中小企业领导激励应注意的几个问题

激励是人力资源管理中的一个重要环节。在组织建设与管理实践中,领导者对激励方法的错误认识和使用,直接造成激励效果不佳,激励效率低下的问题。因此,领导者尽快地走出激励的误区,对其提高领导水平有着重要的现实意义。     

家长式领导、心理授权对企业管理创新的影响

在文献回顾的基础上提出家长式领导影响管理创新的作用机理模型,以广东省顺德区的301家企业为研究对象对整体模型进行实证分析。研究结果表明:威权领导通过心理授权的完全中介作用对管理创新产生负向影响,但随着仁慈领导和德行领导的引入,其对心理授权的负向影响开始变得减弱甚至不显著;仁慈领导不仅对企业的管理创新有着显著的正向影响,同时还通过心理授权的部分中介作用正向影响企业的管理创新水平;德行领导通过心理授权的完全中介作用对管理创新产生正向影响,但随着威权领导和仁慈领导的引入,其对心理授权的作用被大大减弱甚至不显著。     

领导风格与企业战略协同对创新气氛影响的内在机理研究

通过对215名企业中高层干部的问卷调查,对领导风格与组织战略的协同和组织创新气氛之间的关系进行了研究,并探讨了企业知识产权保护能力的调节效应,研究结果表明:变革型领导对能动式战略有显著正向影响,变革型领导对反应式战略有显著正向影响,知识产权保护能力正向调节了变革型领导与能动式战略的协同对组织创新气氛之间的关系,即企业的知识产权保护能力越强,变革型领导与能动式战略的协同和组织创新气氛之间的关系就越紧密。     

企业家职业倦怠及基于社会责任的消解前因——情商与领导风格的调节作用

以431位中国企业家为调查研究对象,实证中国企业家的职业倦怠现状及群体差异,并基于社会责任视角探索企业家社会责任的消解前因。CSR1对企业家职业倦怠的三个维度(人格解体、情绪衰竭、无效能感)都有显著负向影响,CSR2对人格解体有显著负向影响,CSR3对企业家职业倦怠的三个维度都不具有显著负向影响。变革型领导会加强CSR1对企业家职业倦怠的三个维度以及CSR2对人格解体的消解影响,而交易型领导仅会加强CSR2对人格解体的消解影响,情商会加强CSR1对情绪衰竭、无效能感以及CSR2对人格解体的消解影响。企业家要消解职业倦怠,应主要依赖于CSR1(优势利益相关者责任)的履行,培养和加强变革型领导风格,提升情商水平。     

The Challenges of Teaching the Introductory LIS Management Course

Teaching the introductory LIS management course may be the most challenging assignment for LIS professors because of the breadth of the subject, the probabilistic nature of management principles, and the differing management environments of LIS organizations. The best teaching strategy is to describe honestly to students the benefits and limitations of the course and to focus on the achievable objectives of introducing students to core management concepts, providing skill enhancement, and encouraging them to evaluate their management potential. The article discusses the difficulties of teaching leadership skills, the limits imposed by student competencies, and the impact of the professor's background on course content.     

Starting New

New leaders have unique challenges in orienting themselves to a new position and likely a new department or organization. There are some actions an individual can undertake that will ease the transition and build relationships, create an understanding of the new organization, and build confidence of the employees in the leader. There are issues to be aware of as a new leader adjusts to a new position and awareness will facilitate the transition in working within a new department or organization.     

Young and in Charge: Early-Career Community College Library Leadership

Although young leaders and entrepreneurs have become prevalent in the business and technology industries, academic libraries remain much more traditional. Library administrator job advertisements often require seven to ten years of library experience in progressively responsible roles as well as supervisory experience. This article shares the experiences of an early-career community college library administrator working with different generations, provides suggestions to become a manager through intentional leadership, and explores how managers learn to lead. Additionally, the author encourages community colleges to consider younger and/or newer librarians that bring a different perspective to addressing the critical issues facing community college libraries today.     

An Australian perspective on school leadership preparation and development: credentials or self-management?

This paper provides a review of school leadership preparation and development in Australia through considering the requirements for becoming a principal, how leadership preparation and development occurs, and consideration of recent developments to provide an Australian standard for school leaders. Australian educators have relied mostly on a self-identification and self-managed system in which individuals decide that they want to pursue leadership opportunities and then seek out the support and experiences to help them. Support is available and provided through system, university, and service organization programmes, and the support of colleagues and senior leaders in schools. Whilst there is an extensive range of support provided by systems, universities and service organizations, there is little evidence of their impact on schools. At the school level there needs to be far greater support in identifying and developing leaders. Developments in creating a national leadership standard might lead to some type of credentialing programme that could allow individuals to benchmark their development, and ensure that preparation and support programmes are of the highest quality. An alternative view is to reinforce greater individual responsibility for leadership development and career progress, encourage schools and systems to focus less on individual leadership and more on collective leadership, and consider more innovative ways of providing leadership development.     

Transforming education systems: comparative and critical perspectives on school leadership

The centrality of education in the pursuit of better economic and social prosperity is now well established. The dominance of human capital theory, which provides a strong argument for better education as a key factor in fuelling economic growth, has encouraged policy makers, in various countries, to focus on education reform as a key priority and to borrow policy solutions from other countries. This special edition explores one policy solution in depth. It investigates the preparation and training of school leaders in very different countries and takes a comparative perspective. This article argues that the limitations of standardized strategies are clearly visible when taking a comparative view and, most importantly, that context matters significantly in shaping, defining and explaining differential educational performance.     

The role of leadership in small scale educational change

By investigating the factors facilitating and hindering a small scale educational change, this study highlights the crucial role of leadership in designing and implementing an educational change at a transnational university in Vietnam. During its initiation stage, the programme leaders seemed to fail to (1) set up a clear schedule for changing, (2) assist external advisory groups in providing training sessions and (3) clarify the responsibilities of external advisory groups. At the implementation stage, programme leaders and teachers were less likely to (1) develop the collective knowledge and understandings required for ongoing instructional improvement, (2) adjust the teaching quality control system and (3) cooperate with advisory groups. The lessons that can be learned include (1) mutual trust between stakeholders is vital to its successful implementation as it may determine the level of efforts stakeholders would make, (2) preparations should include clarifying stakeholders' responsibilities and the accountability system and (3) the external advisory groups need to be properly managed from the very beginning of the change.