政府的领导变革：趋势与路径分析

服务型政府已经成为我国行政管理改革的目标选择。顺应西方管理思想人本化的趋势，解读肇始于西方国家治道变革的新公共管理理论和新公共服务理论。并以其内蕴的人性化、民主化和多元化价值理念为借鉴，我国各级政府应积极秉承“执政为民”和“以人为本”的执政理念，及时变革行政职能，不断创新管理方式，促进中国公共行政系统由传统型向现代公共服务型转变。     

论战略型领导在高校后勤绩效管理中的作用

本文通过对高校后勤绩效管理现状的研究，引入战略型领导的概念，通过战略型领导的管理旨在提高高校后勤的绩效管理能力，更好地促进高校后勤工作的开展，服务师生，服务教学，服务科研。     

The effect of CEOs on firm performance

The extent to which CEOs influence firm performance is fundamental to scholarly understanding of how organizations work; yet, this linkage is poorly understood. Previous empirical efforts to examine the link between CEOs and firm performance using variance decomposition, while provocative, nevertheless suffer from methodological problems that systematically understate the relative impact of CEOs on firm performance compared to industry and firm effects. This study addresses these methodological problems and reexamines the percentage of the variance in firm performance explained by heterogeneity in CEOs. The results of this study suggest that in certain settings the ‘CEO effect’ on corporate‐parent performance is substantially more important than that of industry and firm effects, but only moderately more important than industry and firm effects on business‐segment performance. Copyright © 2008 John Wiley & Sons, Ltd.     

The Ancients against the Moderns: Focusing on the Character of Corporate Leaders

When a series of corporate scandals erupted soon after the collapse of the 1990s bull market in equities, policy makers and reformers chiefly responded by augmenting and refining the checks and balances surrounding publicly traded corporations. Through measures such as the Sarbanes-Oxley Act of 2002, securities regulations were intensified and corporate governance was tightened. In essence, reformers followed the tradition of modern political philosophy, developed in the 17th and 18th centuries, in its insistence that pro-social outcomes are best produced through institutional mechanisms that harness self-interest. The empirical evidence, however, suggests the institutional approach will do little to prevent future ethical breakdowns. To corroborate this finding, we survey the literature on board composition, auditor consulting practices, shareholder activism, and executive compensation. Consequently, we look to another stream of political philosophy, the ancient tradition comprising Plato and Aristotle, which argues that social groupings, such as corporations, work best when led by individuals of good character. Applying the ancient view to modern commercial realities, the paper concludes that Benjamin Franklin’s attempt to connect virtuous character with enlightened self-interest offers a compelling ethic for corporate leaders. George Bragues is head of the Media Studies program and teaches philosophy, politics, and economics at the University of Guelph-Humber in Toronto, Canada. He is an occasional contributor to the National Post in Canada, writing op-ed pieces on financial and economic topics for that paper’s financial section. His academic articles have been published previously in the Journal of Business Ethics, as well as the Independent Review and in Business Ethics Quarterly.     

国家治理能力现代化下领导行为转变研究

实现国家治理体系和治理能力现代化离不开科学的领导方式和现代化的领导理念。新时期,领导干部要开阔思维,增强自身能力建设,形成与治理能力现代化相适应的领导新理念、新方法,实现从"管理"走向"治理"的领导行为方式转变。"治理"是对管理的继承与创新,治理强调控制少一些,引导多一些,"治理"要求领导干部要善于突破管理的桎梏,努力推进组织、制度、奖惩等管理要素的升级;同时要求领导干部沿着价值新方向不断探索,发挥愿景、利益和魅力的作用。     

诚信领导对下属主动行为影响机理研究

知识经济时代组织需要更为有效的领导风格激发下属工作的主动性。文章基于资源理论视角实证探究诚信领导对下属主动行为的影响机制,通过470份有效问卷调查数据并结合结构方程模型及层级回归分析,表明：诚信领导能够显著正向影响下属主动行为;下属心理资本在诚信领导与下属主动行为关系间起部分中介作用;同事支持感在心理资本与主动行为关系中起显著正向调节作用。最后,讨论了研究的研究局限与启示,并指出未来可能的研究方向。     

领导行为的马太效应：领导组织化身的调节作用

文章就组织行为领域领导行为的马太效应及领导组织化身的调节作用进行了具体理论分析和实证检验。以510名企事业单位员工为样本,探讨了领导行为的马太效应及其具体作用机制。研究发现：变革型领导(正性领导）行为对员工工作绩效具有积极效应,辱虐领导（负性领导）行为对员工工作绩效具有消极效应,两类领导行为均通过情感组织承诺的中介效应对工作绩效产生影响;同时,领导组织化身（SOE）在两类领导行为与情感组织承诺之间起着显著调节作用,使得领导行为的马太效应进一步凸显和放大。这表明了在管理实践中领导行为具有特殊重要性,应注意汲取其有益影响、克服其负面效应,并充分利用员工领导组织化身认知的调节作用大力提升领导行为的有效性。     

仆从领导文化与企业声誉管理

本文将Grahame企业声誉的理论模型运用于仆从领导文化与企业声誉管理内在关系的研究。通过对仆从领导的“齿轮传动模型”的阐释,本文分析了仆从领导文化与企业声誉管理相关的四个特征,即领导知名度、员工参与度、顾客满意度与社区和谐度,揭示了企业文化作用于企业声誉管理的“光环效应”。     

A Cross-Cultural Examination of the Endorsement of Ethical Leadership

The western-based leadership and ethics literatures were reviewed to identify the key characteristics that conceptually define what it means to be an ethical leader. Data from the Global Leadership and Organizational Effectiveness (GLOBE) project were then used to analyze the degree to which four aspects of ethical leadership – Character/Integrity, Altruism, Collective Motivation, and Encouragement – were endorsed as important for effective leadership across cultures. First, using multi-group confirmatory factor analyses measurement equivalence of the ethical leadership scales was found, which provides indication that the four dimensions have similar meaning across cultures. Then, using analysis of variance (ANOVA) tests each of the four dimensions were found to be universally endorsed as important for effective leadership. However, cultures also varied significantly in the degree of endorsement for each dimension. In the increasingly global business environment, these findings have implications for organizations implementing ethics programs across cultures and preparing leaders for expatriate assignments. Christian J. Resick is Assistant Professor of Industrial and Organizational Psychology at Florida International University. His research is aimed at understanding how people interact with and influence various aspects of their work environments, including cultures, climates, leaders, and teammates along with the implications for various aspects of organizational behavior. A particular focus of Christian’s work examines ethical leadership and the critical linkages between leadership and organizational ethics. He received his Ph.D. from Wayne State University. Paul J. Hanges is a professor in the Department of Psychology at the University of Maryland and the head of the Industrial/Organizational Psychology program in the department. He is an affiliate of the Cognitive Psychology program and the R. H. Smith School of Business. Paul’s research focuses on three topics (a) social cognition, leadership, and cross-cultural issues; (b) personnel selection, test fairness, and racial/gender discrimination; and (c) research methodology. He is on the editorial board of the Journal of Applied Psychology and The Leadership Quarterly and is a fellow of the Society of Industrial and Organizational Psychology and the American Psychological Association. Marcus W. Dickson is Associate Professor of I/O Psychology at Wayne State University in Detroit. His research generally focuses on issues of leadership and culture (both organizational and societal), and the interaction of those constructs. He is a former Co-Principal Investigator of the GLOBE Project, and his work has appeared in Journal of Applied Psychology, Applied Psychology: An International Review, and The Leadership Quarterly, among others. Jacqueline K. Mitchelson is a doctoral candidate in Industrial and Organizational Psychology at Wayne State University. Her current research areas are leadership, organizational culture, individual differences and work-family conflict.     

Leaders,Values, and Organizational Climate: Examining Leadership Strategies for Establishing an Organizational Climate Regarding Ethics

This paper examines the critical role that organizational leaders play in establishing a values based climate. We discuss seven mechanisms by which leaders convey the importance of ethical values to members, and establish the expectations regarding ethical conduct that become engrained in the organizations climate. We also suggest that leaders at different organizational levels rely on different mechanisms to transmit values and expectations. These mechanisms then influence members practices and expectations, further increase the salience of ethical values and result in the shared perceptions that form the organizations climate. The paper is organized in three parts. Part onebegins with a brief discussion of climates regarding ethics and the critical role of values. Part two provides discussion on the mechanisms by which leaders and members transmit values and create climates related to ethics. Part three provides a discussion of these concepts with implications for theory, research, and practice.