Are Congressional Black Caucus Members More Reliable? Loyalty Screening and Committee Assignments of Newly Elected Legislators

A bstract .   As previous research has suggested, the Congressional Black Caucus (CBC) demonstrates the characteristics of a well-functioning vote-producing cartel in both the degree and uniformity to which it supports the leadership of the Democratic Party in the U.S. House of Representatives. As previous work has pointed out, this cartel is, therefore, rewarded by House Democrats through selection for service on "important" committees at the beginning of each Congress. However, Democratic leaders have very little, if any, information to guide them in their choices regarding committee placement for newly elected Democratic representatives. As such, they are likely to use past CBC uniformity and loyalty as a low-cost screening device for predicting future reliability. Examination of the committee placement of newly elected Democrats to the U.S. House from the 103^rd Congress through the 106^th Congress reveals such a pattern by House Democratic leaders. In other words, newly elected CBC Democrats face much higher probabilities of receiving "important" committee assignments than their newly elected non-CBC counterparts, ceteris paribus .     

改革创新企业党建工作 提高企业党委领导能力

党的十七届四中全会明确提出建设＂马克思主义学习型政党＂的战略任务,新使命、新任务对各级党委领导抓学习、强素质提出了新的与更高的要求。抓好企业发展的各项工作,党委班子的领导水平是关键,因此,各级党委必须着眼新使命、新任务要求,把建设学习型党委作为重大的政治任务和强基固本工程,凝神聚力,紧抓不放,努力提高党委班子领导企业科学发展的能力。     

国有困难企业在租赁经营期中如何搞好党建工作的思考

实行租赁经营的国有困难企业党委在租赁经营期间能否发挥好领导核心作用,是企业租赁经营成败的关键,而搞好租赁企业的党建和各项工作,是实现党的领导核心作用的根本保证。文章根据笔者的工作实际,就国有困难企业搞好租赁经营期间的党建工作谈一些看法。     

国有困难企业在租赁经营期中如何搞好党建工作的思考

实行租赁经营的国有困难企业党委在租赁经营期间能否发挥好领导核心作用，是企业租赁经营成败的关键，而搞好租赁企业的党建和各项工作，是实现党的领导核一心作用的根本保证。文章根据笔者的工作实际，就国有困难企业搞好租赁经营期间的党建工作谈一些看法。     

构建适应教育产业化的高校财务控制机制

当前,我国高校财务治理结构存在着诸多问题,直接影响着学校的内部财务控制机制的建立。本文提出,应在教职工大会、校务会和财经领导小组的委托代理链条上分别设置审计委员会、内部审计机构和总会计师,建立起适应教育产业化的高校财务控制机制。     

Experience matters in principal preparation

An act of leadership is always an act of practical theory. We lead because we hold visions of the world as it ought to be, because of the not yet, because of the potential that we see in ideas and people. Yet, there still exists a perceived binary between leadership theory (in the strong sense) and leadership practice, a binary that divides organizations, classrooms, and the differing bodies of leadership literature. In this Symposium, Duncan Waite and his colleagues discuss the barriers they have faced in bringing theory to the educational leadership classroom, as well as the promise they feel theory holds for more productive, equitable, and humane schooling organizations.     

A response to LDR 2 LDR: Theory and practice working together

An act of leadership is always an act of practical theory. We lead because we hold visions of the world as it ought to be, because of the not yet, because of the potential that we see in ideas and people. Yet, there still exists a perceived binary between leadership theory (in the strong sense) and leadership practice, a binary that divides organizations, classrooms, and the differing bodies of leadership literature. In this Symposium, Duncan Waite and his colleagues discuss the barriers they have faced in bringing theory to the educational leadership classroom, as well as the promise they feel theory holds for more productive, equitable, and humane schooling organizations.     

The memory of practice and the mirror of theory

An act of leadership is always an act of practical theory. We lead because we hold visions of the world as it ought to be, because of the not yet, because of the potential that we see in ideas and people. Yet, there still exists a perceived binary between leadership theory (in the strong sense) and leadership practice, a binary that divides organizations, classrooms, and the differing bodies of leadership literature. In this Symposium, Duncan Waite and his colleagues discuss the barriers they have faced in bringing theory to the educational leadership classroom, as well as the promise they feel theory holds for more productive, equitable, and humane schooling organizations.     

LDR 2 LDR: University faculty communicating practice through theory

An act of leadership is always an act of practical theory. We lead because we hold visions of the world as it ought to be, because of the not yet, because of the potential that we see in ideas and people. Yet, there still exists a perceived binary between leadership theory (in the strong sense) and leadership practice, a binary that divides organizations, classrooms, and the differing bodies of leadership literature. In this Symposium, Duncan Waite and his colleagues discuss the barriers they have faced in bringing theory to the educational leadership classroom, as well as the promise they feel theory holds for more productive, equitable, and humane schooling organizations.     

Symposium

An act of leadership is always an act of practical theory. We lead because we hold visions of the world as it ought to be, because of the not yet, because of the potential that we see in ideas and people. Yet, there still exists a perceived binary between leadership theory (in the strong sense) and leadership practice, a binary that divides organizations, classrooms, and the differing bodies of leadership literature. In this Symposium, Duncan Waite and his colleagues discuss the barriers they have faced in bringing theory to the educational leadership classroom, as well as the promise they feel theory holds for more productive, equitable, and humane schooling organizations.     

A response to LDR 2 LDR: KNEX 2 U

An act of leadership is always an act of practical theory. We lead because we hold visions of the world as it ought to be, because of the not yet, because of the potential that we see in ideas and people. Yet, there still exists a perceived binary between leadership theory (in the strong sense) and leadership practice, a binary that divides organizations, classrooms, and the differing bodies of leadership literature. In this Symposium, Duncan Waite and his colleagues discuss the barriers they have faced in bringing theory to the educational leadership classroom, as well as the promise they feel theory holds for more productive, equitable, and humane schooling organizations.     

Collective leadership: Practice,theory, and praxis

An act of leadership is always an act of practical theory. We lead because we hold visions of the world as it ought to be, because of the not yet, because of the potential that we see in ideas and people. Yet, there still exists a perceived binary between leadership theory (in the strong sense) and leadership practice, a binary that divides organizations, classrooms, and the differing bodies of leadership literature. In this Symposium, Duncan Waite and his colleagues discuss the barriers they have faced in bringing theory to the educational leadership classroom, as well as the promise they feel theory holds for more productive, equitable, and humane schooling organizations.     

构建企业设计领导力模型的初步探索

设计领导力是现今设计管理学科中的重要理论,构建优良的设计领导力对提升企业竞争力有着重大的意义,好的设计必能带来好的市场,好的设计领导力意味着市场的领导力。文章就此问题,提出了企业构建设计领导力的设想模型。     

Discovering and developing collaborative leadership using vectors and videos

Leadership development continues to rely on executive and educational programs that focus on enhancing individuals’ skills, knowledge, or experience. But when leadership is collaborative (i.e., socially achieved by multiple people irrespective of status or title), then currently favored development approaches may be inadequate and inefficient because they do not train the correct skills and therefore waste leadership development dollars. In this paper, we describe a six-step process that can be used in organizations for collaborative leadership development. The six-step process used video recordings of two groups who watched themselves in order to notice and describe the emergence (or not) of collaborative leadership. Before watching themselves, we provided a new graphical language that changed the ways in which the group could see and understand their collaborative activity. The new graphical language (called vectors) made it possible for them to focus and comment on their group practice and not on their practice as individuals. This process of video recording a group and giving them graphical tools to reflect on the practices that they see, provides a simple way for participants to discuss their group patterns and the consequences of these for leadership. Their discussion was developmental in that it naturally helped the group to learn about their own practice. The six-step process seems to be particularly potent because it is based on the group identifying what does and does not advance their collaborative leadership experientially rather than just being taught about behaviors that support or detract from collaborative leadership. We conclude by reflecting on the implications of our process for those interested in developing collaborative leadership.     

国有企业监督制度的困局与策略

党的十八大以来,国有企业监督制度改革经历了监督职能从虚到实、派驻巡视监督机构从无到有、监督队伍从弱到强、监督制度从单一到多元四大转变,为推动国有企业改革发展提供了重要保障。当前国有企业监督制度运行仍存在外部监督制度不尽完善、内设监事会制度与新形势变化要求不相适应、分类差异化监管制度有待探索构建、多头重复监督难以形成有效监督合力等问题。因而,完善具有中国特色的国有企业监督制度,就必须健全国有企业分类监督制度、重建以内设监事会为核心的国有企业内部监督机制,探索推行外派纪委书记兼任监事会主席模式,构建党委领导下的国有企业"大监督"格局,以切实提升国有企业监督工作的权威性、独立性和有效性。     

Leadership as an Ideograph: A Rhetorical Analysis of Military Leadership Training Material

The current rhetorical study used McGee's theory of ideographs to identify how cultural politics influence efforts to portray “leadership” in a military setting. Such an approach seeks to better address some of the enigmas that have complicated the understanding of military leadership—and leadership in general—for decades. McGee's theory emphasizes that language reflects political as well as referential qualities and, in some instances, these attributes come into conflict. Acknowledging this reality in an applied setting can help address ambiguous issues that escape the net of prevailing social‐science approaches to leadership inquiry. The rhetorical analysis, which examines U.S. Air Force leadership training material, documents the manner in which ideographic portrayals of leadership were pervasive in each training program, and it considers practical implications of such a situation. Most notably, the analysis provides an explanation of how ideographic portrayals of leadership implicitly emphasize cultural indoctrination over promoting social influence skills. Such an orientation fortifies the military hierarchy and perpetuates romantic views of the military profession, but it also blurs key distinctions between social control and social influence. It is suggested that because ideographs reflect vital cultural motives, associated problems are inherently difficult to remedy.     

公司治理结构与民间审计关系及职能定位

审计委员会制度作为公司治理结构中一项重要制度安排,是公司治理结构稳定的重要支点之一。在新的公司治理结构中,审计委员会委托注册会计师对上市公司进行审计,注册会计师向审计委员会提交报告;民间审计的主要目标是确定财务报表的公允性;民间审计的主要的职能是鉴证。     

近朱者赤:伦理型领导如何影响员工内部揭发意向?

鉴于员工内部揭发能有效阻止企业中的非伦理行为,很多研究开始关注员工内部揭发问题。本研究着眼于员工内部揭发的伦理性,认为伦理型领导能够降低员工的道德推脱意识,从而正向影响员工内部揭发意向;员工感知的社会责任感正向调节伦理型领导对员工道德推脱的作用。本文通过三个阶段的数据收集,得到232套有效问卷。实证结果表明:(1)伦理型领导能够显著正向影响员工内部揭发意愿;(2)道德推脱在伦理型领导和内部揭发间起中介作用;(3)员工感知的企业社会责任对道德推脱在伦理型领导与内部揭发之间的间接关系起到调节作用,也即只有当员工感知到企业承担更多的社会责任时,伦理型领导通过道德推脱影响员工内部揭发意向的中介作用是显著的。本文在理论上丰富了伦理型领导与员工内部揭发之间作用机制的研究,对有效促进组织内部揭发的途径有重要启示作用。     

Top management leadership,employee empowerment,job satisfaction,and customer satisfaction in TQM organizations: an empirical study

Top management leadership and employee empowerment are considered two of the most important principles of total quality management (TQM) because of their assumed relationship with customer satisfaction. As a result, many top management leadership and employee empowerment strategies and practices have been suggested in the management literature. However, few studies have been done to test this assumed relationship and determine which of these strategies and practices may be most effective in bringing about the intended results. This study surveyed organizations that have adopted TQM to determine the relationship between top management leadership, employees' empowerment, job satisfaction, and customers' satisfaction. The results reveal positive correlation between top management leadership, employee empowerment, job satisfaction, and customer satisfaction. Employee empowerment and improved levels of job satisfaction are facilitated by top management leadership and commitment to the TQM goal of customer satisfaction by creating an organizational climate that emphasizes total quality and customer satisfaction. Effective strategies for achieving employee empowerment and job satisfaction, together with top management leadership roles in a TQM environment, are identified and discussed.     

Combatant recruitment and the outcome of war

What determines who wins a civil war? We propose a simple model in which the power of each armed group depends on the number of combatants it is able to recruit. This is in turn a function of the relative ‘distance’ between the group leadership and potential recruits. We emphasize the moral hazard problem of recruitment: fighting is costly and risky so combatants have the incentive to defect from their task. They can also desert altogether and join the enemy. This incentive is stronger the farther away the fighter is from the principal, since monitoring becomes increasingly costly. Bigger armies have more power but less monitoring capacity to prevent defection and desertion. This general framework allows a variety of interpretations of what type of proximity matters for building strong cohesive armies ranging from ethnic distance to geographic dispersion. Different assumptions about the distribution of potential fighters along the relevant dimension of conflict lead to different equilibria. We characterize these, discuss the implied outcome in terms of who wins the war, and illustrate with historical and contemporaneous case studies.