The character to lead: A closer look at character in leadership.

This study explored The Worthy Leadership Model's (Thompson, Grahek, Phillips, & Fay, 2008) “Character to Lead” construct, which encompasses three factors (Personal Integrity and Ethics; Organizational Integrity and Courage; and Humility, Gratitude, and Forgiveness) and nine dimensions (personal integrity, ethics, openness, organizational integrity, courage, power, humility, gratitude, and forgiveness). This article reports the results of an empirical test of the model's character construct using a behavioral measure of character in leadership. The measure (The Worthy Leadership Profile for Executives, WLPe) consisted of self-ratings by director and executive-level leaders (N = 275) along with ratings of these leaders by their managers, direct reports, peers, and others (N = 4,127 raters). Psychometric characteristics of the ratings are reported along with the relationship of ratings of character in leadership to selected personality variables. The article also examines the degree to which managers, peers, and direct reports perceived factors of character (as compared to factors of capacity and commitment) as being important to leaders' roles and to the likelihood of future success and/or failure. Finally, the study explored the degree to which ratings on the character construct were related to employees' perceptions of selected job-related outcomes (past job performance, failure to reach full potential, perceived support for the leadership efforts of others, and overall perceptions of worthy leadership). (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

中国重大工程顶层组织中的兼任机制:“政府—市场”二元视角

我国重大工程顶层组织结构中广泛存在着兼任现象,政府和市场二元主体通过兼任者的人事安排共同为重大工程的高效建设发挥力量。从兼任这一独特视角出发梳理重大工程“政府—市场”二元体系的参与方式和相互间关系,是分析重大工程组织模式的入口。按照重大工程的组织类型及兼任形式两个维度,构建了重大工程高层管理者兼任现象的系统性分析框架,概括出四类典型的兼任模式,并基于现行“条块”体制、委托代理理论、“政府—市场”二元等视角分析各类兼任的规律特征及作用内涵。进一步提出“政府—市场”作用模式的改革方向,为重大工程的良性运转提供组织保障。     

海外石油项目经理核心能力培养研究

中国石油企业走向海外,面临的最大挑战是海外项目经理的核心能力。对标欧美等国际石油公司项目经理,我们的海外项目经理在硬实力方面（如智商、知识、技术等）并不存在显著差距,通过培训也较容易提高,主要差距在于软实力,即个人修养、文化底蕴、哲学思维、大局意识、协调处理复杂问题能力、应对危机事件能力,需要有针对性地加以培养及提高。     

Strengths, strengths overused, and lopsided leadership.

Riding the growth of positive psychology, strengths-based development has become a popular approach to helping managers become better leaders. This school of thought advises managers to maximize their natural talents rather than try to correct weaknesses. This article takes issue with this advice and considers how it can, ironically, lead managers to turn their strengths into weaknesses through overuse as well as cause them to neglect shortcomings that can degrade the performance of employees, teams, and organizations. Hypotheses are developed about the relationship between specific personal strengths and leadership behaviors as well as the joint tendencies to overdo behaviors related to one's strengths while underdoing opposing but complementary behaviors. Strong support was found for the tendency of managers to do too much of the behaviors related to their strengths and more modest support was found for the tendency of managers to do too little of opposing but complementary behaviors. The implications of these findings are discussed in terms of future research needs and how to apply the strengths approach in a way that minimizes downside risk in developmental applications. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

When managers and their teams disagree: A longitudinal look at the consequences of differences in perceptions of organizational support.

The authors argue that over time the difference between team members' perception of the organizational support received by the team (or team climate for organizational support) and their manager's perception of the organizational support received by the team has an effect on important outcomes and emergent states, such as team performance and team positive and negative affect above and beyond the main effects of climate perceptions themselves. With a longitudinal sample of 179 teams at Time 1 and 154 teams at Time 2, the authors tested their predictions using a combined polynomial regression and response surface analyses approach. The results supported the authors' predictions. When team managers and team members' perceptions of organizational support were high and in agreement, outcomes were maximized. When team managers and team members disagreed, team negative affect increased and team performance and team positive affect decreased. The negative effects of disagreement were most amplified when managers perceived that the team received higher levels of support than did the team itself. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

企业经营者激励与制约理论研究进展

就企业的经营者激励与制约问题,综述了国内外学者的研究成果,包括企业经营者激励理论的基础模型及其拓展、经营者的动态激励及其监督理论等,特别总结了河北工业大学人力资源课题组的相关研究成果．     

国有企业改制的一种重要模式 --开封市两家纺织企业改制案例分析

基于股份制与委托代理理论,通过对河南省开封市两家纺织企业改制案例的调查,分析并研究了国有企业的具体改制模式.在此基础上,提出了一种以经营者为主导的国有企业改制模式,并认为它是国有企业改制中一种必要的、合理的、可行的模式.     

浅议干部队伍建设管理创新

江苏南风元明粉有限责任公司围绕机制和管理体制，进行改革和创新，加强干部队伍建设，并提出培养和造就“职业经理群体”的见解。