MBA Case Study范文-领导力发展案例研究。本文是一篇留学生MBA课程Case Study写作范文，通过案例给出的5个假设，对相关问题进行研究分析，并得出结论，下面就一起来看一下这篇Case Study写作范文，并学习Case Study怎么写。
This kind of leader just like Susan places heavy emphasis on task and job requirements, and less emphasis on people, except to the extent that people are tools for getting job done (Northouse 2017, p75). During Susan’s work, she likes to her staff have high efficiency and demonstrating strong organizational citizenship behavior.
这位领导者就像苏珊一样，非常重视任务和工作要求，而不太重视人，除非人是完成工作的工具。在苏珊的工作中，她喜欢她的员工有高效率和表现出强烈的组织公民行为。
Assumption2: Susan and in-group members have high-quality leader-member exchanges.假设2：Susan和群内成员进行了高质量的领导成员交流。
Mature partnership refers that high degree of reciprocity between leaders and followers (Northouse 2017, p143). In-group members are skilled in getting job done that cause General Manager trust Susan can get everything done. At the same time, members can gain more opportunities.
成熟的伙伴关系是指领导者和追随者之间的高度互惠。团队成员擅长完成工作，这让总经理相信Susan可以完成所有工作。与此同时，会员可以获得更多的机会。
Assumption3: Susan and out-group members are during stranger phase.假设3：苏珊和小组外的成员处于陌生人阶段。
During this phase leaders and followers relate to each other within prescribed organizational roles (Northouse 2017, p142). when out-group members have some mistakes or problems in work, Susan just asked the assistant managers to make a strict task criteria attached to solving the issues rather than talk to members who have some negative emotions.
在这一阶段，领导者和追随者在规定的组织角色内相互联系。当小组成员在工作中出现一些错误或问题时，苏珊只是要求助理经理制定一个严格的任务标准来解决问题，而不是与有一些负面情绪的成员交谈。
Assumption4: Susan is a Transactional leadership.假设4：苏珊是一个交易型领导。
This kind of leader is in the best interest of followers for them to do what the leader wants instead of focus on followers need and their personal development. Susan likes to train her staff to be more efficient and task-focused, and also doesn’t suffer fools lightly. It’s means she doesn’t have patience to help some staff to develop their capacity.
这种领导者最符合追随者的利益，让他们做领导者想做的事，而不是关注追随者的需求和个人发展。苏珊喜欢训练她的员工更加高效和专注于任务，也不会轻易上当受骗。这意味着她没有耐心帮助一些员工发展他们的能力。
Assumption5: If Susan want to her staff getting better she needs to change her leadership to Transformational Leadership.假设5：如果苏珊想让她的员工变得更好，她需要将她的领导力转变为变革领导力。
Transformational leadership produces greater effects than transactional leadership. Whereas transactional leadership results in expects outcomes, transformational leadership results in performance that goes well beyond what is expected (Northouse 2017, p142).
转变型领导比交易型领导产生更大的影响。交易型领导导致预期结果，而转型型领导导致的绩效远远超出预期。
Question1 问题1
In this case study, there are two kind of relationship between Susan and her staff.在这种情况下，苏珊和她的员工之间有两种关系。
Susan is known as a heavy emphasis on task and efficiency. Under her leadership, she likes to see staff who shows highly organizational citizenship behaviors(OCBs). Because of that, a part of her staff who adapts to her style or willingness to get the job done form an in-group. In the Leader-Member Exchange (LMX) Theory of Leadership, followers who are interested in negotiating with the leader what they are willing to do for the group can become a part of the in-group. In the meantime, leaders prefer to provide more information, opportunity, right to followers (Northouse 2017, p139). This is due to LMX makes the concept of the dyadic relationship the centerpiece of the leadership process (Northouse 2017, p146). It is focus on both leaders’ and followers’ perspective. In this way, followers also pay more attention, show more trust, provide more support to their leaders. As mentioned earlier, this kind of bi-directional theory will train a virtuous cycle. In other words, it will foster high-quality leader-member exchanges. Graen and Uhl-Bien (1991) suggested that leadership making develops progressively over time in three phases: (1) the stranger phase, (2) the acquaintance phase, and (3) the mature partnership phase. In Susan’s case, she and her in-group members are in the phases 3, the
