领导者管理时间的艺术

时间在现代社会已成为一种有限的资源,对于领导者而言,就应该像对待土地、矿产、资金、人才一样做好时间的使用规划。 做时间规划,更要做领导该做的事     

企业领导者时间管理浅谈

人类社会从尚未意识到时间是一种资源的放任阶段，经历了粗放的体力劳动管理阶段，精确的体力劳动管理阶段，现已进入精确的脑力劳动管理阶段，这个阶段，由于科学技术的高度发展，空间在不断贬值，时间在不断增值，脑力劳动的价值越来越高，因此，领导者只有科学地管理时间，才能提高领导效率。     

透过“搬迁”看领导者的管理艺术

管理艺术是一种通过计划、组织、领导和控制活动而获得的带有美感的发自内心的创作学问。本文作者基于某继续教育学院以有限的校舍资源成功接纳了院外自考生搬进一案例,阐述了管理艺术在事件管理中的作用。最后作者从决策、授权、沟通等多个方面进一步论证了管理艺术的普遍存在性。     

领导者的道歉艺术

奥巴马选择用啤酒来和稀泥的对策,以诚挚而有创意的致歉方式,成功地化解了矛盾,维护了国内团结。     

论秘书的时间管理艺术

合格的秘书人员懂得如何管理自己的时间,用有限的时间进行高效率的工作,只有科学利用时间,才能有效提高工作效率,否则将会导致时间白白流逝,拖延工作进程。秘书对于时间管理能力的高低,在很大程度上影响着工作效率的高低。如何更好地掌握一定的时间管理能力,了解时间管理的本质,争取提高工作质量,是每个秘书人员需要深入思考和积极研究的。     

浅谈现代领导者的用人艺术

现代领导工作复杂多变,千头万绪,而又相互制约,作为领导者要能够驾驭全局,从繁杂的事务图中＂超脱＂出来,集中精力抓大事,从而牢固把握工作的主动权,这就要求领导者不仅掌握基本的工作方法,还要具备高超的用人艺术,做到知人善用.     

领导者要具有科学果断的决策艺术

现代社会的发展对领导者的工作方法提出了越来越多的要求,同时也决定了领导者的工作在很大程度上是创造性的.领导艺术就是富有创造性的领导方法的体现,表现在领导工作的各个方面.决策是领导工作的核心,是领导者的第一位责任,因而科学果断的决策艺术就成为现代领导必备的、首要的领导艺术.     

企业领导者用人艺术探讨

在信息化与全球化为基本特征的经济时代，企业要想取得长足发展，关键是需要抓住优秀人才。作为企业领导者应该充分重视用人艺术，对企业发展的重要性与领导用人中存在问题，采取切实有效的措施，不断提升企业领导者的用人艺术。     

Re-imagining ethical leadership as leadership for the greater good

As Western nations slowly emerge from the recent global recession, there is demand among citizens for authorities to practice, and be seen to practice, ethical leadership. Although these conditions have been favourable for research into ethical leadership, extant research privileges westernized perspectives on ethical leadership and is largely silent on the meaning and practice of ethical leadership in the context of the ‘big’ ethical questions. In consequence, most research into ethical leadership, although well meaning, offers little guidance about how to imagine and implement sustainable, ethical solutions to systemic problems. In this research note, we outline a proposal to reimagine ethical leadership as leadership for the greater good and identify three avenues of research into leadership for the greater good that compliment existing critical perspectives on ethical leadership.     

Physician leadership. The time is now

During the past 30 years, third party payers have imposed virtually every imaginable form of external cost controls on the traditional health care system. All have failed. And now those paying the bills--the large-scale health care purchasers--have finally seized control. They are fomenting fundamental structural change in the health care system. In order to continue doing business with these purchasers, health care providers are finding that they must form alliances to present a comprehensive "package" of health services for the constituents of these purchasers. In short, they must form integrated delivery systems. Current developments have created a unique opportunity for physician leaders to take a commanding role in shaping the emerging American health care system.     

Is a happy leader a good leader? A meta-analytic investigation of leader trait affect and leadership

Organizational scholars have long been concerned with identifying traits that differentiate effective leaders from ineffective leaders. Although there has been renewed interest in the role of emotions in leadership, there is currently no quantitative summary of leader trait affectivity and leadership. Thus, the current paper meta-analyzed the relationship between leader trait affectivity and several leadership criteria, including transformational leadership, transactional leadership, leadership emergence, and leadership effectiveness. Results show that leader positive affect is positively related to leadership criteria, whereas leader negative affect is negatively related to leadership criteria, and regression analyses indicate that leader trait affect predicts leadership criteria above and beyond leader extraversion and neuroticism. Additionally, mediational analyses reveal that the relationship between leader trait affect and leadership effectiveness operates through transformational leadership. Taken together, these results contribute to the literature on emotions and leadership by highlighting the role of leader affect as a meaningful predictor of leadership.     

Experimental designs in management and leadership research: Strengths,limitations, and recommendations for improving publishability

Despite the renewed interest in the use of experimental designs in the fields of leadership and management over the past few decades, these designs are still relatively underutilized. Although there are several potential reasons for this, chief among them is misunderstanding the value of these designs. The purpose of this article is to review the role of laboratory, field, and quasi-experimental designs in management and leadership research. We first discuss the primary goals of experimental studies. Next, we examine the characteristics of experimental designs and how to distinguish laboratory, field, and quasi-experiments from one another and from non-experimental studies. Following these discussions, we provide examples of each type of experimental design and discuss their relative strengths and limitations. Finally, we discuss steps that researchers can take to increase the probability of having articles reporting experiments accepted by leadership and management journals.     

The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure

There is an extensive private sector literature on organizational change management. However, recent studies have suggested that the specific context of public organizations may have consequences for the management organizational change. This study examines to what extent different change approaches and transformational leadership of direct supervisors contribute to the effective implementation of organizational change in public organizations, and to what extent the bureaucratic structure of public organizations makes the implementation of organizational change s3pecific. The implementation of an organizational change in a Dutch public organization is studied using quantitative methods and techniques. The results indicate that bureaucratic organizations may effectively implement organizational change with both planned and emergent change approaches. The contribution of transformational leadership depends on the type of change approach and organizational structure. Transformational leadership behavior of direct supervisors contributes little to planned processes of change, but is crucial in emergent processes of change in a non-bureaucratic context. Although the literature on change management mostly emphasizes the leadership of senior managers, the leadership role of direct supervisors should not be overlooked during organizational change in public organizations.     

Hierarchical linear modeling as an example for measuring change over time in a leadership development evaluation context

One of the difficulties in evaluating leadership development is measuring whether and how people change over the time period of the leadership development initiative. Even when change over time is an inherent part of the design and evaluation of leadership development, events may occur outside of the control of evaluators that limit the effectiveness of adequately and accurately assessing change over time. With data from a leadership development initiative designed to account for change over time, this article suggests hierarchical linear modeling (HLM) as a multilevel methodological technique to assess change over time in a leadership development context. This article will use real change over time data from a leadership development initiative and discuss the logic and rationale of HLM. We use HLM as an example of a multilevel methodological tool to investigate typical change over time questions in leadership development evaluation.