Do charismatic presidents influence college applications and alumni donations? Organizational identity and performance in US higher education

The effect of charismatic leadership on organizational performance is contested. Yet despite the lack of consistent evidence of the value of charismatic leadership to organizations, presidential searches have increasingly favored charismatic candidates. This study shows how organizational identity mediates the relationship between charismatic leadership and organizational performance. Among religious colleges, but not among private colleges considered overall, there is a positive relationship between presidents’ charismatic leadership and the number of applications for enrollment and the amount of financial donations colleges receive. This suggests that among organizations with atypical identities, charismatic leadership can be interpreted as a meaningful signal of organizational performance.     

提升干部领导力的思索

21世纪是知识经济时代,经济全球化的日益发展,使组织的内外环境发生了重大变化,对于新时期的领导干部的领导力提出了更高的要求,教练型领导力正是在这样的背景下提出的。基于教练型领导理论的分析,指出我国领导干部在提升领导力上存在的三个困境：思想困境、态度困境和学习力困境,从而提出我国新时期领导干部提升教练型领导力的可行性路径：尊重成员的主体性地位,积极营造和谐的人际关系;注重对下属的引导,实施积极的激励措施;组织结构扁平化,提升有效沟通力。     

论新时代加强党的组织体系建设的路径

如果党的组织体系松散,就会弱化党的领导,淡化党的意识,影响基层党组织的号召力和整合力,疏离党群关系。在全面从严治党形势下,要把我们党建设得更加坚强有力,就必须更加注重党的组织体系建设,统筹建好中央、地方和基层组织,不断增强党的政治领导力、思想引领力、群众组织力、社会号召力,将各级党组织打造成密切党群关系的纽带和战斗堡垒。     

The influence of direct executive managers on lecturers’ perceptions on new organizational aims in times of academic drift

During educational change, managers can contribute positively to the professional’s sense of coping ability. The question remains as to whether the managers of lecturers can also influence the perception of lecturers on newly formulated organizational aims. Recently, the changes in many European institutes of higher professional education (HPE) have been considerable. The innovationsathand include the Dutch HPE institutes changing from teaching-only institutes toward hybrid organizations for teaching and research. The role of lecturers is central in implementing research into HPE, especially into the educational programmes. Hence, lecturers’ view on the new organizational aims are crucial. Based on a quantitative design, lecturers’ perceptions on the new organizational aims are measured. As part of a structural equation model, these perceptions are related to how lecturers perceive their direct executives’ leadership style, directly as well as mediated by executive-imputed organizational structures as collaboration systems and decision-making processes. The results show that the direct influence of executives based on their leadership style is limited, while initiating lecturers’ participation in decision-making processes is an important influence on lecturers’ perceptions on new organizational aims. More empirical insight into leadership factors and organizational structures can enlarge the improvement of goal achievement during organizational change.     

教育管理决策模式的研究

教育组织领导是为了实现组织决策而采取的合适的领导方式、激励模式和沟通方式;教育组织的控制是通过对教育组织及其成员行为的监督、检查和调节,使组织及其成员按照既定的目标努力,或根据发展的需要调整目标或纠正组织及其个人的行为偏差。     

The role of transformational leadership, organizational culture and organizational learning in improving the performance of Iranian agricultural faculties

This empirical research was conducted to investigate the role of transformational leadership, organizational culture and organizational learning in improving the performance of Iranian agricultural faculties and leading them to become learning organizations. The research population consisted of all faculty members of public agricultural faculties affiliated with Iran’s Ministry of Science, Research and Technology. A sample of 329 faculty members was selected using stratified random sampling method with proportional allocation. Questionnaire was the main tool for data gathering. Validity of the questionnaire was verified using average variance extracted. Composite reliability coefficients were calculated for determining the reliability of the questionnaire. Collected data were analyzed by structural equation modeling technique using Lisrel 8.50 software package. The results showed that there was a positive and significant relation between contextual components (transformational leadership and learning organizational culture) and process component (organizational learning). These two contextual components could explain 87.3 % of the process component variance. Also, there was a positive and significant relation between process component and performance component, and the process component could explain 36 % of the performance component variance. Our findings support that transformational leadership and learning organizational culture with the effect on organizational learning process not only improve the agricultural faculty performance, but also change them to learning organizations.     

Who Empowers Leaders?

Leaders work at all levels in organizations, but few of them are truly empowered. Why don't organizations do a better job of empowering them? Four factors obstruct organizations' efforts. Most leadership development programs (a) are offered out of context of other organizational development efforts; (b) are generic and not specific to organizations' needs for change; (c) do not last long enough; and (d) are based on either a skill development model or a personal development model, instead of personal development interweaved with skills development. An effective program to empower leaders might overcome these obstacles by drawing on initial and continuing support from top management; implementing an articulated plan including training, reward systems to encourage leaders to develop others, appropriate process and outcome performance appraisal objectives, and regular channels for feedback among individuals across many organizational levels; linking process goals (e. g., building community, envisioning) to organizational outcome goals; developing mechanisms to institutionalize long–term leadership and organizational development goals; and ensuring that training addresses skill and personal areas of development as much in concert as possible.     

分布式领导对大学教师组织公民行为的影响--以态度因素为中介

随着教育的变革与发展,教师组织公民行为对学校办学目标的实现起着日益重要的作用。如何更有效地激发教师积极主动的行为,成为当前关注的重点,分布式领导为此提供了新的思路。本研究以大学教师为研究对象开展调研分析并构建模型,探讨了分布式领导对大学教师组织公民行为的影响机制,研究发现组织信任、工作满意度与组织承诺在分布式领导与教师组织公民行为之间起着重要的中介作用。建议发展分布式领导的组织文化,使教师拥有充分的专业自主权和对重要事务的参与权,完善学术评价与激励机制,为教师发展提供平台与机会,同时注重对组织信任和工作满意度尤其是组织承诺水平的提升,从而使教师践行更多的组织公民行为,进而提高学术组织绩效、实现发展目标。     

Transformational School Leadership Effects: A Replication

Most school restructuring initiatives assume significant capacity development on the part of individuals, as well as whole organizations; they also depend on high levels of motivation and commitment to solving the substantial problems associated with the implementation of restructuring initiatives. Transformational approaches to leadership have long been advocated as productive under these conditions, and evidence suggests that transformational practices do contribute to the development of capacity and commitment. Much less evidence is available, however, about whether these socio-psychological effects actually result in organizational change and enhanced organizational outcomes. Survey data from an achieved sample of 1818 teachers and 6490 students from 94 elementary schools in one large district were used to replicate an earlier study of the effects of transformational leadership practices on selected organizational conditions and student engagement with school. Similar in most respects to our earlier study, results demonstrated strong significant effects of such leadership on organizational conditions, and moderate but still significant total effects on student engagement.     

新时代基层组织力提升的方法论探析

习近平总书记把提升组织力作为加强基层组织建设的重点,并围绕基层组织力提升做了重要论述,这些论述成为加强和彰显基层组织战斗堡垒作用的科学指南。从方法论的角度探析习近平总书记关于提升基层组织力的重要论述所彰显的核心要义,着重从突出政治功能、加强党性教育、优化队伍建设、扩大基层民主、做好党内关怀等方面阐释其方法论意蕴,总结归纳出具有一般意义上的以领导力、感召力、战斗力、公信力和凝聚力等五大内生驱动来加强基层组织建设的方法,进而为我国基层组织力提升提供智力支撑。     

Leadership as Learning: Conceptualizing the Process

ABSTRACT

Community College leaders face new and diverse challenges, often requiring different orientations to leadership than were effective previously. Yet, focusing on leadership as a series of career stages through which particular skills and techniques are learned often leaves leaders without the capacity to do the adaptive work required of their changing organizations. Conceptualizing leadership as an on-going process of learning relinquishes the need for a specific career orientation, and focuses on developing and sharing leadership throughout the college. Taking this approach uncovers mental models that affect how administrators see the world and, therefore, act within any environment. It shifts the goal of leadership preparation to understanding the concepts (and processes) of transforming organizational reality, challenging organizational status quo, and of deep change. It also ties leadership more directly to creating learning environments for leaders and others, which is important for community colleges interested in fulfilling the role of learning colleges. A model presenting leadership as learning concepts is presented, showing changes over time reflecting cognitive development of leaders and followers.     

解放战争时期中共基层党组织建设的历史考察

解放战争时期中国共产党基层党组织建设成效显著提升,为夺取全国革命胜利奠定了坚定的组织基础。面对党的中心任务和革命发展形势变化,中共通过健全基层党组织体系、纯洁基层党组织队伍建设、加强基层党组织制度和纪律建设等方面的新作为,进一步加强党的统一领导和组织建设,从而夺取解放战争的最终胜利。全面考察解放战争时期中共基层党组织建设取得的历史经验,对推进新时代党的建设的伟大工程具有重要意义。     

Multilevel leadership and organizational effectiveness in Indian technical education: the mediating role of communication,power and culture

This study provides a new conceptualization of educational leadership with a multilevel and integrative approach. It examines the impact of multilevel leadership (MLL) on the effectiveness of technical educational institutes through the mediating effects of organizational communication, bases of power and organizational culture. Data were collected from 153 heads of engineering and management institutes across India along with 306 subordinates working in coordination with the heads of the institutes. The subordinates assessed leadership and organizational communication and the leader assessed the remaining constructs. An inventory is developed and validated to assess MLL. The MLL directly predicts organizational effectiveness (OE). Organizational communication, use of personal power and organizational culture mediate the effects of leadership on OE. Multilevel leaders can promote organizational communication, use of personal power and organizational culture for higher effectiveness of technical educational institutions.     

高校服务型党组织建设的政治学思考

新时期党对高校的社会责任和政治使命提出了新要求,实现这些使命必须有党的领导作保障,推进服务型党组织建设就是高校加强党的领导的重要着力点。高校服务型党组织建设要做到政治方向上保障高校的发展;综合管理上保障高校的和谐;意识形态上保障高校的稳定。推进高校服务型党组织建设必须处理好高校党政关系,并在工作机制上有所创新。     

Managing Organizational Culture in Intercollegiate Athletic Organizations

The purpose of this paper is to link concepts of organizational culture, traditionally viewed from a corporate perspective, to management of intercollegiate athletic organizations. Relevant literature is reviewed to identify definitions and components of organizational culture, as well as elements of cultural strength. The relationship of culture to transformational leadership is recognized and ideas regarding how culture has been deciphered and managed in a corporate setting are presented. In addition, a critical perspective regarding organizational culture is examined and recognition is given to the importance of democratic ideals in the development of a “positive” culture. Recognizing that strong positive culture in a corporate organization generally equates with overall success, the implications for athletic organizations are important. These implications are discussed, and suggestions for athletic administrators and head coaches regarding culture management in collegiate sport organizations are presented.     

Paradigm development and leadership style of university department chairpersons

This article develops and tests the argument that leadership behavior in organizations can best be understood within a contingency technology-environment model. The major premise of this model is that one of the most influential intervening factors between organizational performance and leadership behavior is either the technology that the organization utilizes or the environment with which the organization interacts. Building upon this premise and the work of Kuhn (1970), four hypotheses are tested concerning the relationship between the effectiveness of natural science and social science departments in American universities using factor analysis. The data supports the conclusion that differential leadership styles are predictable in different scientific fields.     

当代西方教育管理模式的比较与启示

正规模式，学院模式，政治模式，主观模式，模糊模式，文化模式是20世纪50年代以来在西方比较有影响的教育管理模式，其在关于教育组织中的目标，组织结构，内外关系，领导等方面的论述能够为中国当前的教育管理实践者提供反思的视角和实践的依据。学校作为一个特殊的教育组织，可以通过思想，控制，组织，机制，媒介五个方面的变革来实现组织管理的创新。     

Profiles of Organizational Culture and Effective Schools∗

This study intends to investigate how school organizational culture is related to important organizational characteristics and observe how the profiles of strong culture‐effective schools are different from those of weak culture‐ineffective schools in terms of organizational variables (such as principal's leadership, organizational structure, and teachers’ social interactions), teachers’ job attitudes, and school effectiveness criteria. It is a cross‐sectional survey research involving 54 randomly sampled Hong Kong secondary schools and 588 teachers. The unit of analysis is the school.

Organizational ideology index was found to be substantially correlated with schools’ perceived organizational effectiveness. Among the 10 measures of these organizational variables, teachers’ esprit and principal's charismatic leadership can contribute substantially to the prediction of school's strength of organizational culture. The organizational profile of perceived strong culture‐effective schools is contrastingly different from that of perceived weak culture‐ineffective schools. The findings suggest that difference in organizational culture can be reflected at least in three overt levels: 1. organizational level in terms of principal's leadership behaviors, organizational formalization and participation, and teachers’ social norms; 2. teachers’ attitudinal level in terms of organizational commitment, social job satisfaction, intrinsic job satisfaction, and influence job satisfaction; and 3. school effectiveness level in terms of perceived overall organizational effectiveness and academic achievements in public examinations.

The findings reinforce the importance of organizational culture to the ongoing effort and discussion of school improvement and school effectiveness.

     

The influence of leadership behavior and organizational commitment on organizational readiness for change in a higher learning institution

Many factors contribute to the effectiveness in implementing organizational change. However, many change effort fail due to several factors such as lack of commitment, style of leadership, and emotional distress of the employees who have to implement the change. This study was intended to determine the influence of leadership behavior and organizational commitment on organizational readiness for change in a higher learning institution. It was based on a conceptual framework that combined part of an adapted model from organizational development and change theory. A total of 169 academic staff from the main and branch campuses UiTM throughout Malaysia were selected based on stage and cluster sampling to participate in this study. The result shows that there is a significant relationship between organizational commitment and leadership behavior on organizational readiness for change. The findings also revealed that 36.5% of the variance in readiness for change is explained by organizational commitment and transactional leadership behavior. In determining the role of the organization commitment as a moderating variable, the result of the study indicates significant moderating effect of affective commitment on the relationship between transformational leadership behavior and organizational readiness for change. This study implied that building organizational commitment as well as developing transformational and transactional leadership behavior could contribute to formulation of organizational readiness for change and subsequently lead to the success of a change program.     

Turning around failing organizations: Insights for educational leaders

Purpose In this article, we review the literature from the organizational sciences to develop a grounded narrative of turnaround in education. Approach The approach is a review of literature. We employ an integrated process to unpack and make sense of the turnaround literature from the organizational sciences. We rely on strategies appropriate for document analysis, and borrow analytic strategies (e.g., memoing, coding) employed with interview data. Findings We examine seven defining themes that flow from our review of empirical and theoretical work on organizational recovery in firms, non-educational public agencies, and not-for-profit organizations: (1) not all failing schools are worth saving; (2) focus on leadership; (3) act quickly; (4) diagnose first; (5) emphasize efficiency moves; (6) create a sense of hope; and (7) backward map from the customer and focus on core activities linked to valued outcomes. Implications We posit that the literature on turning around failing organizations in sectors outside of education provides blueprints for recovery activity in failing schools. The implications for turnaround leadership are particularly strong. Originality This is the first systematic effort to mine research in the corporate, not-for-profit, and public sectors to develop insights for turning around failing schools.