The mediating effects of cross-cultural dynamic competencies on the relationship between multicultural personality and cross-cultural adjustment

Although the mediating effects of dynamic competencies on the relationship between personality traits and cross-cultural adjustment have been conceptually judged by several scholars, none of them have been empirically validated. Consequently, this study examines the mediating effects of dynamic cross-cultural competencies including general self-efficacy, relational skills and non-ethnocentrism on the relationship between multicultural personality traits and cross-cultural adjustment. The empirical results provide some support that relational skills and general self-efficacy mediate the relationship between multicultural personality traits and certain facets of cross-cultural adjustment. Relational skills completely mediate either the relationship between social initiative and interaction adjustment or that of cultural empathy and interaction adjustment. General self-efficacy partially mediates the relationship between emotional stability and psychological adjustment. However, the results suggest that multicultural personality traits have direct effects on cross-cultural adjustment. The practical implications of these findings for dynamic and stable cross-cultural competencies are discussed.     

Pursuing your leader development: Lessons from 101 executives

To lead effectively in a VUCA (i.e., volatile, uncertain, complex, and ambiguous) environment, leaders must quickly and continuously acquire new skills. However, formal development opportunities aren’t nearly enough to support the ongoing skill development leaders need to manage the level of complexity and change they are facing. Instead, leaders must take ownership of their own development. In this paper, we describe a straightforward, four-step process that leaders can implement to pursue their individualized development through leader development planning. Specifically, we walk leaders through the evidence-based steps of creating their unique leader development plan (LDP), including (1) identifying their leadership strengths and weaknesses, (2) setting effective leader development goals, (3) designing SMART strategies, and (4) reflecting, refining, and realigning their plan. Throughout the article, we detail positive examples as well as common pitfalls that we observed from our work supporting 101 mid- to senior-level leaders in designing their LDPs. Our purpose in doing so is to provide tools and examples to enable leaders at all levels to drive their development at their own pace.     

Developing holistic leaders: Four domains for leadership development and practice

Leadership development and practice have traditionally been quite narrow, with a decided focus on the analytical realm of leadership. However, the contemporary climate of corporate scandal and resultant loss of societal confidence, coupled with the evolving demands, needs, and expectations of employees, point to the potential need for a more holistic approach to leadership. Thus, this article proposes how management education and leadership development programs can develop holistic leaders that are adept at operating in the analytical, conceptual, emotional, and spiritual domains of leadership practice. An integrated model for holistic leadership development and practice that addresses all four of these domains is proposed, and grounded in both established and emerging leadership development theory. Additionally, a leadership development classification scheme is proposed based on classroom, job, and organizational contexts.     

Networks and leadership development: Building linkages for capacity acquisition and capital accrual

Social networks can aid the leadership development process through facilitating access to important developmental assignments and the acquisition of capabilities to handle associated challenges. Although much of the traditional focus of leadership development has been on building intrapersonal capabilities, functioning effectively as a leader necessitates the development of interpersonal capabilities associated with dyadic ties and relational capabilities associated with patterns of ties within networks. Such capabilities allow aspiring managers to accrue not only human capital, but social and system capital as well. Aspiring managers can tap task, career, and friendship/support networks to aid developmental and career success. Structure factors, including strategic choices, network characteristics, and the technological interface moderate the ability of managers to convert potential network contacts into significant leadership development and capital accrual. Personal factors also influence leadership development prospects. Overall, there are many ways in which network concepts associated with dyadic and relational levels of analysis can facilitate addressing the challenges that are key to leadership development.     

Creating comprehensive leadership pipelines: Applying the real options approach to organizational leadership development

Typically, firms consider leadership development (i.e., training focused on skills required for success in leadership roles) and succession planning (i.e., the creation and implementation of long-term plans that address changes in top leadership roles) as two distinct organizational initiatives. In recent years, however, scholars and practitioners have called for a new, more comprehensive approach that considers the organization as a system. Rather than considering succession planning and leadership development as distinctly different initiatives, organizations should work to create internal leadership pipelines that span entry-level employees to executives. To leverage potential advantages associated with instituting comprehensive leadership pipelines and to address practical concerns associated with risk and talent management, we propose the introduction of incremental investment in organization-wide leadership development programs via distinct, evaluative stages – a real options reasoning (ROR) approach to leadership. We argue that blending ROR with skills-based leadership models diversifies risk associated with investments in talent management and increases the ability for targeted, purposeful investment in potential organizational leaders.     

A multilevel, identity-based approach to leadership development

A frontier of leadership development is examined involving the respective roles of levels-of-analysis and identity in constructing an integrated development system. An approach is described in which individual and relational leadership identities are the focus of developmental efforts at lower organizational levels (e.g., individual contributor and first-level supervisor) but collective identities become the focus at higher levels (e.g., general manager and above). The separate areas of levels-of-analysis and leader identities are first discussed in terms of their respective relevance to leadership development. These are then discussed jointly in elaborating on a proposed development approach that integrates across organizational levels as well as levels of development (i.e., leader development and leadership development). In developing collective leadership identities, processes that involve participants in engaging across boundaries (functional, hierarchical, geographical) are recommended.     

新形势下高职高专人才培养模式探讨

文中讨论了新形式下高职高专人才培养模式改革的必要性和重要性,研究了高职高专的人才培养模式特征,以素质教育为基础,以能力培养为中心,保证知识层次规格,培养厚基础、宽专业、多方向的智能型和技能型人才,强化英语和计算机技能教学,实行"多证书"制度;提出知识、能力、素质三位一体的高职高专人才培养模式,新的人才培养模式重点解决学生工作实践的动手能力、能够分析和解决现场技术含量较高的较为复杂技术问题的能力以及适应社会转岗和换岗的能力;探讨了智能型、技能型人才培养的思路与对策.最后对高职高专教学体系的设置与建设进行了探讨.     

An integrative model for competency development in organizations: the Flemish case

The prominent role of competency development in enhancing the success of employees and organizations has drawn the attention of practitioners leading them to introduce competency development as a central part of their human resource practices. Unfortunately, this strong managerial interest has not been fully translated into the academic world, creating a gap between theory and practice. The main purpose of this study is to fill this gap by exploring the nature of competency development in 22 Flemish organizations through a longitudinal multiple case study design. By using a grounded theory approach, a framework has emerged mapping out the different steps of competency development in the participating organizations. As such, this study can be an important first step toward closing the gap between practice and theory concerning competency development in organizations.     

Emotional intelligence and its relationship to transformational leadership and key project manager competences

Key dimensions of project manager behaviors considered to be associated with successful project outcomes have included both appropriate collaborative behaviors and transformational leadership. More recently, emotional intelligence has been suggested as a unique area of individual differences that is likely to underpin sets of behaviors in this area. Based on a sample of 67 UK project managers, it was found that emotional intelligence ability measures and empathy explained additional variance in the project manager competences of teamwork, attentiveness, and managing conflict, and the transformational leadership behaviors of idealized influence and individualized consideration, after controlling for cognitive ability and personality.     

Work stress and leadership development: The role of self-leadership, shared leadership, physical fitness and flow in managing demands and increasing job control

Leaders work in highly stressful environments, yet few leadership development efforts have focused on managing work stress. We posit that self- and shared leadership practices can help leaders manage high job demands and increase long-term job control. We examine the effects of high-strain jobs; identify the outcomes of active jobs, and highlight physical fitness as a key strategy of, and flow as a natural outcome of self- and shared leadership. We argue that self- and shared leadership, and the consequent and entailed fitness and flow benefits, support healthful regeneration and increased engagement and are thus vital to the leader's ability to manage work stress and create an active work environment. Our multi-disciplinary model offers a proactive way for leaders to manage the stressful demands of today's work environments.     

Leadership substitutes and personality impact on time and quality in virtual new product development projects

Leadership, personality, and organizational factors were analyzed to measure their combined effect on virtual‐based product development time and scope‐quality performance. Over 1,000 team members were surveyed. MANCOVA was used to test if leadership, personality project, and/or organizational factors impacted performance. All realistic factors were included to detect leadership substitutes moderation, mediation, and prediction. Bias was reduced by not surveying leaders, by using reverse item coding, and by checking social desirability. Experimental control and common method variance were managed by including multilevel and multisource data. Performance was objectively computed from organizational data. The findings were that transactional leadership (not transformational) and some personality attri‐butes (leader substitutes) were significant factors, increasing project scope quality and time performance. This article was published online on September 29, 2010. An error was subsequently identified. This notice is included in the online and print versions to indicate that both have been corrected. See the correction noted on the seventh page of the print version of the article.     

案例开发与案例教学协同发展探索

上海财经大学商学院案例中心提出“国际国内相结合、校内校外相结合、专职兼职相结合”的创新思路,在案例开发与案例教学协同发展方面取得显著成果.本文由此提出案例开发与案例教学协同发展必须以学习合作为前提、以项目合作为保障、以人员合作为基础,为其他院校全面深入开展案例工作提供可借鉴的思路.     

论企业竞争情报与科技文献资源战略联盟

文章从企业竞争情报的概念出发,阐述了国内外竞争情报的战略意义及战术案例,介绍了省级科技信息机构开展科技文献战略联盟的进展,对科技型中小企业快速壮大、企业技术开发具有一定的参考作用。     

科学发展观与资源型城市可持续发展

认为资源型城市是我国城市职能体系中的一种重要的城市类型,在我国社会经济建设过程中曾做出了重大的贡献.然而,由于其自身发展的特征以及知识经济、信息经济和经济全球化等新的经济形态和经济现象的出现,资源型城市面临着较为严重的经济、社会、生态可持续发展问题.在分析资源型城市的发展特征、新经济时代资源型城市所面临的可持续发展问题的基础上,提出了以科学发展观为指导的资源型城市可持续发展的对策措施.     

基于产业生态链的经济技术开发区可持续发展研究

认为作为对外开放的窗口和改革的试验田,我国沿海开发区自20世纪80年代创办以来,取得了令人瞩目的成就;经过20多年的发展,一部分开发区出现了明显的后继乏力,开发区的可待续发展已经引起了学术界和政府有关部门的关注;从产业生态链的视角,分析了我国经济技术开发区可持续发展中存在的问题,并提出了相应的对策.     

绿色技术创新与企业的可持续发展

文章通过对绿色技术和绿色技术创新的分析,认为绿色技术创新对于企业的可持续发展具有重要作用。同时根据我国企业开发利用绿色技术的现状,分析了在绿色技术创新与扩散中存在的障碍,并给出了相应的对策与建议。     

铁路车站综合体与城市小区域的发展

目前我国高速铁路车站相对缺乏建设和开发经验,通过对国内外现有文献的研究,回顾铁路车站发展历程及其功能作用,明确铁路车站与城市发展之间的密切关系,在系统分析国内外铁路车站综合体开发的成功经验的基础上,探讨我国车站综合体开发过程中面临的机遇和挑战,并为我国建设集城市门户、经济枢纽和交通枢纽于一体的铁路车站综合体提出相应的建议。     

20世纪国外发展观的嬗变与启示

发展的概念随着人类社会的进步而演变,其内涵一方面反映了当时社会的发展状态,另一方面反映了人们对发展这一概念的理解与阐释。20世纪发展观的演变经过了发展=经济增长、发展=经济增长 工业污染控制、发展=经济、社会发展 环境保护和发展=可持续发展四个阶段。可以断言,21世纪是一个以可持续发展思想为指导,人口、资源、环境和经济发展相互协调的新时代。     

巨型工程与城市发展

认为巨型工程是投资规模大,并对区域与城市发展、开发产生深远影响的各类工程.包含基础设施类、公共设施类、产业类、城市形象与品质类等四大类型.认为其既有提升城市发展水平与功能、带动城市开发与空间拓展、增强城市综合竞争力等正面的推动作用,也容易产生如束缚城市进一步发展、增加城市运营成本、破坏城市景观与生态环境等诸多负面影响.为趋利避害,巨型工程建设应贯彻科学决策、适度超前、关注民生、注重环保等四大原则,并要注重政府引导与市场主导、完善功能与支撑产业、选址立项与城市开发、近期利益与远期利益相结合.     

绿色物流与广州市可持续发展

当前,物流业已成为广州市经济发展的强劲增长点,但是物流业在促进广州经济发展的同时,也给城市环境带来许多负面影响。因此,发展绿色物流对广州市实行可持续发展具有重要意义。文中首先对广州市物流产业发展的环境和条件进行了分析,总结出现代物流业发展对广州市的影响,提出了广州市发展绿色物流的必要性,并对广州市发展绿色物流提出相应的对策。