The gender composition of corporate boards: A review and research agenda

In recent years, the composition of boards and, particularly, the inclusion of women on boards has attracted significant scholarly interest and public debate. In this article, I comprehensively review the academic literature on board gender composition. Using the systematic review method, I ask whether women directors really are different from men on boards, what factors shape board gender composition, how board gender composition affects organizational outcomes, and finally, why board gender quotas and other forms of regulation are introduced and what outcomes can be expected. Based on my findings, I develop a conceptual framework that clarifies the causal processes underlying both women's access to boards and the effects of women's presence on boards. Finally, I offer a research agenda designed to enrich our understanding of board gender composition.     

大学生村官职业发展长效性解析

为鼓励和吸引更多大学生到农村扎根,支持社会主义新农村建设,国家在大学生村官计划实施中采取了多种优惠政策,为吸引大学生到农村任职奠定了良好的基础。但也造成了大学生村官计划的短效性,使大学生将去农村就业当成谋求自身利益的跳板,难以保证大学生村官计划成为一项长效运行机制。政府部门应在加强对大学生村官政策及出路分析的基础之上,探求大学生村官职业发展的长效运行机制,以解决大学生村官计划的短效性和大学生村官自身职业发展的困境。     

20世纪80年代以来"民初政党政治史"研究述评

"民初政党政治史"自从改革开放以来一直是我国近代政治史研究的热点.20多年来,其研究从对民初政党的个体组织的考察及其深化细化,党魁与政党的关系及其政党思想,政党与议会之间的互动关系,到整体上探讨民初政党政治在短暂的试行后即走向失败的原因,出现了不少研究成果.     

浅析企业领导在ERP系统实施过程中的作用

关于ERP系统核心理论研究得很多,但关于实施该系统的操作主体——企业如何做,特别是企业领导在实施过程中如何发挥作用,发挥哪些作用,有待于进一步深化和进行实践的探索。     

入世与领导者的战略思维

中国加入WTO,是21世纪我们党站在战略的高度,以其宽广的世界眼光和极大地政治胆识作出的重大战略抉择,它为领导者参与国际竞争提供了新的平台,同时,也对领导者的战略思维提出了新的要求,这是时代的呼唤,是新世纪领导工作的历史使命。     

领导干部要当遵纪守法廉洁自律的楷模

运用领导组织行为学的观点,简述了高校领导干部廉洁自律对提高领导干部影响力的作用,着重论述了高校领导干部廉洁自律必须提高认识、增强责任感和自觉性,必须树立正确的世界观、人生观、价值观,正确处理好"三种关系",增强党性意识、公仆意识和奉献意识.     

中共三代领导核心的区域经济发展思想

为了改变旧中国工业布局过分集中的状况 ,采取“抽肥补瘦”的方法 ,毛泽东实施了区域经济均衡发展的战略 ;为了尽快缩小同发达国家的经济差距 ,邓小平推行了以优先发展东部地区为主要内容的非均衡经济发展战略 ;针对日益拉大的区域经济发展差距 ,江泽民提出了在继续保持东部地区快速发展的基础上 ,加速中西部地区发展的区域经济协调发展的战略 ,并提出了一些重要的原则和措施 ,在实践的基础上 ,进一步丰富和发展了前人的区域经济思想。     

"一把手"腐败的经济学分析

文章首先对"一把手"腐败问题从委托代理角度进行分析,指出在现行官员体制下,一把手上下级之间是特殊的代理链,代理链往上看时是单线的,往下看时则是放射状的,代理的效率关键取决于一把手.接着,本文建立了一个上下级官员之间的博弈模型,对腐败的相关因素进行了分析,认为应对官员选择适当的工资水平而不是高薪养廉,对上级监督腐败进行激励和约束,加大对腐败行为的惩罚,降低监督成本,完善市场竞争机制.     

Narcissistic leadership

Narcissism—a personality trait encompassing grandiosity, arrogance, self-absorption, entitlement, fragile self-esteem, and hostility—is an attribute of many powerful leaders. Narcissistic leaders have grandiose belief systems and leadership styles, and are generally motivated by their needs for power and admiration rather than empathetic concern for the constituents and institutions they lead. However, narcissists also possess the charisma and grand vision that are vital to effective leadership. We review and critically assess the theoretical and research literature on narcissistic leaders in order to understand the potential positive and negative consequences of their leadership, the trajectories of their leadership, and the relationship of narcissism to established models of leadership. We conclude that the study of narcissistic leaders is inherently limited in scope, and propose a new definition of narcissistic leadership in order to reframe the discussion and better incorporate the topic of narcissism into the field of leadership studies.     

“Trees Die From the Top”: International Perspectives on NGO Leadership Development

This paper examines the role of leadership development in NGO capacity building and assesses some of the challenges of developing a new generation of NGO leaders. The paper draws on the analysis of new and existing research into the dimensions of NGO leadership highlighting the importance of both individual attributes and contextual relevance. Effective NGO leaders are able to balance a range of competing pressures from different stakeholders in ways that do not compromise their individual identity and values. Leadership development programmes therefore need to focus on both the values and identity of individual leaders while also assisting leaders understand and proactively respond to their rapidly changing external environment. We conclude that there is an urgent need to build the capacity of NGOs to develop their leadership capability. Unless systems and processes to support this work are put in place then the apocryphal warning trees die from the top will have more than a ring of truth in it.