领导者有效领导力的自我塑造与提升研究

领导活动的成功取决于领导者有效的领导力的发挥。领导者领导力的有效发挥得益于领导者自身素质的提高,即领导者的自我塑造。领导者领导力的塑造与提升主要包括三个层次,分别为:观念层、气质层和能力层。领导者自我三个层次的有效塑造与提升最终形成个体领导者价值观领导、魅力型领导和能力型领导的有机融合。     

领导力发展项目的设计与实施

本文依据对美国一流组织经验的分析,总结得出领导力发展项目设计与实施基本原则、一般程序。基本原则包括:全面关照领导力在个人层次、关系层次和集体情境层次上的协调发展,使项目成为一个动态的、持续的过程,使项目具有针对性。而成功的项目设计与实施一般都包括组织诊断、项目参加者选择、领导力发展需求测评、项目设计、项目实施、后续支持和总体评价几个阶段;各阶段的具体经验也在文中进行了分析。     

Public Service Leaders as ‘Change Agents’ – for Whom?

Abstract

This article examines how far senior staff in English educational and health service organizations view themselves as leaders who are ‘change agents’ for government-driven reform and independent change agendas. The contribution of external leadership development provision to shaping these self-perceptions is explored. Special attention is paid to national leadership development bodies with different degrees of formal association with government. Whatever this relationship, such provision and other development support apparently reinforced a strong sense of personal agency (choice of action) associated with being a leader, empowering senior staff to adopt a modestly mediatory stance towards both reform and leadership development provision.     

实训教学软环境建设的探讨

本论文探讨了特定硬件条件下,影响实训教学质量的因素并提出了相应的解决方案。     

论党的第三代领导集体对知识分子理论的创新

以江泽民为核心的党的第三代领导集体把马克思主义知识分子理论推进到了一个新的发展阶段,必然 推动党的知识分子政策创新,对充分依靠和发挥知识分子作为人才第一资源的作用,实现中华民族的伟大复兴,具有 深远的意义。     

It Takes Two: The Incidence and Effectiveness of Co‐CEOs

This study examines the phenomenon of co‐CEOs within publicly traded firms. Although shared executive leadership is not widespread, it occurs within some very prominent firms. We find that co‐CEOs generally complement each other in terms of educational background or executive responsibilities. Our results show that firms most likely to appoint co‐CEOs have lower leverage, a more limited firm focus, less independent board structure, fewer advising directors, lower institutional ownership, and greater levels of merger activity. The governance structure of co‐CEO firms suggests that co‐CEOships can serve as an alternative governance mechanism, with co‐CEO mutual monitoring substituting for board or external monitoring and co‐CEO complementary skills substituting for board advising. An event study indicates that the market reacts positively to appointments of co‐CEOs while a propensity score analysis shows that the presence of co‐CEOs increases firm valuation.     

乡村振兴战略环境中党支部领办社区型合作社的创新发展与演化逻辑

实现党支部领办型社区合作社的发展与乡村振兴的战略目标契合,促进社区合作社高质量发展,其理论意义和实践价值十分重大。通过剖析山东莱州金丰合作社的发展案例后,总结社区型合作社"团队管理、基层党建、产业发展、坚守合作社原则"四位一体发展经验;提出在坚持合作社质性规定前提下,夯实群众基础、创新产品营销等措施,构建"一村一品"特色产业链,促进合作经济与集体经济双向互动的政策建设。     

Transition process activities and team efficacy of flight attendants

The research goals of this study were to investigate how transition process activities among flight attendants affect team efficacy. We distributed a total of 600 questionnaires to flight teams in an airline company, which yielded a usable response of 275 fully completed questionnaires in the end. The research model and the hypotheses were tested using a structural equation modeling approach.Our findings suggest that transition team activities have emerged as an important asset in team efficacy; moreover, increasing flight attendants' job satisfaction should be a priority for airline companies. Second, communication between flight attendants requires not just the delivery of information but also receipt and comprehension of the knowledge interchange, third, the development of shared leadership should be concerned in flight teams.     

领导权力生命周期的探讨和应用

领导权力的上升、持续、衰落有一定的规律，即领导权力生命周期曲线是一条不规则抛物线。领导者在某一岗位任职时间的长短受领导权力生命周期的制约，正确理解、运用领导权力生命周期理论具有重要的现实意义。在领导权力上升期，应运用法定权力，尽快凸显个人权力；在持续期应弱化法定权力，强化个人权力，尽量达到“无为而治”；在衰落期应强化法定权力，弱化个人权力，采取“独断”为主的领导方法。     

Is the Culture of Family Firms Really Different? A Value-based Model for Its Survival through Generations

The current work represents a piece of research on the family firm of the semasiological, interpretive or culture creation type. In it we carry out a comparative analysis of the organizational culture of this type of firm along with firms not considered to be family firms, using as theoretical framework generally accepted theories in business administration, such as the systems, neoinstitutional, transformational leadership, and social identity theories. Our findings confirm the existence of certain elements of culture, especially values and allow us to propose a value-based model to help family firms to survive through different family generations.