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。     

浅析加强和改进高校的思想政治教育工作

高校的思想政治教育工作在我国的现代化建设和发展中占有着举足轻重的作用,但高校思想政治工作在实际的操作中依然存在着不容忽视的问题。文章试从高校思想政治教育工作的必要性、紧迫性两方面出发,对加强高校思想政治工作进行探索,进而提出一些改进措施,以期进一步强化高校思想政治教育工作。     

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     

公民·公民教育·思想政治教育

公民概念在西方由来已久 ,它直接与国家相连并被认为是政治民主的一个关键因素。西方公民教育的核心 ,就是通过政治社会化形成公民意识。我国传统上只有臣民而无公民和公民教育 ,民国建立后所实施的公民教育也不成体系。真正将公民教育单独提出并加以强调 ,是在我国社会的转型时期。在社会主义市场经济条件下 ,立足于公民的塑造 ,培养公民的意识、观念与精神 ,是思想政治教育与时俱进、顺应时代发展的客观要求     

高校网络思想政治工作初探

新的形势给高校思想政治工作带来新的生机，网络的出现赋予高校思想政治工作新的内容，使高校网络思想政治工作成为必要和可行。     

东汉末年的“求真”思潮

东汉末年社会上产生了一股强大的“求真”思潮,在理想与现实、真理与谬误、虚妄与真实等多方面的矛盾与对立中寻找出路,构成了东汉思想的主要趋向。“求真”思潮的产生有多方面的原因,同时其表现形式也是多方面的,其产生的后果也是多方面的,其中之一就是儒家思想自身的修正与道家思想的兴起。     

中共三代领导集体国防教育思想的历史探索

研究表明，中国共产党的三代领导集体对国防教育都很重 视，特别是在和平建设年代，中共领导人能随着国际国内形势的变化而适时调整其国防教育 思想的主要内容，从而使党的国防教育思想更趋成熟，向科学化、系统化、制度化迈进。