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741.
A growing body of work seeks to explain the lack of clear evidence for the diversionary use of force by casting doubt on such strategies' attractiveness for policy makers: while domestic political and economic problems may provide incentives for diversion, such strategies involve political and military risks that frequently outweigh these incentives. Such theories correctly identify the objective risks involved in diversion but do not account for variation in leaders' risk‐taking propensities. We develop a “first image” theory of diversion that suggests a key psychological variable (locus of control) shapes leaders' willingness to engage in risky diversionary strategies. A statistical analysis of the American use of force, 1953–2000, finds strong support for this model. We conclude that the lack of clear evidence for diversion in general is a reflection of the contingent nature of the phenomenon and call for greater attention to how agents and structures interact to produce policy behavior. 相似文献
742.
743.
Based on Cheng's differential leadership theory, we investigated the relationship between a subordinate's loyalty to a supervisor (SLS) and the supervisor's benevolent leadership in Chinese organizations. We also explored two moderators of this relationship, the supervisor's altruistic personality and perceived organizational support (POS). Using survey research, we collected data from supervisor‐subordinate dyads in Taiwan and made 167 valid observations. The results showed that SLS positively relates to the supervisor's benevolent behaviours; however, this relationship is diminished by the supervisor's altruistic personality and POS. That is, when the supervisor has a high level of altruistic personality or POS, the association of SLS with the supervisor's benevolent leadership is weaker. 相似文献
744.
Jessie Ho Paul L. Nesbit Denise Jepsen Soseh Demirian 《Asian Journal of Social Psychology》2012,15(2):101-111
In response to calls regarding the applicability of self‐leadership measurement in Eastern (collectivistic) and Western (individualistic) cultures, this study examined the psychometric properties and measurement invariance of the modified self‐leadership questionnaire (MSLQ). The sample consisted of 395 Chinese students and 241 Australian students. Results revealed that the modified self‐leadership questionnaire exhibited a satisfactory condition of psychometric properties across cultures. A series of multi‐sample confirmatory factor analyses demonstrated the cross‐cultural similarity of an 11‐factor model across the Chinese and Australian samples. The modified self‐leadership questionnaire was also found to possess measurement invariance, suggesting that it is appropriate for cross‐cultural research assessing differences of self‐leadership behaviour across Chinese and Western cultures. Implications for future research are also discussed. 相似文献
745.
Angela O. Suryani Fons J. R. Van de Vijver Ype H. Poortinga Bernadette N. Setiadi 《Asian Journal of Social Psychology》2012,15(4):290-303
Indonesian leadership characteristics were examined in three studies, using mixed methods. In the first, qualitative study 127 indigenous characteristics of Indonesian leadership were identified from interviews and focus group discussions with Indonesian managers and staff. In the second study, a questionnaire based on the characteristics found in the first study was administered to Indonesian managers to identify Indonesian leadership styles. Using factor analysis, two highly correlated dimensions were extracted, labelled benevolent paternalism and transformational leadership. In the third study, a questionnaire consisting of leadership characteristics from the GLOBE study, supplemented with a selection of 49 items from the Indonesian questionnaire, was administered to another sample of Indonesian managers. We found that Indonesian leadership has two components; the first involves a more local modernization dimension that ranges from (traditional) benevolent paternalism to (modern) transformational leadership, the second is a more universal person‐ versus team‐oriented leadership dimension. We conclude that Indonesian leadership has both emic and etic aspects. 相似文献
746.
Roxanne Wilkens 《Journal of Vocational Behavior》2006,69(3):510-523
This study examined relationships between group climate (participants’ learning orientation, feelings of psychological safety, and self-disclosure), process (feedback and conflict), and performance in continuous quality improvement groups. Forty-nine participants in eight hospital groups were surveyed as the groups neared completion. Groups were classified as high or low performing based on interviews with group leaders and facilitators. Ratings of self-disclosure and feelings of psychological safety were related to lower relationship and task conflict and more giving and seeking feedback. Learning orientation was positively related to feedback. Climate and feedback were positively related to creativity of outcomes, while learning orientation and having an active facilitator were related to performance ratings. High performing teams were higher in ratings of learning orientation, facilitation, creativity of outcomes, and overall performance. The results demonstrate the importance of facilitation of learning and interpersonal relationships within structured groups. 相似文献
747.
748.
Wallace N. Fletcher 《Pastoral Psychology》2006,55(2):205-211
This article was presented as part of a 2005 American Academy of Religion book panel on Pamela Cooper-White's recent book on countertransference in pastoral care and counseling. A response to Dr. Cooper-White's contribution is offered from the perspective of large group dynamics and their countertransference implications for pastors and church consultants.Wallace N. Fletcher is an instructor in pastoral counseling at Newman College. He also teaches psychoanalytic theory at the Philadelphia School of Psychoanalysis in Philadelphia, PA. 相似文献
749.
Leadership succession in democratic governments and political parties is an ubiquitous but relatively understudied phenomen, where the political becomes intensely personal and vice versa. This article outlines the puzzles that leadership succession poses to political analysts, reviews the literature, and offers a conceptual framework deconstructing the process in terms of a flow from succession contexts and triggers via the role choices of key participants (incumbents and aspiring successors) through to the eventual succession outcomes. It concludes by presenting a series of testable hypotheses to describe and explain leadership successions. 相似文献
750.
Some authors assert that there is a feminine advantage in leadership, even though female leaders are often targets of prejudice. Our experiment tested how people’s expectations affect this prejudice in different work environments. Participants evaluated a male or a female candidate for a leadership position in an industry that was congruent or incongruent with the candidate’s gender role. Participants showed prejudice against the female candidate, especially when she worked in an industry incongruent with her gender role. Female and older participants showed more prejudice against the female leader than did male and younger participants. These results invoke role congruity theory (Eagly & Karau, Role congruity theory of prejudice toward female leaders. Psychological Review, 109, 573–598, 2002). 相似文献