纪念邓小平《党和国家领导制度的改革》发表22周年

本文重温邓小平同志１９８０年８月关于《党和国家领导制度的改革》的讲话，概括指出：一、其三个方面的内容：实行党政分开；适当分权；改革干部人事制度。二、政治体制改革的原则方针：改革必须坚持社会主义方向；改革必须要有利于坚持和加强党的领导。三、政治体制改革的目标取向：发展社会主义民主，走民主的制度化、法制化道路。深刻领会该讲话精神，对于推动我国新世纪的政治体制改革具有重要的理论意义和现实意义。     

韩非子的治吏思想及其现代意义

韩非子“以法御臣”的治吏思想建立在“自为心”的人性论基础上的 ,它具体包括 :以法治吏、选贤任能、明乎职责、赏罚分明、手段神妙等几个方面。其治吏思想在制度规范官吏行为、树立官吏的威信、重视领导艺术、发挥官吏能动作用等方面具有现代启示意义     

行政领导艺术的重要性与提高途径

在行政管理中,行政领导者处于核心、主导地位,决定着国家职能的实现程度和依法实施行政管理的水平。但是行政领导者想要做出出色的成绩在很大程度上取决于行政领导艺术,即决策的艺术、用人的艺术、授权的艺术、把握时间的艺术等等。研究行政领导艺术对提高行政领导者的工作效率,促进行政系统的和谐运转等方面有着巨大的作用。     

试论毛泽东关于中国共产党的领导本质

毛泽东在领导中国革命和建设的长期实践中,继承和发展了马克思列宁主义,不仅创造出了毛泽东党的领导思想,而且科学地论证了中国共产党领导的本质,即:党的领导的出发点和归宿;党与人民群众之间的本质联系;党的领导的本质。继承和发展毛泽东关于党的领导本质的理论,对于实践“三个代表”重要思想,全面建设小康社会,开创中国特色社会主义新局面,具有重要的理论和实践意义。     

论高校图书馆馆长的领导魅力

馆长作为高校图书馆使命的最高执行者,决定了高校图书馆的服务理念和发展愿景。基于领导魅力的基本内涵,从高校图书馆的管理特征和馆长领导魅力的表现两方面分析了馆长领导魅力的特征,研究了馆长领导魅力的作用机制,论述了馆长领导魅力的建构策略,籍以促进高校图书馆科学发展。     

知识型企业的概念与模式研究

知识型企业是指以知识或知识型员工的智力资本为输入,以知识加工、知识创新和知识传播为主要活动,通过提供知识产品或知识服务来满足顾客的需求,进而实现知识价值最大化和追求可持续发展的有机体。知识型企业的业务模式是知识业务持续优化组合的结果,主要包括成本领先模式和差异化模式两种类型,这两种业务模式都要兼顾价值创造、成本控制、质量控制、差异化、业务协同、供应链协同等因素;知识型企业的组织模式是所有知识型企业组织结构的共性特征的综合,主要包括自我管理、扁平化、无边界、动态组合、网络结构、自我矫正、战略整合等要素;知识型企业的领导模式是由知识型企业的领导者、被领导者和情境因素互动作用的产物,主要包括价值导向、愿景驱动、战略牵引、伦理约束、沟通制胜、激励创新等要素。     

落实依法治国方略加快建设社会主义法治国家

十七大关于依法治国的基本思想是：依法治国是社会主义民主的基本要求;完善社会主义法律体系是依法治国的重要前提;维护社会公平正义是依法治国的重要目标;推进依法行政是依法治国的关键;推进司法体制和工作机制改革是依法治国的重要环节;提高全社会的法律意识和法治观念是依法治国的基础。加快建设社会主义法治国家必须处理好依法治国与党的领导的关系,法制建设与社会发展水平的关系,法治和德治的关系。     

Toward an emergent Asian behavioural model of perceived managerial and leadership effectiveness: a cross-nation comparative analysis of effective and ineffective managerial behaviour of private sector managers in India and South Korea

ABSTRACT

This Type 4 (emic-and-etic) indigenous cross-case/cross-nation comparative study compares the results of two Type 3 (emic-as-emic) indigenous replication studies of effective and ineffective managerial behaviour carried out within private companies in India and South Korea respectively. The method used was ‘realist qualitative content analysis’ involving inductive open and axial coding. Of the Indian findings 100% were found to be convergent in meaning with 94.43% of the equivalent South Korean findings. This has led to the identification of a two-factor emergent Asian behavioural model of perceived managerial and leadership effectiveness comprised of 16 positive (effective) and 6 negative (ineffective) generic behavioural criteria. These criteria could be used in both countries to critically review and improve extant, or develop new, competency-based management/leadership development programmes. The research findings lend no support to claims that national culture has a major impact on managerial and leadership practices, styles, and effectiveness.     

Empowering leadership and contextual ambidexterity – The mediating role of committed leadership for continuous improvement

Organisations nowadays try to be ambidextrous, that is, to balance exploitation and exploration, at the level of the organisational unit, or even at the individual level. Recent studies found that important drivers for contextual ambidexterity are a high level of empowerment and an orientation towards continuous improvement (CI) and innovation. It is, therefore, to be expected that empowering leadership and leader commitment to CI are associated with contextual ambidexterity. However, literature about the relationships between empowering leadership, committed leadership for CI and contextual ambidexterity is scant. Based on two separate survey studies, we validated both the relationship between empowering leadership and contextual ambidexterity, and the mediating effect of committed leadership for CI in the organisational unit level and the individual level. The managerial implications of this research is that organisations that want to facilitate contextual ambidexterity should not only empower employees so that they can decide more independently on how to organise their time and make choices when they conduct exploratory activities and when they perform exploitative activities. Management must also act as committed ambassadors for CI, as CI functions as an integration mechanism to create both alignment and adaptability, and hence contextual ambidexterity.     

基于元分析的魅力型领导与组织绩效的关系研究

在对包含12 933个样本量的53篇有效文献进行元分析的基础上,分别对营利性组织和非营利性组织中魅力型领导与个体绩效、团队绩效、组织绩效的关系研究进行定量分析。研究结果表明,魅力型领导与各层面的绩效水平均显著正相关,其中与组织绩效的相关性最高,团队绩效次之,个体绩效最低;魅力型领导的测量方法、区域文化等对魅力型领导和员工绩效之间的关系起到调节作用。此外,对魅力型领导今后的研究进行了展望。