企业高管团队整合领导力提升的行动学习模式

讨论了高管团队整合领导力及其与企业绩效的关系,分析了企业高管团队整合领导力运行机理,应用系统工程理论方法,构建了企业高管团队整合领导力系统运行模型。概括总结了行动学习原理以及研究理论,指出了企业高管团队整合领导力提升的关键要素,在此基础上,应用经验学习循环和群体动力学理论方法,构建了基于行动学习的高管团队整合领导力培育“3循环”学习模式。从而,为企业高管团队整合领导力的培育与提升提供了一点粗浅的新思路和方法。     

Linking transformational leadership and employee creativity in the hospitality industry: The influences of creative role identity,creative self-efficacy,and job complexity

Integrating transformational leadership, creativity and social cognitive theories, we explore the relationships among transformational leadership, creative role identity, creative self-efficacy, job complexity and creativity. Structural equation modeling (SEM) with bootstrapping estimation was conducted using data from 395 supervisor–employee dyads from international tourist hotels in Taiwan. The results show that supervisors' transformational leadership positively influenced employee creative self-efficacy and creativity. Moreover, creative role identity was found to mediate the relationship between transformational leadership and employee creative self-efficacy, while both creative role identity and creative self-efficacy were found to mediate the relationship between transformational leadership and employee creativity. Specifically, job complexity was found to moderate the relationship between transformational leadership and employee creative role identity, the relationship between employee creative role identity and creative self-efficacy, and the relationship between employee creative self-efficacy and creativity. We discuss the implications of these results for research and practice in hospitality context.     

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。     

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。     

Leadership,Creative Problem‐Solving Capacity,and Creative Performance: The Importance of Knowledge Sharing

This article presents two studies that examine whether leader supportive behaviors facilitate knowledge sharing and employee creative problem‐solving capacity, thereby enhancing creative performance. The findings from both studies indicate that leader supportive behaviors are directly and indirectly related, through both internal and external knowledge sharing, to employee creative problem‐solving capacity. In addition, creative problem solving was related to the two dimensions of creative performance—fluency and originality. However, a test of the mediation model indicated that creative problem solving only mediated the relationship between internal knowledge sharing creative performance and originality. These findings highlight the complex process by which leaders facilitate both internal and external knowledge sharing and employee creative problem‐solving capacity, thereby improving employee creative performance.     

The impact of participative leadership on job performance and organizational citizenship behavior: distinguishing between the mediating effects of affective and cognitive trust

This study examines the mediating effects of cognitive trust and affective trust on the relationship between supervisors' participative leadership behavior and subordinate work outcomes, using data obtained from 247 dyads in a manufacturing organization located in mainland China. Structural equation modeling revealed that while affective trust fully mediated the relationships between participative leadership of supervisor and subordinate job performance and organizational citizenship behavior, cognitive trust had non-significant effects. These findings underscore the importance of interpersonal interactions between the supervisor and subordinate for engendering subordinate work outcomes. They also lend support to the exchange (relationship)-based explanation as to how trust enhances the response of subordinates to the participative leadership behavior of their immediate supervisor, given that affective trust involves a process of social exchange between both parties over an extended period of time.     

How does growth need strength influence employee outcomes? The roles of hope,leadership, and cultural value

Abstract

Strong growth need is essential if an employee is to be motivated to complete complex and challenging jobs. It is important for organizations to attract employees with high growth need strength and help them achieve positive outcomes. However, limited research has been conducted to examine the mechanism underlying growth need strength’s positive effect on employee outcomes. Based on hope theory, we hypothesized that hope mediates the effect of growth need strength on job performance and affective commitment by transforming employees’ general desire for personal growth into goal-related cognitive thinking, comprising both ‘will’ and ‘ways’. We further hypothesized the moderating effect of transformational leadership, and the joint moderating effect of transformational leadership and individual power distance on the relationship between growth need strength and hope. We tested our hypotheses with data from a sample of 265 subordinate–supervisor dyads from China. Data analysis results supported the mediating role of hope. We found that growth need strength has a stronger effect on hope when transformational leadership is higher, and this effect is the strongest when both transformational leadership and individual power distance are simultaneously higher. The implications of these findings for human resource management research and practice are discussed.     

Crisis Management Competencies

Since public networks became widespread, doubts have arisen over how to make them succeed. Scholars have traditionally addressed the issue in different ways, thus variously shedding light on the network structure, mechanisms, or managers as predictors of the network performance. The aim of our article is to explore the possibility of an interaction effect between the abovementioned factors. Our results show that there may be a relationship between network structure, mechanisms, and managers that jointly affects network performance. Therefore, important suggestions can be made about how to manage public networks successfully: (1) ensure that your network mechanisms and managerial abilities are coherent with the structure of your network; and (2) if you are in a well-established and integrated network, allow yourself some flexibility. Data were collected through a multiple case study that focused on collaboration for joint provision of home care services in Switzerland.     

Community leadership cycles and the consolidation of neighbourhood coalitions in the new local governance

The success of the new patterns of local governance depends on engaging communities in a range of partnerships at various geographic scales and administrative levels. In practice, this usually falls to a handful of community leaders in any given locality. Our research on area regeneration partnerships in the UK reveals a community leadership cycle, which proceeds through five phases. The first phase consists of the emergence of a first generation of leaders early on in a partnership, in the second phase their position in the partnership is consolidated and loyalty to the partnership developed, followed by a third phase of the cultivation of a second generation of leaders. Then comes a fourth phase in which the new generation of leaders raise their voices to challenge the established patterns of representation in the partnership. In the final phase, individual leaders exit from the partnership. This community leadership cycle is part of building multi-sector leadership coalitions in the neighbourhoods through strategies combining loyalty, voice and exit.