Work motivations as antecedents and outcomes of leadership: Integrating self-determination theory and the full range leadership theory

While some research has documented links between supervisors’ leadership style and subordinates’ motivation, little is known about what drives leadership behaviors in the first place. This study aimed to contribute to the scholarly literature on motivational antecedents of leadership by drawing on the self-determination theory (SDT) of motivation and the full range leadership theory. We traced work motivation throughout the leadership process, starting with supervisors’ work motivations as potential antecedents of leadership styles and proceeding to how leadership styles associate with subordinates’ work motivations. A 2-2-1 multilevel mediational model tested on 61 supervisors and their 244 subordinates showed that supervisors’ autonomous work motivation was linked with subordinates’ ratings of supervisors’ transformational leadership which, in turn, was linked with subordinates’ autonomous work motivation. Furthermore, supervisors’ transactional leadership mediated the association between their controlled motivation and their subordinates’ controlled motivation, whereas supervisors’ passive-avoidant leadership mediated the link between their amotivation and their subordinates’ amotivation. Our integration of the full spectrum of SDT’s conceptualization of motivation with the full range of leadership theory provides insights into the motivational processes that naturally direct supervisors toward transformational, transactional, or passive-avoidant leadership styles and their consequent reflection in subordinates’ motivations. The work has both theoretical and practical implications.     

Invoking Cleopatra to examine the shifting ground of leadership

This essay argues that the understanding of leadership is not independent of the power relations within a given cultural context. These shape how ‘leadership’ comes to be ‘known’ — defined and identified. Drawing from cultural studies, it examines the interacting dynamics of power, difference and context in shaping our knowledge of leadership. So whereas we currently identify leadership in Cleopatra, this is due to shifts in the contemporary ground of knowledge that constitutes ‘leadership’. Specifically, the essay focuses on manifestations of gendered power that elicited changes in her appraisals. The analysis examines historical writing (Plutarch), literature (Shakespeare), art (Egyptian Revival) and film (Hollywood) to illustrate gendered paradoxes — criteria that had traditionally defined ‘leaders’ from ‘followers’, but which have become ambiguous. These include queen–lover (embodiment), public–domestic (sphere of work and influence), sage–child (intellect), white–black (racialized identity) and Rome–Egypt (international leadership). In closing, the essay reflects on the implications for leadership studies.     

科技论文英译的选词技巧探讨

科技词汇有着自己独特的特点.它们大多由拉丁和希腊词汇、专业词汇和缩略语等组成.根据词义它们可分为泛指词、专指词、抽象词和具体词.科技词汇无褒、贬的涵义,一般用中性词,其同义词的内涵也不同.选用正式文体词、名词化结构的词、复合结构的词和根据不同学科选不同的词都是科技论文英译的选词技巧.     

运用经典理论寻找权变方法--从巴达拉克的《界定时刻》看哲学、伦理学理论的应用

约瑟夫·巴达拉克的《界定时刻》是一部探索领导决策问题的著作。这部书的最大特点是应用了历史上经典的哲学、伦理学理论来帮助人们寻找解决领导决策难题的方法 ,使这些理论有了新的活力。这使得这部管理学著作带有浓重的哲学、伦理学色彩。     

论目标固进式讲授法

目标固进式讲授法是按高难度的教学原则确定目标 ,高速度巩固前进的课堂讲授法 ,它符合学生课堂学习的心理特征 ,讲量求质 ,由广及深。学生在整个课堂学习中能维持注意 ,从而使学生既获知识 ,又能发展。     

关于加强高校战略规划与管理的若干思考

制定并实施科学的高校发展战略规划是党的执政能力和科学发展观在高校的具体体现。高校要正确把握高等教育改革的宏观背景,明确高校的发展定位,科学制订战略规划,实施特色战略,加强战略领导。提高战略执行力。     

领导者“知人善任”艺术的深层探讨

能否做到知人善任,直接关系到领导的效能高低,关系到事业的成败和国家的兴衰。因此知人善任不仅是领导者施政之要,也是检验领导者水平高低的重要标志。知人三招是：德才兼备、慧眼识才、爱才育才。善任五艺是：一是扬长避短、二是不求全责备、三是善于揽过、四是用人不疑、五是方圆兼顾。目前,我国的改革开放已经进入了新的攻坚阶段,知人善任的艺术发挥得如何可能决定其成败。     

当代生态维护失误与匡正

当代生态维护的种种失误,是工业类型文化中某些民族谋求世界霸权以后派生出来的生态维护问题,它不仅是工业类型民族的事情,也是所有民族共同面临的重大难题。生态民族学认为匡正这些失误的基本方针是尽最大的努力有选择、有分寸地利用好工业类型文化提供给人类社会的物质条件和全球生态观,促成多元文化的稳定延续,利用各民族传统文化中的生态智慧与生态技能去逐步消解当代生态维护失误造成的各种负面影响,并在此基础上建构能协调各民族具体生态维护的泛化生态维护格局,才能有效的消减生态危机,赢得世界各民族的可持续发展。     

Interpersonal leader responses to secondary trauma in nonprofit human service organizations

Secondary trauma is concerned with the intrapersonal affective responses an individual can experience during or subsequent to an interaction(s) with another person who recounts his or her personal stories of abuse, trauma, or disempowerment. Secondary trauma can engender a host of detrimental intrapersonal effects on nonprofit staff who express empathy toward clients experiencing primary trauma. I explore the interpersonal‐level responses to secondary trauma‐affected staff available to the leaders of nonprofit human service organizations. These secondary trauma‐sensitive leader behaviors, I theorize, will reduce the prevalence of secondary trauma in nonprofit organizations and generate follower engagement.     

The Feedforward And Feedback Control Of Job Performance Through Organizational Behavior Management (OBM)

No abstract available for this article.