Leader humility in Singapore

The theoretical development and empirical testing of the effects of humility in the organizational sciences is surprisingly rare. This is especially pronounced in the study of leadership in Asian contexts. To address this we employ a qualitative approach to examine the conceptualization of leader humility in Singapore and assess whether this conceptualization differs from other emerging conceptualizations of leader humility. In Study 1, using semi-structured interviews of 25 Singaporeans, we identified nine major dimensions of humble leader behaviors and explored our participants' beliefs about culturally-based differences in leader humility. In Study 2 (N = 307), we generalized our findings to a broader sample and explored how the nine dimensions fit with existing taxonomies. In addition to replicating all of the Western conceptual dimensions of humility, we identified five unique dimensions of behaviors indicative of leader humility in Singapore.     

Leadership succession in different types of organizations: What business and political successions may learn from each other

We systematically review the recent impactful leadership succession literature in three types of organizations/contexts, namely publicly-traded, privately-owned (mostly family businesses), and political organizations. We compare and contrast these literatures, and argue that business and political leadership succession researchers and practitioners can learn from each other. The purpose of the review is fourfold. First, to take stock of the existing leadership succession research in these three related literatures – that examine the same essential phenomenon – but that have evolved separately. Previous reviews have focused mostly on CEO succession (not the broader phenomenon of leadership succession) mainly in publicly-traded firms; and to our knowledge no (recent) comprehensive literature reviews on the important topics of privately-owned and political organization leadership succession exist yet. Second, to develop an overarching integrative conceptual framework (ICF) that structures the overall leadership succession literature and shows the potential areas of integration and difference among the three literatures. Third, to develop three organizational frameworks – one for each organization type – that review what we know and what we should know about leadership succession in each type. Fourth, to critically compare the ICF, the three organizational frameworks, and the three literatures to better understand the similarities and differences among these literatures. By doing so and using a multidisciplinary approach we aim to contribute to the field in the following ways. Firstly, we seek to synthesize the field of leadership succession to identify important research questions that are ripe for study in the near future in the business and political science disciplines. Secondly, we strive to uncover what succession researchers and practitioners across these disciplines may learn from each other.     

Generations in organizations

Despite a rich tradition of scholarship across many disciplines, organizational research on the topic of generations has been relatively scarce. In this article we develop a framework for studying generations in organizations that draws on multiple conceptualizations across multiple disciplines. Our framework distills two distinct critical elements that give ‘generations’ agency in organizational settings – chronology (the idea that a unique location in time creates a ‘generation’) and genealogy (the idea that generations are linked through the transmission/descent of ideas/values/skills/knowledge). After an historic overview of the evolution of the topic of generations, we review generational research across the fields of political sociology, family sociology, psychology, social anthropology, cultural sociology, demography, and gerontology. Our framework elucidates how linkages between generations, based on chronology and genealogy, can be characterized in organizations and how the nature of intergenerational contact and transfer predicts a wide range of organizational outcomes such as change/innovation, conflict, turnover, and socialization. We outline the implications of this framework for future research on generations in organizations.     

Innovation in organizations

Innovation and growth are often regarded as mutually independent conditions for healthy business. Indeed, many regard the important process of innovation as being a necessary condition, although not sufficient, for a business to grow. However, the author claims that we know little about the concept of innovation and that much of the discussion of it lacks precision. this paper examines the concept of innovation, who performs it, and tends to place its importance within an organizational context.

This paper examines the development of an idea into an innovation and the important processes of screening which have to be undertaken in order to ensure that innovatory ideas which are relevant to a company can be developed and those which are likely to fail, can be rejected. Furthermore, the importance of recognizing the full implications of innovatory ideas is also examined and the author claims that many product failures are due to incomplete partial innovation. but finally, a company which it is claimed, has organized itself to encourage innovative new products is examined and the organizational structure and its relationship to innovation is explained.     

Implicit affect in organizations

Our goal is to integrate the construct of implicit affect—affective processes activated or processed outside of conscious awareness that influence ongoing thought, behavior, and conscious emotional experience—into the field of organizational behavior. We begin by offering a definition and review of implicit processes, including implicit cognition, motivation and affect. We then draw upon recent empirical research in psychology and neuroscience to make the case for a three category framework of implicit affect: (1) implicit sources of affect (2) implicit experiencing of affect and (3) implicit regulation of affect. To demonstrate the use of this framework in organizational scholarship, we present illustrative examples from organizational behavior research that represent each category. Given the limited amount of research in the organizational domain, we focus on demonstrating how an implicit affect perspective might alter or extend theoretical perspectives about a variety of organizational phenomena. We then discuss methodological options and challenges for studying implicit affect within the organizational domain. In sum, we provide a theoretical and methodological roadmap as well as a call for action for understanding the role of implicit affective processes in organizational behavior.     

Management of conflict in organizations

Effective communication is the fundamental principle for managing organizations. Building effective communication should begin with improvements at the lowest level, one-to-one. Conflict in an organization is an indication of the most basic communication failure. Failure to talk with someone. Failure to notify someone of something before it becomes public. Failure to involve someone in a problem-solving process.     

Leadership in complex organizations

This paper asks how complexity theory informs the role of leadership in organizations. Complexity theory is a science of complexly interacting systems; it explores the nature of interaction and adaptation in such systems and how they influence such things as emergence, innovation, and fitness. We argue that complexity theory focuses leadership efforts on behaviors that enable organizational effectiveness, as opposed to determining or guiding effectiveness. Complexity science broadens conceptualizations of leadership from perspectives that are heavily invested in psychology and social psychology (e.g., human relations models) to include processes for managing dynamic systems and interconnectivity. We develop a definition of organizational complexity and apply it to leadership science, discuss strategies for enabling complexity and effectiveness, and delve into the relationship between complexity theory and other currently important leadership theories. The paper concludes with a discussion of possible implications for research strategies in the social sciences.     

Unjust punishment in organizations

What causes leaders to punish subordinates unjustly? And why might leaders keep punishing subordinates unjustly, even when this increases workplace misconduct? In the current paper we address these questions by suggesting that power and status cause leaders to punish unjustly. We review evidence on the effects of power and status on punishment, review how unjust punishments foster misconduct, and highlight how this creates a self-perpetuating feedback loop—leaders are more likely to punish in an unjust manner when subordinates engage in misconduct, but subordinates’ misconduct is partly caused by unjust punishments. We also discuss how leader-subordinate distrust may be at the heart of this phenomenon and how organizations may counteract unjust punishments. We draw attention to research areas that have received little attention and draw up an agenda for future research. Taken together, we integrate the literatures on power, status, punishment and trust, review evidence on when unjust punishments become perpetuating, challenge research suggesting that leaders are cautious when punishing, and guide future research on the topic of punishment in organizations.     

Research on innovation in organizations: Distinguishing innovation-generating from innovation-adopting organizations

Research on innovation in organizations has generally examined the differences in the characteristics of innovative and non-innovative organizations, an endeavor that has often produced inconsistent results. In this paper, we propose that future research may resolve those inconsistencies by incorporating in the theory the differences between organizations that mostly generate innovations and those that mostly adopt innovations. We refer to the former, which are primarily producers or suppliers of innovation, as innovation-generating organizations, and to the latter, which are preponderantly users of innovations produced by innovation-generating organizations, as innovation-adopting organizations. Building on the notion that the processes of generating and adopting innovation are distinct phenomena that are facilitated by different organizational conditions, we discuss how the distinction between innovation-generating and innovation-adopting organizations would contribute to clarifying several inconsistent research findings, such as the relationship between innovation and size, the role of innovation radicalness, and the selection of appropriate measures of innovation.     

向银行业投资的过度性甄别及动机分析

基于向银行业投资的资金总量与资金使用效率的关系,本文甄别了投资者投向银行业的资金是否存在过度投资现象,并提出金融业务特征假说来解释这一现象.研究结果表明,投向银行业的资金整体上存在明显的过度投资,且金融业务特征假说成立,即投资者正是因企图占有金融业务集聚的金融资源而过度投资.国有银行和城市商业银行的过度投资尤为突出,非上市银行也存在过度投资,并都证实了金融业务特征假说;从投资渠道来看,投向银行业的债权资金存在最为严重的过度投资,而金融业务特征假说在权益资金投资者上体现得最为明显.完善监管体制和提高信息透明度均有利于减轻过度投资并纠正不良的投资动机.     

二分群体决策中领导的影响

本文研究了具有领导的二分群体决策中领导对决策收益的影响,得到的一个重要结论是:如果二分群体决策过程应用了独立投票过程下的最优规则,则领导对其他决策者施加影响不可能提高群体决策收益。然而当群体未能应用最优决策规则时,领导的影响有可能发挥积极作用,这主要是由于此时领导的决策能力高于其他决策成员,而决策规则分配给领导的权重相对过低而导致的。     

组织结构的立体多核网络模型

对立体多核网络模型进行了新的阐释,将原来的概念模型向操作层次推进了一步,该模 型是将组织作为一个由相互作用的元素构成的、动态的复杂系统来考虑的,它高度概括了组织 结构的包括关系多样性、要素多样性、动态特性和层次交错性等方面在内的复杂性和网络中节 点的异质性和差异性,是为研究复杂组织而进行仿真设计的前期建模工作. 从要素的多样性和 关系的多样性出发,初步勾画出立体多核网络的图论描述框架,对以后的仿真设计和计算机编 程提出了粗略的设想. 最后用一个学术群体的网络研究案例对立体多核网络模型在组织行为 宏观处理方面的优点进行了示例性的说明.     

做一个文化型领导

文化是组织在其长期运作中自觉形成的,并被组织成员恪守的行为宗旨、价值观念和道德行为准则的综合反映。组织文化在人的思想深处影响着人们对事物的认识与判断,决定了人们在组织中的行为方式和活动的价值取向,以及人们之间行动的协调性。具有强烈创新精神、团队精神的组织文化会使全体成员对组织高度认同、对组织目标高度理解,使组织成员团结协作、形成合力,使组织功能充分发挥。不相宜的组织文化则会严重影响组织成员潜能的发挥,降低组织成员的活力、创造力、凝聚力,从而阻碍组织发展。美国管理学家彼德·德鲁克认为:“管理不仅是一门学问…     

HRD and specialists in organizations

This paper describes the issues for HRD arising from research into the role of government statistical staff in the British and Canadian public policy processes. It identifies the influences of strategy, structure and location on that role, the barriers to increasing the policy impact of the statistical staff, and the training and development implications of staff needing to deliver more with fewer resources. The paper finishes by outlining how the findings raise general HRD issues for organizations employing specialist groups.     

Aggregate planning in decentralized organizations

This paper deals with aggregate planning problems in decentralized organizations, i.e. organizations where the suborganizations have a fair amount of autonomy in control because information load, uncertainty and fast changing circumstances limit the possibilities of centralized control. The functions of aggregate planning, its place in the overall control structure of the company and the control variables involved are discussed and subsequently the additional complications of a decentralized setting. As a typical example of aggregate planning problems in a network of semi-autonomous organizations the so-called ‘internal business cycle’ is discussed: due to this phenomenon the network is not able to follow smoothly its final demand but moves from shortages in one period to surplusses in another. The causes, various positive feedback mechanisms through variations in the buffers between the units, are analyzed and illustrated with a simple simulation model. The paper concludes with a discussion on the use of aggregate planning to improve the control of the network and to dampen this internal business cycle.     

正职与副职要选准工作的侧重点

行政正职与副职是领导集团或领导班子的主要成员,在管理中都发挥着重要的领导作用.而每一位领导者在管理中作用发挥得好坏,又直接影响着整个班子的领导效能.由于正职与副职在领导班子中的位置不同,因此,工作侧重点也不同.     

从地方主要领导到上级部门领导的角色转换

在干部调配中,下一级的党政主要领导调任上一级某部门任职当属普遍.     

部门领导的协调艺术

作为一名领导,要使所在部门有向心力、凝聚力、战斗力,除了严于律己、率先垂范之外,还必须具有高超的协调能力。部门领导职务不高、权力不大、管人不多,但面对的领导多、直接处理的具体事情多。因此,只有协调好内部关系,才能使所在部门的全体成员心情舒畅、动作整齐、步调一致;只有协调好与左邻右舍的关系,才能为部属提供良好的生存发展环境;只有协调好与上级的关系,才能得到上级领导和上级机关的理解、支持、关心、帮助,从而为所在单位争先创优奠定坚实的基础。经过认真研究和总结经验教训,笔者认为,部门领导要做好协调工作应当从以下三个方面努力。……