一种全新的领导理念——仆人式领导的兴起与发展

仆人式领导是近年来西方领导学研究的前沿课题。本文通过仆人式领导与几种相似的领导模式的对比,阐述了仆人式领导的特别之处,进而,在阅览相关文献的基础上,解释了仆人式领导的内涵并总结了国内外关于仆人式领导的各种理论。仆人式领导这一理论虽然尚未成熟,但其对未来组织发展和社会进步的推动作用是毋庸置疑并且十分巨大的。     

影响教师职业倦怠的多层变量之间的关系

采用问卷法调查了39所学校的370名小学教师,运用多层线性模型在个体和组织的不同层面上对影响教师职业倦怠的因素进行了探讨。结果发现:(1)教师集体效能越高,情感衰竭、低个人成就感和人格解体的得分就越低;校长越关心人,教师的人格解体得分就越高;(2)教师集体效能越高或校长越关心工作,则教师效能对情感衰竭的负向作用就越弱;而校长越关心人,则教师效能对情感衰竭的负向作用就越强;(3)教师集体效能对教师职业倦怠的影响不因教师性别和教龄的不同而不同,但校长领导行为对教师职业倦怠的影响却出现了性别和教龄的差异:关心工作导致了女性的个人成就感更低,对改善高教龄教师的低个人成就感更为有利,而关心人对改善低教龄教师的成就感、人格解体的帮助更大。     

团队领导行为对团队效能影响之研究

对修订的团队领导行为量表和自编的团队效能量表进行了信效度检验,并在此基础上探讨了团队领导行为对团队效能的影响情况。结果表明修订的中文版团队领导行为量表具有良好的结构效度和信度,可分为动机激励、魅力领导、挑战陈规和个别关怀四个维度;团队效能量表同样具有良好的结构效度和信度,可分为任务绩效和周边绩效两个维度。路径分析和多元线性回归分析的结果表明,转换型团队领导行为对周边绩效的影响显著高于对任务绩效的影响;转换型团队领导行为中动机激励、魅力领导和个别关怀这三个维度对团队效能影响显著,而挑战陈规这一维度对团队效能的影响并不显著。     

Constraint Respecters, Constraint Challengers, and Crisis Decision Making in Democracies: A Case Study Analysis of Kennedy versus Reagan

Models linking domestic political constraints (audience costs, pressures for the diversionary use of force, democratic norms and institutions) to foreign policy behavior generally assume that leaders simply recognize and submit to constraints in their domestic environments—a strong structural argument. In contrast, research on political leadership and decision making suggests that leaders vary systematically in their orientations toward constraints: "constraint respecters" tend to internalize potential constraints, while "constraint challengers" are more likely to view them as obstacles to be overcome. This article develops an integrative theoretical framework that explicitly incorporates these insights and applies them to the domain of crisis decision making. After identifying leaders' expected orientations toward constraints via at-a-distance methods, the plausibility of hypotheses derived from this framework is examined through case studies that explore the decision-making processes employed by President Kennedy (a "constraint respecter") and President Reagan (a "constraint challenger") during international crises. The results suggest that there is important variation in how leaders perceive and respond to domestic constraints, and that leadership style is one—though not the only—important source of this variation.     

Academic Citizenship: An Academic Colleagues’ Working Paper

Universities are facing a critical challenge; university citizenship has steadily declined over the last few decades. As a self-governing entity, most of the foundational elements of a university community are within its own control. As a result, the health and future welfare of the institution depends greatly on the quality of its leaders and robustness of its governing structure. These in turn depend on the quality of those undertaking leadership roles and serving on governing bodies and on the degree to which they reflect its values and aspirations. Maximising the probability that these desiderata will be achieved requires a broad-based faculty willingness to serve conscientiously on these bodies and to serve as administrators to be involved in selecting members, and to be involved on the myriad of sub-committees, task forces, departmental committees, and the like. It is not only an abdication of citizenship to leave governance and administration of the institution to a few willing faculty, it is dangerous and puts at risk the welfare of the institution. Even if these few were all able to place the welfare of the institution above their own particular agendas and their self-interest (not something on which to count), the process of self-selection could not be expected to result in a group that would adequately reflect, represent or understand the breadth and depth of the needs, aspirations and complex circumstances of the entire institution. The larger the pool of willing participants, the greater the probability that those selected will reflect best the institutional diversity. This paper draws out the rights and obligations of faculty citizens embedded in the structural arrangements common to universities in the western world. In part A we examine three fundamental components of those arrangements, components that collectively define certain rights and entail certain obligations of citizenship. These obligations flow in part from essential rights, and also in part from what is necessary to sustain the viability and vibrancy of the community. In Part B, we examine some of these essential obligations of citizenship. In Part C, we make recommendations about how to promote effective citizenship; these recommendations are collected after Part C under the heading “Recommendations.”     

Presidential IQ, Openness, Intellectual Brilliance, and Leadership: Estimates and Correlations for 42 U.S. Chief Executives

Individual differences in intelligence are consistently associated with leader performance, including the assessed performance of presidents of the United States. Given this empirical significance, IQ scores were estimated for all 42 chief executives from George Washington to G. W. Bush. The scores were obtained by applying missing-values estimation methods (expectation-maximization) to published assessments of (a) IQ (Cox, 1926; n =  8), (b) Intellectual Brilliance (Simonton, 1986c; n =  39), and (c) Openness to Experience (Rubenzer & Faschingbauer, 2004; n =  32). The resulting scores were then shown to correlate with evaluations of presidential leadership performance. The implications for George W. Bush and his presidency were then discussed.     

What outcomes have mindfulness and meditation interventions for managers and leaders achieved? A systematic review

No systematic review had previously been conducted examining the benefits mindfulness or meditation interventions for leaders and managers. However, the literature suggested that such interventions would have a positive impact on leaders’ own well-being, their leadership capability, their “post-conventional” leadership capacity, and their direct reports. The purpose of this study was therefore to systematically review research on mindfulness or meditation interventions for managers and leaders. Our review identified 19 studies that met the inclusion criteria. Findings indicate some encouraging signs that mindfulness and meditation interventions may improve aspects of leaders’/managers’ well-being and resilience, and leadership capability, possibly including their “post-conventional” leadership, but research results are very variable in quality and strength, and there was no evidence on benefits for participants’ direct reports. The studies reviewed explored a diversity of interventions, but provided little insight into which mindfulness and meditation interventions for managers and leaders are most effective, in what context they are best applied, or for whom they are most suitable. While the sub-set of studies that measured mindfulness found that the interventions used did increase participants’ mindfulness, there was no exploration of whether improved mindfulness was the mechanism by which other positive outcomes were achieved.     

Supervisors’ relational transparency moderates effects among employees’ illegitimate tasks and job dissatisfaction: a four-wave panel study

Despite repeated calls for the inclusion of leadership in research on illegitimate tasks, little is known about what supervisors can actually do to mitigate negative effects of illegitimate tasks. We propose transparent leadership behavior as an effective means that buffers detrimental effects of illegitimate tasks. We further propose reciprocal effects between illegitimate tasks and job dissatisfaction. Based on a short panel study with four surveys across four consecutive weeks, data of 347 employees were analyzed using multiple group structural equation models. For the two facets of illegitimate tasks, results were more consistent for unnecessary than for unreasonable tasks. We found main and moderating effects in both the normal causal and the reversed causal direction for unnecessary tasks, with more consistent main effects in the reversed direction and stronger moderating effects in the normal direction: Job dissatisfaction rather led to unnecessary tasks than vice versa; while high transparency particularly buffered the effects of unnecessary tasks on job dissatisfaction. Thus, by means of transparent leadership behavior, supervisors are able to effectively intervene in the vicious circle between illegitimate tasks and employees’ job dissatisfaction and thereby benefit working conditions for leaders and followers alike.     

Transformational leadership,diversity climate,and job satisfaction in selected South African companies

This study investigated the relationship between transformational leadership, diversity climate, and job satisfaction in a selection of South African companies. Participants were a convenience sample of 263 employees from the Gauteng Province (white?=?69.3%). They completed measures for transformational leadership, diversity climate, and job satisfaction. Structural Equation Modelling analysis revealed transformational leadership to directly predict job satisfaction and diversity climate, and to mediate the relationship between transformational leadership and job satisfaction. Moreover, transformational leadership directly and positively predicted quality of workplace diversity climate. Future leaders and managers should leverage an organisation’s diversity climate for job satisfaction applying transformational leadership strategies.     

Influence du leadership éthique sur l’engagement affectif et l’épanouissement psychologique : le rôle médiateur de la satisfaction vis-à-vis de l’équilibre entre domaines de vie

The inter-professional national agreement of 19 June 2013 emphasizes the role of managers in promoting quality of work life. The latter aims jointly at employees’ health and company performance due to commitment. In the present study we tested the indirect effect of ethical leadership on affective commitment and psychological flourishing via satisfaction with work–family balance. Among employees, 221 filled out a questionnaire. The results indicate, on the one hand, the positive links between ethical leadership and affective commitment and psychological flourishing, and on the other hand the mediating role of satisfaction with work–family balance in these two relationships. We provide recommendations to improve quality of work life.