以坚强的党性保证《干部任用条例》贯彻执行

<党政领导干部选拔任用工作条例>(以下简称<干部任用条例>)是一个基础性、综合性、系统性的党内法规,是干部选用工作的基本规章、基本依据、基本程序.贯彻执行<干部任用条例>,认识要深化,措施要得力,工作要到位,最关键的是要有坚强的党性作保证.     

坚持干部选拔任用原则不动摇

中央颁布的<党政领导干部选拔任用工作条例>(以下简称<干部任用条例>),对选拔任用党政领导干部必须坚持的原则作出了明确规定,这就是:党管干部原则,任人唯贤、德才兼备原则,群众公认、注重实绩原则,公开、平等、竞争、择优原则,民主集中制原则,依法办事原则.这六条原则,贯穿于整个<干部任用条例>之中,体现在干部选拔任用工作的各个方面和各个环节.我们要把<干部任用条例>学习好、贯彻好、执行好,首先就要把选拔任用干部的原则领会好、掌握好、坚持好.     

加强监督是落实<干部任用条例>的重要保证

加强对<干部任用条例>落实情况的监督,是防止和纠正用人不正之风、选准用好干部的重要保证.各级党委和组织部门要确保<干部任用条例>落到实处,必须进一步健全和完善监督机制,实现监督工作的经常化、制度化.     

努力提高干部工作的群众参与度

<干部任用条例>是新形势下选拔任用党政领导干部必须遵循的基本规章,贯彻<干部任用条例>,关键在于落实群众对干部选拔任用工作的"四权",从而真正把群众公认、实绩突出的优秀干部选拔上来.     

建立并完善领导干部辞职制

2002年7月,中共中央颁发了<党政领导干部选拔任用工作条例>(以下简称<干部任用条例>).<干部任用条例>坚持制度创新,完善了任职、辞职和降职等制度,为我们研究和探索党政领导干部辞职制度提供了法理依据.     

曾庆红同志要求深刻领会和准确把握《干部任用条例》的突出特点

<中共中央关于印发〈党政领导干部选拔任用工作条例〉的通知>中指出,<干部任用条例>"体现了‘三个代表'重要思想,贯彻了中央对干部选拔任用工作的新要求,吸收了干部人事制度改革的新成果".这三个重要判断,集中概括了<干部任用条例>的突出特点,也是我们在学习领会中需要把握的重点.     

切实把《干部任用条例》学习好贯彻好执行好

中央最近颁布的<党政领导干部选拔任用工作条例>(以下简称<干部任用条例>),是我们党关于党政领导干部选拔任用工作的基本规章,也是从源头上预防和治理用人上的不正之风的有力武器.     

切实选准用好干部

中共中央颁布的<干部任用条例>作为党内的一个重要法规,是全党智慧和意志的体现,是干部选拔任用工作的总纲和准绳,对我们进一步做好干部选拔任用工作提出了新的更高的要求.深入学习、全面贯彻、认真执行好这一条例,必须紧紧抓住选准用好干部这个关键,努力在提高干部选拔任用工作的水平上下功夫.     

努力推进干部工作的开放进程

近年来,干部工作的透明度在不断扩大,但是其神秘色彩依然存在,运作还比较封闭.要贯彻好<干部任用条例>,实现干部工作的科学化、民主化、制度化,就必须把推进干部工作的开放进程放在突出的位置,通过开放来解决当前干部工作中存在的突出问题,切实提高干部选拔任用工作的水平.     

让公选发挥最大效应

中央颁发的<干部任用条例>,在认真总结近年来干部制度改革实践的基础上,明确把公开选拔、竞争上岗作为党政领导干部选拔任用的重要方式,列出专门章节提出.     

From genes to minds to cultures: Evolutionary approaches to leadership

Evolutionary perspectives are part of any comprehensive explanation of leadership and, more generally, hierarchy formation in groups. This editorial describes contributions to a special issue on the theme of “The evolution and biology of leadership: A new synthesis”, and we reach four main conclusions. First, leadership has been a powerful force in the biological and cultural evolution of human sociality. Humans have evolved a range of cognitive and behavioral mechanisms (adaptations) that facilitate leader-follower relations, including safeguards against overly dominant leaders. Second, how these adaptations interact with local ecological and cultural contexts produces cultural variation in leadership preferences, and in the structure of human organizations more broadly. Third, an evolutionary perspective creates consilience between the social and natural sciences, by integrating leadership theory from diverse fields such as biology, psychology, neuroscience, anthropology, economics, and political science. Fourth, evolutionary approaches – and specifically the collection of articles in this theme issue – produce and test novel hypotheses, such as regards (i) the critical role of leadership in cooperation, (ii) the importance of contextual factors in leader emergence and effectiveness, (iii) interactions between genetic and cultural influences on leadership, and (iv) obstacles and opportunities for women leaders.     

Leadership to Overcome Resistance to Change

Abstract

The thoughtful behavior analysis of organizational leadership and resistance to change by Goltz and Hietapelto (2002) inspired this follow-up article. Goltz and Hietapelto propose that organizational power is determined by the magnitude, frequency, and quantity of consequences under a person's control, and that people resist change when their consequence control is threatened. This presentation extends the Goltz and Hietapelto article by describing 14 distinctions between management and leadership, and offering 16 guidelines for effective leadership that involve more than consequence control. Thus, while managers obtain their influence by controlling other peoples' consequences, leaders go beyond consequence control to benefit the behaviors and attitudes of their colleagues and coworkers. The leadership guidelines are founded on behavioral research and are relevant and practical for any organizational employee, even those who have only minimal influence on the meaningful consequences of their own and others' work life.     

敢给部下压担子

有位同事移居新加坡,不到一年时间就做出了骄人的业绩.说实在的,他在单位时,其文字基础和写作水平并不是最佳的.     

听听下属怎么说

倾听是一项重要而又经常不被人重视的技能。由于领导者的工作特点,通常情况下,他们更善于说,而不善于听。然而,作为一名领导干部,无论他是到基层调查研究还是在机关处理行政事务,都要听取来自不同部门的工作汇报。从一定意义上说,听取下级汇报是领导者的主要工作方式之一。那么,一个领导者怎样才能在大量的工作汇报中辨清真伪、抓住要害,而不致陷入偏听偏信的误区呢?这就需要领导者掌握必要的倾听艺术。一个忙忙碌碌、不善于倾听意见的领导者,很难掌握组织运行的客观状况。领导者不仅要听,而且要认真地听、全神贯注地听,这些都是理解的先决…