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51.
Utilizing Printed Media to Understand Desired Leadership Attributes in the People's Republic of China 总被引：1，自引：0，他引：1
Using news media as a reliable source, we content analyzed stories on business leaders in two major official Chinese newspapers in three different time periods over the past 20 years. Results show that the reform has brought an increase in stories of business leaders, and in coverage of the desirable leadership attributes relating to Confucian virtues, communist ideologies, and modern management philophies. The results suggest that, by publicizing and adorning specific leaders in both government and business sectors in the official media, the government reinforces the traditional values that are consistent with communist ideologies, and at the same time, it also introduces Western management values to suit the current needs of the society. The results of our study echo the findings of empirical studies on Chinese values that used data collected using other methods. We therefore encourage future research to use the printed media as a potentially valuable source of data for tracking changes in social phenomena in a society over time. 相似文献
52.
The transition towards a socialist market‐oriented economy has presented many challenges to both China and Vietnam. One of the key human resource challenges has been to develop business leadership skills in a flexible, timely and cost‐effective manner. This paper focuses on the self‐initiated approach to professional development that has been introduced by managers at a grassroot level to improve business leadership (referred to as self‐development). Given the limited research on self‐development in China and Vietnam, the intention of this paper is to enrich understanding of why managers in a complex and dynamic transitional environment undertake self‐development activities. The findings of this study suggest that there is no ‘one‐size‐fits‐all’ paradigm to understand self‐development across contexts. First, the western model of leadership competencies at the different management levels do not necessarily fit the needs that managers are targeting in their self‐development activities in China and Vietnam. Second, despite some similarities between China and Vietnam, the Chinese managers were more interested in technical leadership skills than the Vietnamese managers whose self‐development foci were centred on improving their moral standards. Such differences highlight each country's stage of economic and social development while reinforcing the influence of contextual factors. It also suggests that self‐development is best understood as a process within a specific context. 相似文献
53.
冯承俊 《北京市经济管理干部学院学报》2012,27(3):40-44
精神型领导理论是目前国内外学术界领导研究领域的一个前沿主题。它反映了在当前企业组织结构加速变革的情境下,组织寻求通过内在激励员工使其获得体验和发挥自我以实现个体、群体或组织绩效方面的不断提升。本文分别从概念界定、维度结构以及模型分析三个方面对国外精神型领导的相关文献进行了归纳总结,并对目前该领域研究的局限进行了分析,明确了未来研究的方向。 相似文献
54.
Marc H. Anderson;Peter Y. T. Sun; 《Journal of Management Studies》2024,61(4):1165-1191
The current body of research on leadership styles is plagued with the problem of a bewildering number of styles that overlap conceptually and empirically, and whose dimensionality is contested. In this paper, we use analogical reasoning to argue that recommendations based on the personality psychology literature could be used to overcome these and related problems to substantially advance the literature on leadership styles. We argue that scholarly understanding of leadership styles needs to be redeveloped by theoretically identifying root behaviours and then seeing how they aggregate into higher-level dimensions and meta-categories. We offer a roadmap that will help facilitate such progress and enable future research to cumulate into a more comprehensive, coherent, and empirically justifiable hierarchical model of leadership behaviours. We also discuss how personality research raises a variety of other interesting analogous questions about leadership behaviours, including how to incorporate situational influences and whether patterns of characteristic leader behaviours develop over time. 相似文献
55.
Organizations' attempts to implement and gain value from investments in project management have resulted in the rapid growth and, in some cases, demise of project management offices (PMOs). The recent research literature on PMOs provides an ambiguous picture of the value case for PMOs and suggests the tenuous nature of their current position in many organizations. In studying project management implementations for the Value of Project Management project, we chose to use three detailed cases and comparisons with the remaining 62 organizations in the value project to study how PMOs are connected to value realization for organizations investing in project management. Specifically, we sought to understand how PMOs deliver sustained value to organizations. Using the theories of Jim Collins (Collins, 2001; Collins & Porras, 1994) as an interpretive framework, we explore these cases to understand how to create and sustain project management value through investment in PMOs. 相似文献
56.
In this article we strive to reconcile equivocal findings about the effects of top leader succession and prior leadership experience on postsuccession organizational performance. In doing so, we draw on insights from theories of human capital, learning, and asymmetric information to better understand the conditions under which leaders increase or decrease postsuccession performance. Employing a sample of 119 newly appointed leaders in the English Premier League (1996–2010), we find the following results. First, relating to the succession event, outside leaders that directly move between leadership positions are associated with higher postsuccession performance while the departure of a prior leader to a leadership position in another organization has a negative effect on postsuccession performance. Second, relating to prior leadership experience, leaders with domestic top leader experience are associated with lower postsuccession performance, while leaders with foreign top leader experience are associated with higher postsuccession performance. © 2015 Wiley Periodicals, Inc. 相似文献
57.
实训教学软环境建设的探讨 总被引：1，自引：0，他引：1
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。 相似文献
58.
59.
《Human Resource Development Quarterly》2017,28(1):29-54
An important area for human resource development (HRD ) research is the interrelated nature of different types of workplace learning. In our research, we studied feedback‐seeking and reflection as informal, proactive learning behaviors in the transfer of formal training in the context of global leadership development programs. Thus, we add to our knowledge about how learners can transfer and extend formal training into informal workplace learning. In a partially mixed‐method field investigation, we first explored triggers and characteristics, as well as the outcomes of feedback‐seeking and reflection. Second, we investigated their predictive and mutually reinforcing effect on transfer of training. Integrated results from a qualitative interview study (Study 1, n = 15) and a quantitative survey study (Study 2, n = 60, comprising n = 15 participants from Study 1 and n = 45 additional participants) support the hypotheses that feedback‐seeking and reflection are both relevant facilitators of transfer of training. In addition, Study 2 reveals that transfer of training was highest when both feedback‐seeking and reflection were high, supporting our interaction hypothesis. This research extends the understanding of the importance of informal learning activities following formal training. Based on our results, we advocate that learners in their posttraining phase be engaged in both feedback‐seeking and reflection to enhance their transfer of training. Further implications for human resource development research and practice are discussed. 相似文献
60.
Amir E. Keshtiban Jamie L. Callahan Martin Harris 《Human Resource Development Quarterly》2023,34(1):19-43
The emergence of the Occupy movements along with other social movements in 2011 elevated the idea of radically decentralized “leaderless” social movement organizations. We argue that looking at such an alternative, horizontalist form of organizing presents an opportunity to reframe how we understand leadership. This paper illustrates how the coordination of the Occupy London movement was accomplished horizontally in the absence of formal organization, leadership, or authority structures. Using an ethnographic approach, we show how this movement generated a “multimodal” repertoire of protest that included (1) the politically effective occupation of urban space; (2) the ability to deploy symbols as compelling forms of aesthetic questioning; and (3) the creation of politically charged spectacles that allowed the movement to appropriate the news agendas of established broadcast media. The findings of this paper challenge the language of leadership and contribute to understandings of feminist forms of leadership and leaderless organizing by explaining one way that “leadership” occurs in horizontal organizational structures such as social movements. Namely we demonstrate how the modes of space, symbols, and spectacles effectively replace the role of “leader” in the absence of formal organizational structures. 相似文献