Engaging leader – Engaged employees? A cross-lagged study on employee engagement

The goal of this study is to provide a cross-lagged examination of the relationships between engaging leadership, job resources and employee work engagement. We propose a mediation model and we postulate that engaging leadership can increase perceptions of three specific job resources (i.e. autonomy, support from colleagues and opportunities for learning and development) which theoretically correspond to the three facets of engaging leadership (i.e., inspiring, connecting and strengthening, respectively). Subsequently, in keeping with the extant body of Job Demands-Resources (JD-R) research, we link job resources to employee work engagement. Our hypotheses were tested on data collected at two time-points – T1 (N = 759) and T2 (N = 273) –from employees working for a hotel chain in the Netherlands. In line with our expectations, engaging leadership showed a significant cross-lagged relationship with autonomy and support from colleagues, but did not predict learning opportunities and work engagement across time. While we formulated specific hypotheses, we also tested reversed causation relationships. We found no direct effect from engaging leadership on employee work engagement, however, the reversed effect was significant; employee perceptions of engaging leadership were shaped by their own engagement experiences. Importantly, engaged employees at T1 reported more job resources at T2. By providing a cross-lagged examination of our model, we showed that engaging leaders as well as employees’ positive affective state of being engaged, are essential to shaping a resourceful work context. A comprehensive view on the triggers and outcomes of work engagement and engaging leadership is needed, as the traditional unidirectional cause-effect rationale fails to explain how these concepts relate to one another and to employee experiences of job resources.     

德行领导对员工创新行为的影响---工作繁荣与情感承诺的作用*

研究表明，德行领导作为家长式领导的核心维度，对员工行为有重要影响，但现有研究忽视了员工工作状态的重要作用。本文基于自我决定理论，以员工工作繁荣为中介，探讨德行领导对员工创新行为的影响，并从社会认同的情感视角出发，考察了情感承诺在上述关系间的调节作用。研究表明，德行领导对员工工作繁荣与创新行为均存在显著正向影响；员工工作繁荣对其创新行为存在显著正向影响；员工工作繁荣在德行领导与创新行为之间起部分中介作用；情感承诺调节了德行领导对员工创新行为的影响，情感承诺越高，德行领导对员工创新行为的影响越显著。     

学校领导干部的自我发展素质及培养

自我发展素质是学校领导干部综合素质的重要组成部分 ,它反映了社会发展、领导职位和人的本性发展的要求。形成学校领导干部自我发展素质的主要方式是干部培训和教育实践中的探索与反思     

中共三代领导集体国防教育思想的历史探索

研究表明，中国共产党的三代领导集体对国防教育都很重 视，特别是在和平建设年代，中共领导人能随着国际国内形势的变化而适时调整其国防教育 思想的主要内容，从而使党的国防教育思想更趋成熟，向科学化、系统化、制度化迈进。     

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。     

铸理论丰碑 展实践风采——评《中国共产党三代领导集体的民族理论与实践》

文章从学术研究水平、体系的完整性和创新性、研究方法的科学性和严谨性等方面论述了<中国共产党三代领导集体的民族理论与实践>一书的理论价值和实践意义.     

50年代中国政治制度的基本特征及其初步调整

50年代的中国社会主义政治制度有两个基本特征 :一是党对政府的绝对领导 ,二是国家权力的高度集中统一。这套政治制度 ,既具有广泛的民主性和高效性 ,也存在着党政不分、权力过分集中的弊端。针对政治体制运行中存在的一些问题 ,以毛泽东为首的中国共产党人冲破苏联模式的束缚 ,与时俱进 ,勇于探索 ,大胆对中国社会主义制度进行调整和完善 ,取得了许多重大成效 ,也积累了政治体制改革的一些宝贵经验     

论高校坚持和完善党委领导下的校长负责制

高校实行党委领导下的校长负责制 ,符合我国国情 ,也是科学决策、权力制衡的要求。但需要正视和解决存在的四个问题 ,即党政不分、以党代政 ;党政领导之间闹矛盾 ;对党政领导的监督、制约 ;党委组织机构的精简等 ,使该体制在实践过程中不断得到完善     

李大钊民主革命统一战线思想探微

李大钊是中国共产党最早提出和阐述建立革命统一战线策略的领导人之一。他的民主革命统一战线基本思想包括坚持无产阶级及其政党在革命统一战线中的领导权、与农民结成同盟军、与资产阶级又联合又斗争等方面 ,这一思想奠定了中国共产党革命统一战线及毛泽东革命统一战线理论的基础 ,是对马克思列宁主义关于革命统一战线理论的发展和创新     

A construal level analysis of organizational change processes

To effectively manage planned change and understand differences in leaders’ and recipients’ responses to it, it is essential to understand how change is cognitively represented by organization members. In this theory-development article, we draw upon construal-level theory (CLT) and conceptually explore the role of change construal level in explaining responses to organizational change. We discuss differences between change leaders’ and recipients’ change construals, and differences in the relationships between change construal level and the response to change as a function of the change activities taking place. Specifically, we argue that high-level (i.e., abstract) construals of change will facilitate the effective initiation of change when the focus is on equilibrium-breaking activities, and that low-level (i.e., concrete) construals will facilitate the effective implementation of change when the focus is on institutionalization of the change. We further propose that leaders’ engagement in visionary leadership increases the likelihood that their generally higher level construal of change will be integrated into recipients’ change construals, elaborating and elevating them, and that recipients’ engagement in upward prohibitive voice behaviors will increase the likelihood that their generally lower construal of change will be integrated into leaders’ change construals, elaborating and concretizing them. We discuss theoretical and practical implications of our framework.