企业领导力动态素质模型

企业领导力是企业综合实力的体现。随着研究的深入,在一些知名企业中已经逐步形成了企业领导力素质模型,并加以广泛应用。文章通过对一些典型企业领导力模型组成要素的初步分析,提出了企业领导力动态素质模型的概念,详细阐述了这一模型的构成,从动态视角论述了个性要素与要素权重在企业不同发展阶段、规模、管理层次、行业特征中的具体体现,使动态素质模型在企业应用中更具广泛性。     

中央企业领导力模型的构建与应用——以H集团公司为例

本文在对比分析中粮集团、航天科技等中央企业领导力模型建设状况的基础上,构建了H集团公司的领导力模型,阐述了该模型的应用状况,其经验具有一定借鉴意义。     

企业“一把手”领导力核心要素模型构建

决策管理层中起核心作用的是一把手,其素质和能力的高低,直接影响和决定着企业的生存发展和前途命运。企业是一个组织有序的整体,企业管理是一项复杂的系统工程。一个企业能否在风云变幻的市场环境中生存发展,很大程度上取决于企业的决策管理层水平,而决策管理层中起核     

最具未来领导力的IT企业

本刊联合中国著名的本土创投公司信中利投资集团研发部,以企业上升速度快、行业影响力大、技术创新能力强,市场开拓范围广、最有希望IPO等5项指标为评价标准,从众多IT企业中评选出10家最具未来领导力的中国公司,其业务涵盖网络安全、电信增值服务、即时通信、搜索引擎、电子商务、手机研发等方面,它们不仅是各个领域的领头羊,更是投资者眼中商业价值无可限量的“种子”。     

基于企业文化的领导力培养

文章从领导力培养的视角,主要从企业文化的角度入手,探求领导力培养的途径。首先从领导力的概念起步,分析领导力的定义,进而对目前领导力培养方法的研究与实践概况作一些梳理,然后从企业文化与领导力培养的关系入手,主要是企业文化对领导力培养的作用,进行充分的分析、展开。在此分析的基础上,就如何发展企业文化来推进领导力培养,提出几点建议。     

领导力管理与企业发展

随着经济的发展与产业的不断升级,当今企业在经营与管理问题上面临着越来越多的未知与阻碍。尤其是一个组织的领导干部群体,无论从业务带头人角度,还是治理与团队的中坚力量,他们对于角色的适应性以及胜任情况将很大程度上影响到企业的发展效率和品质。而对于这一特定人群,传统的选拔与发展可能已经无法满足现代管理的需求,毕竟现代企业无论是从经营规模、业务复杂性还是员工多样性等方面,都对领导者提出了更加复杂的要求。因此,对于领导干部的领导力究竟是什么,以及如何才能有的放矢地合理开发对企业发展而言至关重要。     

浅谈企业领导力的开发

整个领导力的发展是一个系统的工程,而不是一个项目,要跟公司的战略相匹配,并在培养过程中特别注意学习和实践。     

大型企业领导力培训体系构建模式初探

本文在阐述国内外领导力发展现状的基础上分析了大型企业领导力培训体系的建设情况,从建立领导力素质模型、人才测评、搭建分层分阶的课程体系三个方面论述了领导力培训体系的构建模式,提出了领导力培训应关注的问题。     

基于项目绩效的领导力模型

本文从项目绩效角度出发，阐述了领导力的定义，并从相关理论中引出了项目中领导力的影响因素。在此基础上，分析了项目中领导力对项目绩效的影响机理，构建了领导力模型。     

企业领导力的＂顶层设计＂

民营企业不仅需要创造一个鼓励员工开拓创新精神和冒险精神的宽松环境以及思想活跃和倡导自由探索的氛围．还要建立正确的评价和激励机制,重奖重用有突出业绩的开拓创新者．同时不断强化企业内的竞争机制,激励人们去研究新动向、新问题,并明确规定适应时代要求的技术创新和管理创新的具体目标。     

企业联盟演化的一般模式略论

随着内外环境的变化,企业联盟在合作演化中发展。企业联盟演化模式由初始条件分析、相互学习、对联盟评价、重新调整4个阶段构成,是不断循环的过程。顺利地从一个阶段进入下一个阶段表明联盟取得成功,否则表明联盟失败。     

At the Expense of others: Altruistic helping behaviour,performance management and transformational leadership

This article explores the influence of performance management (PM) and transformational leadership (TL) on altruistic helping behaviour (AHB). We argue that PM and TL provide alternative value frameworks against which employees will evaluate costs associated with AHB, and that consequently their influence may be interdependent. The results of regression analysis suggest that TL exerts a stronger influence on AHB in organizations that also have strong PM-based human resource systems, and that PM’s negative effects are stronger when leadership is weak. We conclude that leadership may be an important factor in determining whether public organizations can reap the benefits of PM.     

Why leadership of public leadership research matters: and what to do about it

The tough-talking, take-charge, individualistic view of public leadership is alive and well throughout the world, despite the enthusiasm of leadership scholars for more shared, relational, and collectivist views. The times therefore seem especially appropriate for assessing the state of public leadership theory and research and charting a path forward to enhance understanding of the continued appeal of Great Person leadership and the promise of collective leadership. This essay considers the current public leadership context, highlights distinctive characteristics of public leadership, and provides an overview of recent public leadership research through a collective lens. We call for more attention to leadership theory from within public management and the broader leadership fields and to public value and public values in leadership theorizing and research. We suggest public leadership scholars roam more freely through the disciplines and experiment with a variety of methods beyond the traditional case study.     

企业的“角色分离”与公司治理

本文认为,从企业形态的发展、演变过程尤其是企业中所有者、经营者角色的不断分离过程来看,国有企业与民营企业都面临着出资者、经营者的“角色分离”与公司治理的问题。可以说,角色分离是有效公司治理的前提,也是“执行”制度的前提。     

The role of reward omission in empowering leadership and employee outcomes: A moderated mediation model

In this study, we examined the relationships between empowering leadership employee outcomes (creativity and job performance) and the mediating (voice behaviour and taking charge) and moderating (reward omission) variables in these relationships. Our theoretical model was tested using the data collected from 197 full‐time employees and 32 supervisors. Analyses of the multisource data indicated that empowering leadership is linked to subordinates' job performance and creativity through subordinates' taking charge and voice behaviour as intermediate variables. However, the indirect relationship exists only when leaders display high levels of reward omission. Our research addressed a specific gap in understanding the boundary conditions for empowering leadership to be effective. We conclude with theoretical and practical implications of our findings as well as future research directions.     

企业核心竞争力的识别与会计确认研究

本文认为,对企业核心竞争力的识别,首先建立了判断某项能力是否是核心竞争力的识别标准,在此基础上,提出了定性识别、定性与定量结合识别和定量识别等方法,尤其是可以采用层次分析法(AHP)对核心竞争力各构成要素的贡献予以分割,显现出企业核心竞争力各构成要素的价值;还可以采用矩阵图法定义企业核心竞争力的相关区域,这些研究为企业核心竞争力的会计确认提供了坚实的基础。     

创业投资公司的后续管理模式设计

文章认为创业投资的后续管理是创业投资机构或专家减少投资风险,确保预期的投资收益率的重要手段。文章以某创业投资公司设计的积极干预型后续管理模式为例,探讨该管理模式把增值服务揉合在监控过程之中,使其能有效地介入创业企业的管理,并进一步突破信息不对称的束缚、减少各种代理风险。     

企业需求、企业能力与企业社会责任的匹配探讨——一种新的企业履行社会责任的理论分析框架

本文首先研究了企业履行社会责任的模式并提出了企业社会责任的层次模型;其次,将企业需求与个人需求在企业生态学的范畴下进行了类比,提出了企业需求层次模型,并将企业需求归纳为企业履行社会责任的动力;再次,本文运用企业生命周期原理,将企业成长状况看作是衡量企业具有一定的履行社会责任能力的体现;最后,通过将企业需求、企业能力与企业社会责任进行匹配探讨,揭示了企业履行社会责任的动力和能力原理及其可能的行为,并得出了一些有意义的结论。     

How to identify leadership potential: Development and testing of a consensus model

Building on two studies, the current article responds to urgent calls in the literature for more empirical research on how to identify leadership potential. Based on an extensive review of the 1986–2010 literature, and applying a combination of qualitative and quantitative techniques, we developed a model of leadership potential consisting of four quadrants: Analytical skills (containing the factors Intellectual curiosity, Strategic insight, Decision making, and Problem solving); Learning agility (containing the factors Willingness to learn, Emotional intelligence, and Adaptability); Drive (containing the factors Results orientation, Perseverance, and Dedication); and Emergent leadership (containing the factors Motivation to lead, Self‐promotion, and Stakeholder sensitivity). Notably, the developed model steers clear from some of the typical issues that tend to hinder valid assessments of leadership potential (i.e., the confound between performance and potential, as well as that between leadership potential and successful, mature leadership). Furthermore, high consensus was found between top managers, line managers, and HR managers about the practical relevance of the proposed model. The article concludes with some specific future avenues for research and practice. © 2012 Wiley Periodicals, Inc.     

跨国公司运营模式分析

随着国际贸易的深入发展,国际贸易的形式也逐渐呈现出多样化,跨国公司全球化的进入模式也呈现出多样化的选择,文章对相关理论进行了回顾,并具体分析了影响跨国公司运营模式的要素。