的钦佩、信任和尊敬。最终，智力刺激意味着领导者挑战追随者，让他们质疑长期以来的假设，并以新颖的方式处理旧情况，激励他们更具创新性和创造性。2015年，本已经表现出了一种倾向，他想以更具创造性的方式解决问题，但苏珊真的很匆忙。也许她应该给他更多的时间，让他自己做这件事。按照这些步骤，可以实施转型方法。但当苏珊采用这种方法时，她也需要谨慎对待转型领导的负面影响。这些追随者可能倾向于搭上转型领导者的社交网络，以节省资源，因此他们不太可能发展自己的社交网络。
Question4:问题4
Unlike many of leadership theories, authentic leadership is still in the formative phase of development. Formulations about authentic l
