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221.
Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations 总被引:13,自引:0,他引:13
Bor-Shiuan Cheng Li-Fang Chou Tsung-Yu Wu Min-Ping Huang Jiing-Lih Farh 《Asian Journal of Social Psychology》2004,7(1):89-117
Paternalistic leadership (PL) is the prevalent leadership style in Chinese business organizations. With an approach similar to patriarchy, PL entails an evident and powerful authority that shows consideration for subordinates with moral leadership. Although PL is widespread in Chinese business organizations, very few studies have focused on this leadership style and those that have were simply conceptual analyses and not empirical studies. We sampled 543 subordinates from local businesses in Taiwan to investigate PL, Western transformational leadership, and subordinate responses to these two leadership styles. Our hypotheses were as follows: (1) PL has a significant and unique effect on subordinate responses compared to Western transformational leadership; (2) there exists an interaction between the three elements of PL (benevolence, morality, and authoritarianism) and subordinate responses; and (3) the authority orientation of a subordinate's traditionality has a moderating effect upon the relation between PL and subordinate responses. Statistical analyses generally supported these hypotheses. Directions for follow-up studies are offered and implications for leadership theory and practice are discussed. 相似文献
222.
文章探讨了儿童知觉期望的教师领导行为与儿童同伴关系之间的关系.研究选取北京市某小学4、6年级学生作为被试,共180名(男100名,女80名).采用社会计量法测量儿童的同伴关系,教师领导行为问卷测量儿童知觉的和期望的教师领导行为.主要的结果如下:(1)知觉到放任型领导不利于儿童同伴关系的发展,而知觉到民主型与权威型领导对儿童的同伴关系影响不大;(2)知觉到权威型领导有利于形成一个有凝集力的班级团体,知觉到民主型领导行为有利于班级团体的调和. 相似文献
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团队领导行为对团队效能影响之研究 总被引:10,自引:0,他引:10
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。 相似文献
225.
变革型领导风格的实证研究 总被引:20,自引:0,他引:20
以72家企业的193名管理者为被试,通过多来源评估法收集数据,采用因素分析、信度分析和回归分析等方法对变革型领导的理论结构及其与领导有效性的关系进行了深入研究。结果表明,变革型领导具有二阶单因素结构。即四个独立子因素为领导魅力、感召力、智力激发和个性化关怀,这些子因素归属于一个单一二阶因素;研究所使用的《变革型领导问卷》具有良好的构想效度和信度,适用于中国文化;变革型领导及其子维度对领导有效性有一定的预测力。 相似文献
226.
Understanding and Evaluating Bureaucratic Politics: The Nexus Between Political Leaders and Advisory
Bureaucratic politics—for example, the "political" interaction between individuals and organizations in the executive branch of government—is a potentially significant force affecting the course and outcomes of governmental policymaking processes. In this article, an empirical and normative model and operationalization of bureaucratic politics is developed, treating it as a variable rather than as an immutable (and by definition problematic) property of policy decision-making. A conceptual model, linking the nature and intensity of bureaucratic politics in advisory systems to the characteristics of the political leaders served by them, is also developed. On the basis of earlier studies of presidential leadership (e.g., Preston, 1996), the leader's need for power, cognitive complexity, and prior policy experience/expertise are hypothesized to affect the organization and operation of the advisory system in terms of bureaucratic politics. Using Hermann's (1983) Personality Assessment-at-a-Distance (PAD) coding technique, theoretical assertions are illustrated in a detailed case study of two critical episodes in U.S. decision-making in the conduct of the Vietnam war in 1965 and 1968. 相似文献
227.
A core characteristic of world politics is the presence of communal conflict over ideas of national identity, inextricably bound to ideas of cultural identity. Increasingly, foreign policy decision-makers realize the importance of considering cultural factors in their calculations of how peoples will define the "self" that seeks "determination." Although a collective's culture changes over time (through interaction with others and in response to external events), scholars and policy analysts sometimes treat identities as static, monolithic, and derived from cultures that rarely change. This leads policymakers to underestimate the extent to which culture influences and can be influenced by foreign policy. This paper integrates work in political science and psychology into a content analysis–based method for examining three major ways in which culture impinges on communal conflict. The utility of the approach is demonstrated with a case study of the Northern Ireland conflict from 1984 to 1986, which shows how the rhetoric of the competing nationalist/Catholic leaders (John Hume and Gerry Adams) was the site of debate over group culture, how differences in the rhetoric reflected different cultures of the conflict, and how the conflict has been affected by the foreign policy decisions of other actors. 相似文献
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Eva M. Bracht Lucas Monzani Diana Boer S. Alexander Haslam Rudolf Kerschreiter Jérémy E. Lemoine Niklas K. Steffens Serap Arslan Akfirat Lorenzo Avanzi Bita Barghi Kitty Dumont Charlotte M. Edelmann Olga Epitropaki Katrien Fransen Steffen Giessner Ilka H. Gleibs Roberto González Ana Laguía González Jukka Lipponen Yannis Markovits Fernando Molero Juan A. Moriano Pedro Neves Gábor Orosz Christine Roland-Lévy Sebastian C. Schuh Tomoki Sekiguchi Lynda Jiwen Song Joana S. P. Story Jeroen Stouten Srinivasan Tatachari Daniel Valdenegro Lisanne van Bunderen Viktor Vörös Sut I. Wong Farida Youssef Xin-an Zhang Rolf van Dick 《Psychologie appliquee》2023,72(1):348-388
Innovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB). Yet, despite a large amount of research, three areas remain understudied: (a) The relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships between leadership and FIB are generalizable across cultures. To address these lacunae, we propose an integrated model connecting four types of positive leadership behaviors, two types of identification (as mediating variables), and FIB. We tested our model in a global data set comprising responses of N = 7,225 participants from 23 countries, grouped into nine cultural clusters. Our results indicate that perceived LMX quality was the strongest relative predictor of FIB. Furthermore, the relationships between both perceived LMX quality and identity leadership with FIB were mediated by social identification. The indirect effect of LMX on FIB via social identification was stable across clusters, whereas the indirect effects of the other forms of leadership on FIB via social identification were stronger in countries high versus low on collectivism. Power distance did not influence the relations. 相似文献
230.
Alyssa Jean L. Tan Lauren T. Yap Elise Francesca L. Salud Mendiola Teng-Calleja 《Asian Journal of Social Psychology》2023,26(4):547-559
Using the lens of interpretative phenomenological analysis, this study explored the leadership experiences of bicultural business leaders in the Philippines. Semistructured interviews were conducted among 16 leaders in family-owned, small and medium-sized enterprises in the Philippines who are ethnically Chinese and have Filipino nationality. Findings focused on salient expressions of biculturalism in leadership, bicultural leadership challenges, and advantages. Most of the participants experienced fluidity in their expressions of Filipino and Chinese identities and how these manifest in the workplace. Challenges shared pertain to generational factors as participants assumed leadership roles through kinship, as well as relational challenges reflective of cultural nuances. The leaders view their being bicultural as having the “best of both worlds” as they have greater access to cultural information and a more holistic view of which values and norms to use in their leadership roles and in various social interactions. Fluency in communicating in Chinese and Filipino was perceived to enable effective interactions and facilitate trust building with their customers, employees, and suppliers. Implications focused on the need to consider biculturalism in leadership development programmes in educational institutions and organizations, especially with increasing bi/multiculturalism in workplaces. 相似文献