领导力刍义

近来,领导力问题备受关注.这是因为在现行的组织中有太多的领导指挥下属往往依赖的是职权.因为有权位的就有许多操控工具,如在军队里,长官可以使用官阶叫人顺从;在商界、政界,上司可以运用薪水、福利与津贴来治理员工.     

Understanding Leadership Through Leadership Understandings

In 1992, Margaret Wheatley urged leadership scholars to search for “new ways of understanding” (Wheatley, 1992/2006, p. 160). The search, with some exception, has stalled. Leadership studies remains mired in a philosophical understanding grounded in positivism. Within the current paper, an exploration of how an understanding is informed by its core philosophical assumptions is presented. An alternative framing for understandings is explored through the reconstruction of these same core philosophical assumptions. The benefits of dwelling within the alternative framing are sketched.     

中国情境下伦理型领导对领导有效性影响研究

伦理型领导对领导有效性的研究是领导学研究的重点和热点之一。但是,现有研究很少涉及伦理型领导在中国情境下的适用性。本文以中国企业为对象,运用相关统计与分析方法对随机抽样获得的问卷调查数据进行研究,试图探索出中国情境下实施伦理型领导的可行性和必要性,以及应该注意的问题。     

Leadership in the Context of Corporate Entrepreneurship

Established companies rely on innovation to maintain their competitiveness in the rapidly changing economic environment. These companies must perpetually develop new products and services, and create new businesses and new business models. To do so, entrepreneurial leaders within established companies need to understand and align their projects with the corporate vision and business goals. The entrepreneurial leaders must also lead by influence to obtain necessary resources to fulfill these goals. Creating an environment that encourages innovation and engenders trust is necessary for the success of entrepreneurial leaders. Skills relating to perspective taking and influence as well as the need for agility are also crucial.     

平台型领导:一种新的领导类型

本文以人本主义为思想基础,强调对下属的尊重和完整系统的认识,提出了平台型领导的概念.首先,文章从理论与实践结合的基础上论述平台型领导的内涵,即强调事业发展、把事业的平台做大、为自己和下属提供更广阔的事业空间、搭建更大的展示才华的平台,进而提出了平台型领导的四项主要内容:关注领导者和下属的成长、打造并不断扩大事业平台、塑造相互促进的互动关系和互动过程的动态优化.最后,本文将平台型领导与现有领导研究中的几个重要领导类型进行对比分析,明确了这一领导类型的独特性.     

经理人的领导力

评价和衡量一个经理人是否符合其角色要求的标准,可以有方方面面.比如说:专业知识、学历背景等.然而,对承担着团队管理责任的经理人而言,最为重要的核心能力,应该是领导力.因为,管理是通过团队成员的分工协作,实现其目标的过程.而管理者的作用体现,就是在现有资源的情况下,通过指导和协调,使他们的作用和价值实现最大化.……     

变革型领导和交易型领导理论研究综述

领导方式对企业管理具有重要影响。变革型领导与交易型领导不同的内在维度导致二者在员工工作绩效、员工满意度、组织承诺、组织变革与创新等方面有着不同的作用。多数学者认为变革型领导在各方面较交易型领导都更为优秀,然而部分学者却证明领导方式与企业组织文化的匹配性才是决定组织管理成功与否的重要因素。摒弃对交易型领导的偏见,选择适合的领导方式对企业的发展具有重要的现实意义。     

I Don't Need Leadership: An Exploration of the Societal Discourse of Leadership

Even with a myriad of definitions of leadership, we still know little about the discourse of leadership in which those of us without formal leadership education and development are embedded. Through a discourse analysis of interviews with a broad cross‐section of 12 “followers,” the current study begins exploring the idea of a societal discourse of leadership and how that discourse complements and conflicts with the academic and workplace discourses. Analysis shows that although individuals define leadership in a similar fashion to the academic discourse, they identify heroic figures as leaders, and they neither look for, nor feel they need, leadership in their own lives.     

领导力发展失败的解决之道

每一个企业几乎每年都有培训预算,然而,企业将时间与金钱投资在人员培训与发展,尤其是领导力发展上,其效益到底在哪里?随着在推动领导力的进程中遭遇失败案例的不断出现,我们或许应该找到企业推动领导力发展失败的真正原因以及解决方法。     

提升非权力领导力的途径探讨

非权力领导力是企业领导提高管理效能的重要基础,论文在介绍非权力领导力内涵的基础上,从品格、形象、自尊、胸襟、知识、关爱六个方面来探讨非权力领导力的获取。     

领导作用与企业发展--北京吉普汽车公司运营管理模式评介

什么是领导作用，领导作用与企业发展的关系如何，在企业中如何成功地发挥领导作用，这些围绕领导作用与企业发展的话题乃是当今企业界关注的热点。本文从领导科学与企业管理相结合的角度，通过北京吉普(BJC)多年的运营和管理实践，对此问题予以初步探讨。     

锻造现代领导力

“一只羊领导的一群狼,敌不过一只狼领导的一群羊。”锻造领导力是在充满竞争和变革的世界中获得生存和发展的根本保证。管理学奠基人彼得·德鲁克在其早期著作《申有成效的管理者》中明确指出,没有天生的领导者,领导力应该是学来的,而且也是可以学到的。领导力是通过领导者与成员凝聚在一起并完成组织使命的能力。     

变革型领导从何而来?变革型领导的形成机理

当今,“变革”成为组织应对金融危机、提高生存能力的重要路径.然而,组织变革不仅需要优化生产方式、组织结构和规章制度,还有赖于领导者思想的转变.在这种背景下,变革型领导正逐渐成为时代所呼唤的领导方式,并被大量研究证实能够提升下属和组织的福祉.为了更好地预测、选拔和提升变革型领导,有必要探索变革型领导的形成机理.文章基于个体与环境两条线索,从心理特质、社会认知、情绪情感、自我决定、资源保存、社会学习、人与组织匹配七个理论视角陈述了变革型领导的前因机制,并在此基础上归纳出一个整合模型.通过这项工作,希望能够为国内学者打开变革型领导的前因黑箱,并为组织如何预测、选拔和培养变革型领导提供理论指导.     

Leadership in Temporary Organizations: A Review of Leadership Theories and a Research Agenda

Projects and other temporary forms of organizing are different from standard organizational processes. As most leadership theories are based on the assumption of stable organizational environments, the increase in temporary forms of organizing poses specific challenges to leadership theories. We evaluate existing leadership theories in terms of their applicability on temporary environments and identify theories, which are adaptable to temporary settings and therefore may be the basis for empirical investigations in this field. On this basis we derive a research agenda by proposing individual leadership theories and combinations of different leadership approaches to be further assessed in research.