Benevolence-dominant,authoritarianism-dominant,and classical paternalistic leadership: Testing their relationships with subordinate performance

We propose a new typology of paternalistic leadership styles based on how leaders demonstrate authoritarianism and benevolence, the two essential components of this type of leadership. Benevolence-dominant paternalistic leadership refers to leaders' sole dependence on the use of benevolence without their strong assertion of authority, whereas authoritarianism-dominant paternalistic leadership is based mainly on authoritarianism itself; classical paternalistic leadership, which best fits early observations of paternalistic leaders, refers to the salient combination of both leadership components. We used two distinct samples and methods to test this typology and the association with subordinate performance. Across the two studies, a field investigation with Taiwanese military supervisor-subordinate dyads and a hypothetical scenario experiment with U.S. working adults, we found a positive relationship between classical paternalistic leadership and subordinate performance as strong as that between benevolence-dominant paternalistic leadership and performance. Our findings echo the phenomenon that paternalistic leaders tend to combine benevolence with authoritarianism to affect subordinate performance.     

Finding the niche to reposition leadership in Africa’s developing economies for the global highway: review of literature on leadership development programmes – methods and techniques*

Africa’s developing economies remain in critical need for leadership. This paper asserts that Africa’s new growth opportunities rest with leadership that could champion organizational performance, innovativeness, and good ethics among others. A review of extant literature on leadership development programmes (LDPs) was done to examine possible initiatives that leadership developers can use to influence leadership practices in Africa. This paper proposes that in Africa, LDPs can be used to inculcate authentic leadership practices and enhance networking and acquisition of innovative skills among others. Furthermore, LDPs could target the youth considering them as an investment into tomorrow’s leadership talent pool. The paper suggests that Africa’s niche for the global highway rests in contextualization of LDPs from other regions to Africa’s unique environment.     

Engaging leader – Engaged employees? A cross-lagged study on employee engagement

The goal of this study is to provide a cross-lagged examination of the relationships between engaging leadership, job resources and employee work engagement. We propose a mediation model and we postulate that engaging leadership can increase perceptions of three specific job resources (i.e. autonomy, support from colleagues and opportunities for learning and development) which theoretically correspond to the three facets of engaging leadership (i.e., inspiring, connecting and strengthening, respectively). Subsequently, in keeping with the extant body of Job Demands-Resources (JD-R) research, we link job resources to employee work engagement. Our hypotheses were tested on data collected at two time-points – T1 (N = 759) and T2 (N = 273) –from employees working for a hotel chain in the Netherlands. In line with our expectations, engaging leadership showed a significant cross-lagged relationship with autonomy and support from colleagues, but did not predict learning opportunities and work engagement across time. While we formulated specific hypotheses, we also tested reversed causation relationships. We found no direct effect from engaging leadership on employee work engagement, however, the reversed effect was significant; employee perceptions of engaging leadership were shaped by their own engagement experiences. Importantly, engaged employees at T1 reported more job resources at T2. By providing a cross-lagged examination of our model, we showed that engaging leaders as well as employees’ positive affective state of being engaged, are essential to shaping a resourceful work context. A comprehensive view on the triggers and outcomes of work engagement and engaging leadership is needed, as the traditional unidirectional cause-effect rationale fails to explain how these concepts relate to one another and to employee experiences of job resources.     

德行领导对员工创新行为的影响---工作繁荣与情感承诺的作用*

研究表明，德行领导作为家长式领导的核心维度，对员工行为有重要影响，但现有研究忽视了员工工作状态的重要作用。本文基于自我决定理论，以员工工作繁荣为中介，探讨德行领导对员工创新行为的影响，并从社会认同的情感视角出发，考察了情感承诺在上述关系间的调节作用。研究表明，德行领导对员工工作繁荣与创新行为均存在显著正向影响；员工工作繁荣对其创新行为存在显著正向影响；员工工作繁荣在德行领导与创新行为之间起部分中介作用；情感承诺调节了德行领导对员工创新行为的影响，情感承诺越高，德行领导对员工创新行为的影响越显著。     

吴伟业早期艳体诗略论

通过对吴伟业早期艳体诗生成背景、特色的分析,可以进一步了解梅村诗歌创作的影响及其与明末文学复古运动的关系。     

学校领导干部的自我发展素质及培养

自我发展素质是学校领导干部综合素质的重要组成部分 ,它反映了社会发展、领导职位和人的本性发展的要求。形成学校领导干部自我发展素质的主要方式是干部培训和教育实践中的探索与反思     

艺术是按照美的规律创造的——对张涵“艺术审美本质”的思考

张涵从接受美学、社会学、系统论和美的生成说的角度 ,把艺术看成一个系统、一个历史过程 ,从艺术创造、艺术作品、艺术欣赏的有机联系中考察艺术的本质 ,从而得出审美特性为艺术的本质属性的结论。这一结论无论从艺术原理看 ,还是从艺术实践看 ,都显示出较大的合理性     

论传统写真艺术

传统写真属于人物画的范畴 ,要求达到“形神兼备”。通过对写真艺术历史的考察 ,认为 :传统写真在我国绘画中是发展很早的一种艺术体裁 ,传神是写真艺术的优良传统 ,背拟是写真艺术的重要法则 ,线描和笔墨法是写真艺术的主要表现手段 ,传统写真艺术成就是由民间画工和优秀的文人画家共同创造的。     

论校长及行政系统为主实施--一种新的德育管理体制实施主体论

党委统一部署 ,校长及行政系统为主实施的高校德育管理体制 ,应当说是一项重大改革。其中对“校长及行政系统为主实施”的新概括 ,是新中国学校德育管理体制改革的重要组成部分。本文从多方面对这一新的德育管理体制实施主体进行了阐释。     

20世纪艺术理论中的再现说

“再现说”是 20世纪中国艺术理论史中占主导地位的艺术理论,它影响了 20世纪中国艺术实践和艺术理论的整体格局,也影响了人们对艺术起源、艺术本质的看法。20世纪中国社会的动荡,使“再现说”为承载社会责任而偏离了艺术对它的要求。因此,要结合各种观点的语境分析其合理性,并结合“表现说”来分析其得失。