包容性领导的探索性研究

包容性领导的概念正在成为研究的热点，目前对包容性领导的定义，学术界没有统一的认识，基于中国文化对包容性概念的理解，梳理包容性相关学术研究、文献，通过探索性访谈研究，对包容性领导的概念进行了定义，并提出包容性领导的价值。     

改革开放以来中共领导集体法律思想研究述要

学界对改革开放以来中共三代领导集体核心——邓小平、江泽民、胡锦涛法律思想的研究主要集中在对其历史地位、历史意义、基本内容、基本特征及形成过程的概括和总结上，对三者的相互关系、它们对中国法制建设的影响及三者在中国特色社会主义法制思想形成过程中所做出的历史贡献缺乏整体性研究，需要今后进一步深入探讨。     

Partners,Institutions and International Currencies: The International Political Foundations for the Rise of the Renminbi

The use of an international currency is not just a natural market phenomenon; it relies heavily on international political foundations. The historical lessons of the four major international currencies—the pound, dollar, euro and yen—show that a strong partner network and a favorable international institutional environment are the two major political foundations for the formation of a stable international currency. The rise of the renminbi, as a late starter looking to become a major international currency, depends not only on the requisite economic conditions but on governmental diplomacy aimed at attracting more monetary cooperation partners and creating international institutions that support its worldwide use. This strategy reinforces the political foundations for the rise of the renminbi. Building a network of partners supporting the renminbi as an international currency and creating a system of international monetary institutions are the real tests of the issuing country’s political leadership. This political leadership capacity has three dimensions: public trust founded on reputation building; a centripetal force driven by provision of benefits; and coercive force applied through sanctions. Comparatively speaking, the renminbi is still in the early stage of its ascent, so the development of its political infrastructure should concentrate mainly on gaining public trust through reputation-building and employing centripetal force involving provision of benefits.     

“Facing” leaders: Facial expression and leadership perception

This experimental study investigated the effect of a leader's expression of happy versus nervous emotions on subsequent perceptions of leadership and ratings of traits associated with implicit leadership theories (ILTs). Being fast and universally understood, emotions are ideal stimuli for investigating the dynamic effects of ILTs, which were understood in this study in terms of the constraints that expressed emotions impose on the connectionist networks that activate ILTs. The experimental design contrasted videotaped and still frame presentations of a leadership event; however, this methodological factor had no significant effects and analyses were thus collapsed across this factor. Key findings were that the expression of a happy versus nervous emotion at the end of a problem-solving sequence had multiple effects: happy emotions resulted in higher leadership ratings, higher trait ratings, greater correlations among trait ratings, and greater dependence of trait ratings on leadership perceptions. An exploratory model suggested that leadership impressions mediated the effects of facial emotions on trait ratings. The discussion further links the study findings with interpretations in terms of ILTs and many types of constraints on these cognitive structures. It also suggests ways to integrate these ideas with advances in neuroscience research.     

小学校长服务型领导对教师知识分享行为的影响研究

以山东省248名小学教师为有效样本，探讨了服务型领导、教师同事信任、情感承诺和教师知识分享行为之间的关系。研究结果显示：服务型领导与教师知识分享行为显著相关；教师同事信任部分居间联系了服务型领导与知识分享行为之间的关系；教师同事信任部分居间联系了服务型领导与情感承诺之间的关系；情感承诺对服务型领导与知识分享行为关系的中介作用不显著。     

HRD research and practice after ‘The Great COVID-19 Pause’: the time is now for bold,critical, research

ABSTRACT

The COVID-19 pandemic has disrupted life as we knew it and created an unprecedented opportunity to pause and assess ‘normal’ life and work. We have an opportunity to create a new ‘normal.’ What possibility does the chance to show up differently in our lives and work hold? The pandemic has caused significant shifts in values that will affect individuals, organizations, communities, and nations. This article challenges HRD scholars and practitioners to imagine how HRD might create a new normal through bold, critical research inquiry that interrogates exclusion, pursues organization and social justice, and creates humanly sustainable organizations and communities.     

The wisdom and madness of crowds: How information networks and board cognition help or hinder firm performance across the business cycle

We know little of why a minority of firms pursue counter-cyclical strategies and consequently outperform competitors during recessions. Based on the theory of institutional isomorphism, we hypothesize that these firms avoid the mimetic and normative pressures that promote strategic convergence during uncertainty. We demonstrate these effects at the board-level in a sample of 1,615 U.S. firms. Mimetic processes are evident, with firms' connectedness in board interlock networks attenuating profitability and decreasing firm value during recessions—a reversal of the positive effects during expansions. Normative pressures arise from homogeneity in directors’ educational and professional experience, with greater consequences for long-term performance. Overall, recessionary performance is improved when firms occupy relatively isolated positions in informational networks and appoint directors from a range of backgrounds.     

Gendered Leadership: The Effects of Female Development Agency Leaders on Foreign Aid Spending

This article examines the effects of gender on the leadership of bilateral development aid agencies, particularly their official development assistance (ODA) allocations toward gender‐related programming. Drawing on earlier research on gendered leadership, the article tests the hypothesis that female director generals (DGs) and ministers responsible for aid agencies will allocate more ODA than their male counterparts toward gender programming. This existing literature on gendered leadership is divided: some scholars argue that women and men have distinct leadership styles on account of their gender, while others argue that the only distinguishing factor is the institutional context in which they lead. Drawing on data collected on aid flows and agency leadership within the major Western aid donors of the Organisation for Economic Co‐operation and Development (OECD) Development Assistance Committee (DAC) over the period from 1995 through 2009, we use pooled time series analysis to examine the effects of gendered leadership on aid allocation. Our analysis reveals a tendency for female DGs and ministers to focus ODA on gender‐mainstreaming programs, while male DGs focus ODA on gender‐focused programs. We argue that these divergent priorities reflect the women's desire to reform gendered power structures within their respective aid agencies, and the men's desire to maintain existing gender power structures from which they benefit.     

Does transformational leadership predict group emotional intelligence in work settings? / ¿Es el liderazgo transformacional un predictor de la inteligencia emocional grupal en los contextos laborales?

Contagion of emotions is a widely accepted characteristic of transformational leaders. However, the impact they may have on the Emotional Intelligence of their subordinates is an open question. In this paper, we analyse whether Transformational Leadership (LTF) perceptions influence the Emotional Intelligence of their groups (GEI). This is a novel approach within the actual interest on emotional intelligence and its role in group results. The participants were 272 subordinates from 52 groups that belonged to different private and public organizations in Spain. They completed a questionnaire including the variables of interest. Our study helps to clarify the relations between TFL perceptions and GEI, showing that TFL and GEI relate at the group level and that TFL is one of the predictors of the perception of GEI in work settings. Thus, the development of emotionally competent transformational leaders will produce emotionally competent groups that might increase their performance, efficiency and other processes (i.e., engagement).