CAJ | 학술논문

简要梳理了英语世界针对领导的“反思一批判性”研究，结合现实经验和理论思考，提出一个由“文化、社会化、组织情境和互动”4个维度构成的中国本土领导分析框架，并围绕“领导与组织成员的互动”归纳了4种领导类型。一方面，“机会型领导”和“幻觉型领导”是有效解释中国组织领导现象的关键构念；另一方面，期望中国本土的领导研究更多从“社会干预”的角度，积极反思文化资源、社会化过程及组织互动，唤醒领导者、组织成员个体的“责任意识”，以规避并扼制“机会型领导、幻觉型领导”在社会组织实践中泛滥。
간요소리료영어세계침대령도적“반사일비판성”연구，결합현실경험화이론사고，제출일개유“문화、사회화、조직정경화호동”4개유도구성적중국본토령도분석광가，병위요“령도여조직성원적호동”귀납료4충령도류형。일방면，“궤회형령도”화“환각형령도”시유효해석중국조직령도현상적관건구념；령일방면，기망중국본토적령도연구경다종“사회간예”적각도，적겁반사문화자원、사회화과정급조직호동，환성령도자、조직성원개체적“책임의식”，이규피병액제“궤회형령도、환각형령도”재사회조직실천중범람。
Drawing on the life experience, our theoretical perspective and the critical observation on leadership in English papers, this paper builds a four-dimension-framework to reinterpret Chinese leadership, which includes culture, socialization, organizational context and interactive perspectives. The author identifies four types of leadership by focusing on the leader-followers~ interaction in the framework, and find that opportunistic leadership （OL） and illusionary leadership （IL） are two key constructs to explain how Chinese leader to lead in real world. The author claims that the research on indigenous leadership should be involved more in changing the world instead of phenomena reflection alone. Only if there were more critical and reflective outside/inside organization that shape the leadership thinking on culture, follower, we would have chance to avoid and to inhibit cial life. particularly, waki abuse of OL, IL socialization and interaction ng up of personal duty as a in our organizational and so-