培养领导者核心能力提升企业竞争力

新时代的企业经营,其全球化、公开化、透明化越来越明显,企业的竞争性越来越明显,如何提升企业竞争力是所有经营型组织所共同关注的,而核心能力正是企业竞争力中最具有长远的和决定性影响的内在因素,通常存在于竞争力的知识层面的最里层,因此,对企业核心能力的研究和培养就成为了倍受关注的焦点.本文就电力企业如何通过培养核心团队的核心能力从而提升企业竞争力方面谈谈我们的做法,以期对国有企业有所借鉴.     

高层领导者的九项关键能力

谢谢陈院长!大家下午好!今天来到长沙,我感到特别高兴,因为在过去几个月中我听到了关于这个伟大城市的大量介绍。我的同事告诉我,湖南有两样出名的特产。首先,湖南是全世界出产红辣椒的最大产地。湖南更加重要的第二样特产就是人才,无论在古代还是现代,湖南都是中国人杰地灵、英才辈出的省份。     

对新时期领导者战略思维能力的思考

新时期要求领导者必须具备总揽全局、放眼长远、洞悉规律的战略思维能力。本文主要在对战略思维的内涵、提升战略思维能力的重大意义及战略思维的本质进行探讨。     

浅议企业的效率、能力与其实现

“理性经济人”是新古典经济学研究的前提,许多新制度经济学框架下的研究也将其作为企业理论的前提。如果组成企业的契约人皆以个人利益最大化为目标,那么在企业内部就很难进行集体决策,相互之间也难以形成具有经济性的委托代理关系,因此在理论上根本无法证实和实现企业相对于市场的效率和能力。     

国有企业改革应该让效率先行

公平与效率一直是我国国有企业改革进程中存在的一大难题,在这两者之间如何取舍是值得我们深思的。就笔者看来,国企改革应该更重视效率的最大化,在促进生产率的提高、推动经济效益发展的前提下兼顾公平问题。国企改革只有切实地做到效率最大化,才能够获得新生,更好地推动社会主义建设。     

公平与效率视角下国有企业改革评述

国有企业改革从上世纪七十年代末起至今在我国已经经历了三十年时间,国有企业在向建立现代企业制度的改革过程中取得了很多显著的成果,同时又出现了一些矛盾,而把握国有企业改革的关键就是国企改革的效率与公平问题。     

论企业领导者的素质

企业是一个相对独立的经济实体。在市场经济体制下，企业在经济风险、社会责任、兴衰存亡等诸多方面，都有着与行政、事业单位本质上不同的特点。现代企业制度赋予企业在投资、分配、人事等一系列重大决策上的自主权。同时，也规定了企业在执法、风险、义务等方面的责任。作为集企业“生杀”大权于一身的领导或曰领导核心层，既决定着企业的前途和命运，也影响着企业全体职工的福祉，进而关系着社会的稳定和发展。因此，对企业的领导者，有着特殊的内在素质要求： 一、企业领导者应具备较高的思想素质 思想素质包括思想意识、思想水平、思想…     

国有企业改革中的产权效率研究

在对企业产权效率的概念进行明确界定的基础上 ,通过引入效用函数模型来研究我国国有企业的所有者代表的行为与企业产权效率的关系 ,评述了已有的国有企业改革对企业产权效率的影响 ,并提出了相应的政策建议。     

领导者素质与领导者影响力的关系探析

领导的素质在当代社会中发挥着日益重要的作用,领导者影响力的正确发挥程度关系着企业目标的实现程度与企业绩效的高低。领导者的综合素质关系着领导者影响力的大小;领导者选择合适的企业目标,亦是关乎领导者影响力能否充分发挥的关键因素。了解领导者的影响力的相关因素,探索发挥领导者积极影响力的措施,有利于领导者树立持续学习意识、提升个人综合素质进而提升个人影响力,实现企业的持久发展。     

基于公平与效率的国有企业改革研究

中国国有企业自改革开放以来就进行改革,近30年的辉煌历史可以消除对国企改革的质疑。在改革进程中,问题始终存在,只有正确对待问题,才能形成新的共识,以继续深化改革,实现国有企业改革的目标。就国有企业改革过程中的公平与效率问题并对国有企业年金的公平与效率问题进行主要论述。     

Leading in a Highly Competitive Environment: Effects of CEO Confident Leadership on Follower Commitment in China

As a trait, leader confidence has been examined in major leadership theories, such as transformational/charismatic, Pygmalion, and empowering leadership. However, how confidence affects leadership effectiveness remains an empirical question. Conceptualizing leadership confidence in two behavioral approaches—demonstrating self-confidence (DC-self) and demonstrating confidence in followers (DC-follower)—this study tests the independent effects of the two DC behaviors as well as their interactive effects with firm environment on followers’ commitment. Results of Hierarchal Linear Modeling analyses suggest that both DC behaviors have significant impact on follower commitment and their effects attenuate each other. Results also reveal that DC-self interacts with firm environment to influence follower commitment. The effect of DC-self on follower commitment is stronger in a more competitive environment. Those findings and their implications for leadership research and practice are discussed.     

打开领导有效性的黑箱:领导行为和领导下属关系研究

This study is an integration of the leader-focused perspective and leader-follower exchange perspective, attempting to understand the relationship between leadership styles, leader-member relationship, and their joint impact on followers’ effectiveness, satisfaction, extra effort and organizational commitment. 615 respondents from five big pharmaceutical companies in China participated in this study. Results show that: (1) transformational leadership has positive influence on followers’ effectiveness, satisfaction, extra effort and organizational commitment; contingent reward has positive influence on effectiveness; management-by-exception leadership has negative influence on satisfaction; laissez-faire leadership has negative influence on effectiveness and satisfaction. (2) Leader-member exchange partially mediates the relationship between transformational, contingent reward, management-by-exception, laissez-faire leaderships and followers’ effectiveness, extra effort, satisfaction and organizational commitment. Translated and revised from Guanli shijie 맜理世界(Management World), 2006, (9): 87–93     

Apologies and Transformational Leadership

This empirical investigation showed that contrary to the popular notion that apologies signify weakness, the victims of mistakes made by leaders consistently perceived leaders who apologized as more transformational than those who did not apologize. In a field experiment (Study 1), male referees who were perceived as having apologized for mistakes made officiating hockey games were rated by male coaches (n = 93) as more transformational than when no apology was made. Studies 2 (n = 50) and 3 (n = 224) replicated this effect in two vignette studies to enhance internal and ecological validity. Contrary to expectations in Study 3, there were no apology×leader gender interactions. Theoretical and practical implications are discussed.     

Systemic Leadership and the Emergence of Ethical Responsiveness

The author of this paper argues that the responsibility to nurture and encourage a relationally responsive ethical attitude among the members of an organizational system is shared by all who participate in it. In the dynamic environment of a complex adaptive organizational system where it is impossible to anticipate and legislate for every potential circumstantial contingency, creating and sustaining relationships of trust has to be a systemic capacity of the entire organization. Leadership is socially constructed, as the need for it arises within the complex interactions between individuals and groups within organizations, and can therefore not be described as a set of traits or behaviors possessed by only certain individuals who occupy positions of authority. If the sharing of this kind of relational responsiveness to the everyday realities of organizational life is to be properly understood, it is important to consider it in its concrete institutional manifestations. The last section of this paper therefore explores how an organization, in which leadership is understood in relational terms and is shared by all, looks and functions.     

Pseudo-Transformational Leadership: Towards the Development and Test of a Model

We develop and test a model of pseudo-transformational leadership. Pseudo-transformational leadership (i.e., the unethical facet of transformational leadership) is manifested by a particular combination of transformational leadership behaviors (i.e., low idealized influence and high inspirational motivation), and is differentiated from both transformational leadership (i.e., high idealized influence and high inspirational motivation) and laissez-faire (non)-leadership (i.e., low idealized influence and low inspirational motivation). Survey data from senior managers (N = 611) show differential outcomes of transformational, pseudo-transformational, and laissez-faire leadership. Possible extensions of the theoretical model and directions for future research are offered.     

A Cross-Cultural Examination of the Endorsement of Ethical Leadership

The western-based leadership and ethics literatures were reviewed to identify the key characteristics that conceptually define what it means to be an ethical leader. Data from the Global Leadership and Organizational Effectiveness (GLOBE) project were then used to analyze the degree to which four aspects of ethical leadership – Character/Integrity, Altruism, Collective Motivation, and Encouragement – were endorsed as important for effective leadership across cultures. First, using multi-group confirmatory factor analyses measurement equivalence of the ethical leadership scales was found, which provides indication that the four dimensions have similar meaning across cultures. Then, using analysis of variance (ANOVA) tests each of the four dimensions were found to be universally endorsed as important for effective leadership. However, cultures also varied significantly in the degree of endorsement for each dimension. In the increasingly global business environment, these findings have implications for organizations implementing ethics programs across cultures and preparing leaders for expatriate assignments. Christian J. Resick is Assistant Professor of Industrial and Organizational Psychology at Florida International University. His research is aimed at understanding how people interact with and influence various aspects of their work environments, including cultures, climates, leaders, and teammates along with the implications for various aspects of organizational behavior. A particular focus of Christian’s work examines ethical leadership and the critical linkages between leadership and organizational ethics. He received his Ph.D. from Wayne State University. Paul J. Hanges is a professor in the Department of Psychology at the University of Maryland and the head of the Industrial/Organizational Psychology program in the department. He is an affiliate of the Cognitive Psychology program and the R. H. Smith School of Business. Paul’s research focuses on three topics (a) social cognition, leadership, and cross-cultural issues; (b) personnel selection, test fairness, and racial/gender discrimination; and (c) research methodology. He is on the editorial board of the Journal of Applied Psychology and The Leadership Quarterly and is a fellow of the Society of Industrial and Organizational Psychology and the American Psychological Association. Marcus W. Dickson is Associate Professor of I/O Psychology at Wayne State University in Detroit. His research generally focuses on issues of leadership and culture (both organizational and societal), and the interaction of those constructs. He is a former Co-Principal Investigator of the GLOBE Project, and his work has appeared in Journal of Applied Psychology, Applied Psychology: An International Review, and The Leadership Quarterly, among others. Jacqueline K. Mitchelson is a doctoral candidate in Industrial and Organizational Psychology at Wayne State University. Her current research areas are leadership, organizational culture, individual differences and work-family conflict.     

Leadership effectiveness and motivation in Africa and the African Diaspora (LEAD): An introduction

The LEAD research project was developed in order to broaden management research in areas such as Africa. This special issue brings together the early findings of the research team. The present article reviews the literature and discusses the importance of understanding organizational leadership and motivation in under researched areas of the world. We explain the use of both emic (Delphi Technique and focus groups) and etic (large scale survey) research and describe the LEAD project and methodology in detail. Here we advocate the use of emic and etic research, and also consider the practical realities of using such approaches. Copyright © 2014 ASAC. Published by John Wiley & Sons, Ltd.     

Knowledge-oriented leadership and open innovation: Role of knowledge management capability in France-based multinationals

This paper discusses the links between knowledge-oriented leadership, open innovation and knowledge management in the international business context. Open innovation has become crucial for an increasing number of multinational enterprises (MNEs) to gain and maintain competitive advantage and become a market leader. Despite the recent proliferation of papers dealing with open innovation practices of MNEs, there is limited work investigating the role of knowledge management (KM) capability on the relationship between knowledge-oriented leadership and open innovation. Given MNEs’ growing interest in open innovation, the lack of research on knowledge-oriented leadership and KM capability in the open innovation context is a significant research gap in our knowledge. In response, we conducted a study on the mediating role of KM capability in the linkage between knowledge-oriented leadership and open innovation (inbound and outbound), using data collected from 172 subsidiaries of MNEs based in France. A structural equation modelling approach is employed to study the impact of the latent variables associated with knowledge-oriented leadership and KM capability on open innovation. The results indicate that higher levels of knowledge-oriented leadership can lead to enhanced KM capability and improved open innovation outcomes. That is, knowledge-oriented leadership has a direct, positive impact on KM capability and open innovation. Also, KM capability is found to mediate the linkage between knowledge-oriented leadership and open innovation. This study provides useful insights for managers who wish to enhance open innovation activities in MNEs, and offers useful guidance to international business scholars, encouraging further research in this area.     

Post-entry survival of developing economy international new ventures: A dynamic capability perspective

Recent research suggests that the capabilities needed for the survival of international new ventures (INVs) may be at odds with the original aims that had brought them into the international markets. INV mortality is exacerbated by uncertainty and lack of familiarity with the host market environment, which elevates the liabilities of newness, smallness, and foreignness in the initiating companies. We investigate the key factors that determine the post-entry survival of developing economy INVs by analyzing in-depth seven software INVs originating in the developing economy of Pakistan. These INVs survived the 2000 dotcom crisis and the 2008 global financial crisis, and continue to grow. Based on a dynamic capability view on the INVs’ internationalization and survival from sensing-seizing-reconfiguration angles, we find the founders’ entrepreneurial orientations and network development capabilities (sensing), specialized product focus and niche market development (seizing), and transformation and renewal capabilities (reconfiguration) are the key capabilities that enhance the post-entry survival of these INVs. Importantly, we find that a stable leadership and the post-entry international experience of the leadership team continuously feed into facilitating the creation and maintenance of dynamic capabilities. This paper identifies key strategic aspects that determine the post-entry survival of the developing economy INVs.