认清形势，突出重点，切实加强四川高校领导班子思想政治建设

在实施科教兴国和人才强国战略的历史背号下，在全国高等教育进行管理体制和结构布局战略性大调整的重要时期，我省高等教育实现了连续多年的超常规、跨越式发展。但与此同时，我省高校领导班子和领导干部的整体理论素质，尤其是思想政治素质有待进一步提高；高校领导班子驾驭全局。科学决策和解决重大问题的能力尚需进一步培养；高校领导班子民主集中制和党委领导下的校长负责制需进一步完善；高校领导班子的党风廉政建设需进一步加强。对此。我们认为，必须深刻认识高等教育的发展趋势和面临的巨大挑战，以提高领导现代大学的能力为重点，切实加强我省高校领导班子思想政治建设。进一步推动我省高等教育事业全面、协调、可持续地向前发展。     

Developing a Leadership-Rich Culture: The Missing Link to Creating a Market-Focused Organization

Much has been written about the need for organizations to be more market-focused. Authors have addressed a myriad of constructs which promote the realization of the marketing concept. This article examines leadership and its development in the context of creating a market-focused organization. It links the areas of leadership development, leadership skills, and internal customer culture to the strategy development process. The emphasis in a leadership-rich culture is on the relationships between leaders, followers, and customers. This idea parallels existing thought in the relationship marketing literature touting the benefits of relationships in buyer-seller partnerships and network structures. In addition, this article offers a leadership deployment process to create a market-focused organization from top to bottom.     

基于链式中介效应的真实型领导对员工创新行为影响研究

基于社会认知理论和价值观理论,考察了真实型领导对员工创新行为的复杂影响机制。以374份企业员工数据为样本,通过层级回归分析和Bootstrap方法进行假设检验,研究结果表明：真实型领导对员工创新行为具有显著正向影响;不确定性规避和创新自我效能感在真实型领导与员工创新行为之间分别发挥部分中介作用,而且发挥了链式中介作用,即真实型领导通过降低不确定性规避程度影响员工的创新自我效能感,进而鼓励了员工的创新。     

Managing International Distribution Channel Partners: A Cross-Cultural Approach

Although the topic of conflict has been extensively studied in the distribution channels literature from a domestic perspective, there is relatively little published research examining the construct within the international distribution channels context. This is of particular concern because cross-national channel partnerships are on the rise, and divergent cultures may engender heightened conflict, which has a deleterious effect on channel performance. This article explores the extent to which different channel leadership styles, predicated on Hofstede's dimensions of national culture, can be effective strategies to manage conflict in international distribution channels. Specifically, the article examines whether the relationship between leadership style and conflict in international distribution channels is moderated by national culture. Additionally, the impact of manifest conflict on international channel partner performance is investigated. A conceptual model and research propositions are developed. The use of leadership styles to manage disagreements among international channel partners is argued to be culturally specific. International channel management implications and directions for future research are suggested.     

The effects of ethical leadership on manager job satisfaction,commitment, behavioral outcomes,and firm performance

This study investigates the effects of ethical leadership on a hotel middle manager's job satisfaction and affective commitment, which in turn influence that manager's behavioral outcomes (e.g., extra effort and turnover intention) that can also impact the hotel's performance. Mail surveys were distributed to 30 U.S. hotels, representing more than 8 different national and international brands, and 324 middle managers participated in the survey. This study demonstrates that executives’ ethical leadership is positively related to their middle managers’ job satisfaction and their affective organizational commitment. Middle managers’ job satisfaction is positively related to organizational commitment, but job satisfaction does not necessarily lead to their willingness to exert extra effort. The positive linkage between middle managers’ extra effort and the hotel's competitive performance is also confirmed.     

How does growth need strength influence employee outcomes? The roles of hope,leadership, and cultural value

Abstract

Strong growth need is essential if an employee is to be motivated to complete complex and challenging jobs. It is important for organizations to attract employees with high growth need strength and help them achieve positive outcomes. However, limited research has been conducted to examine the mechanism underlying growth need strength’s positive effect on employee outcomes. Based on hope theory, we hypothesized that hope mediates the effect of growth need strength on job performance and affective commitment by transforming employees’ general desire for personal growth into goal-related cognitive thinking, comprising both ‘will’ and ‘ways’. We further hypothesized the moderating effect of transformational leadership, and the joint moderating effect of transformational leadership and individual power distance on the relationship between growth need strength and hope. We tested our hypotheses with data from a sample of 265 subordinate–supervisor dyads from China. Data analysis results supported the mediating role of hope. We found that growth need strength has a stronger effect on hope when transformational leadership is higher, and this effect is the strongest when both transformational leadership and individual power distance are simultaneously higher. The implications of these findings for human resource management research and practice are discussed.     

Community leadership cycles and the consolidation of neighbourhood coalitions in the new local governance

The success of the new patterns of local governance depends on engaging communities in a range of partnerships at various geographic scales and administrative levels. In practice, this usually falls to a handful of community leaders in any given locality. Our research on area regeneration partnerships in the UK reveals a community leadership cycle, which proceeds through five phases. The first phase consists of the emergence of a first generation of leaders early on in a partnership, in the second phase their position in the partnership is consolidated and loyalty to the partnership developed, followed by a third phase of the cultivation of a second generation of leaders. Then comes a fourth phase in which the new generation of leaders raise their voices to challenge the established patterns of representation in the partnership. In the final phase, individual leaders exit from the partnership. This community leadership cycle is part of building multi-sector leadership coalitions in the neighbourhoods through strategies combining loyalty, voice and exit.     

不确定性企业环境条件下的辱虐式领导与团队绩效关系研究

关于辱虐式领导对企业与员工的破坏性的研究逐渐成为西方领导理论和组织行为学领域的前沿研究课题。从群体层面来探讨中国情境下的企业在不确定性企业环境条件下的辱虐式领导对团队绩效的作用机制，通过对企业的调查与实证分析发现，辱虐式领导与团队绩效显著负相关，对辱虐式领导进行有效管理有利于减少团队绩效水平的阻碍因素；企业环境的不确定性在辱虐式领导与团队绩效之间存在调节作用，针对具体情境对辱虐式领导进行权变管理，有利于构建和谐的劳动关系。     

Socio‐demographic factors and shared leadership behaviors in dispersed teams: Implications for human resource management

Companies increasingly make use of geographically dispersed teams to capture knowledge residing at different locations. In this context, shared leadership is considered a key enabler of team performance. Taking a functional perspective on shared leadership, we thus investigate the relationship between shared leadership behaviors and team performance in dispersed teams. Furthermore, we analyze how socio‐demographic factors that are characteristic for dispersed teams (i.e., high female‐to‐male ratio, high mean age, and high levels of national diversity) affect shared leadership behaviors. Based on data from 96 dispersed teams, we show that shared leadership behavior fosters team performance. Further, we find the socio‐demographic characteristics typical for dispersed teams to foster shared leadership. Theoretical and managerial implications for human resource management are discussed. © 2012 Wiley Periodicals, Inc.