critical thinking包含的三个要素：

Arguments｜论证

conclusion｜结论

persuasion｜说服

Arguments｜论证

必须具有分析性、可靠性和说服力。任何的argue都需要基于一个可靠真实的前提，否则，则结论是无效的。

e.g.

前提说明1：I am a student

前提说明2：All students like English

基于以上两个前提，得出来的结论：Therefore, I like English。

我们可以通过上述例子看到什么是无效的或错误的结论。因为尽管前提说明1是正确的，但是2是错误的，并不是所有的学生都喜欢英语。因为其中的一个前提是错误的，所以导致最终得出来的结论也是错误的。

此外，还要注意的是，实际上并不是所有的前提之间都会有一个清晰的逻辑关系，比如：a=b; b=c; so a=c。所以在这种情况下就需要我们进行推断，尽可能的给出一个有说服力的结论

Jones (2004) argues that the key ability of a transformationa! leader is the ability toempower others, while Fea (2001) maintains that their key strength is to increase feelingsof self-worth and capability in their team members. On reflection, my own experience oftransformational leadership appeared to be based principally on being persuaded, by thesheer force of personality of the individual, that I had the potential to contribute andachieve. lt seemed to me that it was their apparent faith in me and their power ofpersuasion that enabled me to become an effective team member.

This requirement for charisma in transformational leadership, therefore, may indeed bebased on individual personality factors that enable others to feel good about themselvesand their achievements. There is some evidence that this is the case. Jones (2003), forexample, argues that transformationa! leaders are born and cannot be made. Reaisara(2003) also maintains common key personality traits can be identified in effectivetransformational leaders, which have probably been present since childhood. lt seems.therefore, that the key requirement of the NHS Plan (2002) for the training oftransformational leaders is not as straightforward as they first envisioned, as the availableliterature suggests that these leaders are born, rather than made.

The piece of writing below is taken from an essay on leadership:Brown (2005) maintains that leadership is an essential quality in nursing. This isconfirmed by the recent requirements of the NHS Plan (DOH, 2002). This Plan hasemphasized the importance of introducing the transformational model of leadershipSmith (2001) explains that this is a leadership which involves the use of charismaand interpersonal skills to enable achievement. Jones (2004) argues that the keycharacteristic of transformational leadership is empowering others to achieve. In myown experience, a leader with transformational qualities can make any teammember feel that they have a useful part to play in the organization. This isconfirmed by Fea (2001) who argues that transformational leadership increasesfeelings of self-worth and capability in their team members

A review of the available literature provides a wealth of examples of authors advocatingleadership as an essential quality in nursing. For example, Shackleton (1950) emphasisesthat nursing needs strong leadership and recommends a strong transactional approach oreward and punishment to get results andpromote teamwork.However, more recently.authors have moved towards the concept of charismatic and transformational leadership(Smith, 2001; Jones, 2004). These qualities are also an integral part of the newrecommendations in the NHS PIan (DOH 2002).

Charisma appears to be a complex phenomenon to define. Davidzhar (1991) suageststhat it is an aspect of personality which makes the individual irresistible to others, in termsof their ability to persuade and empother authors.such asHoweverRomano (1996) and Harvev (2000) highliaht the intanaible nature of charisma andemphasise the frustrating point that individuals know charisma if they see it, but find itdifficult to define.

It appears problematic, therefore, to identifyexactlv how charisma can become anintegral part of developing transformationaleadership in nursing. if it is a quality which,initself, is difficult to define. For example,Smith (2001)maintains that transformationaleadershio uses a combination of charisma and interpersonal skills to enable achievementHowever, identifying potential transformationalleaders mav be a difficulty if the pre-requisite for identifying charismatic individuals is an integral part of this selection process.

Jones (2004) arques that the kev ability of a transformational leader is the ability toempower others.strength is to increase feelingsof self-worth andeam mempers.On reflection, my own experience oftransformational leadership appeared to be based principally on being persuaded, by thesheerforce ofpersonalitvthe individual, that l had the potential to contribute andachieve. lt seemed to me that it was their apparent faith in me and their power ofpersuasion that enabled me to becomean effective team member

This requirement for charismaeadership therefore.mav indeed bebased onindividualpersonalitvothers to feelaood about themselvestactorethatenanethat thisis the case.and their achievementsJones(2003),forexample.are born and cannot be made. RegisaraarouesTnartransrormnarona2003) also maintainspersonalitv traits can be identified in effectivecomnmnortransformational leaders,whichhave probablybeen present since childhood.it seemstherefore. that the kev requirement of the NHS Plan (2002) for the training of is not as straightforward as they first envisioned, as the availabletransformationalleadersliterature suggests that these leaders are born, rather than made.

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