新时期领导文化的人本吁求

在扬弃"仁"和"天人合一"思想基础上生成的以人为本理念,是新时期领导文化的一个重要价值指向.领导文化对以人为本的追求包括人自身的发展、人与自然的和谐以及人与社会的和谐三个方面.在审视领导文化人本内涵的基础上,须构起更新发展理念、提升公平意识、创新领导模式三个实现领导文化人本化的路径.     

论现代领导文化的建构

领导文化是领导活动成败的决定性因素,其现代化无疑是一个重要而紧迫的课题。现代领导文化可以从器物、制度和意识形式三个层面建构。器物层面的建构包括领导行为模式、身份与行为、领导形象和领导魅力;制度层面的建构包括领导体制的变革和创新,国家方针、政策和路线两个方面;意识形式层面的建构包括追求民富、民强、民智,塑造领导价值观,追求领导精神三个方面。     

International Collaboration in Local Government Leadership Development: Insights Gained from a U.S. and Ireland Partnership

There is great value in international partnerships when developing leadership potential in local government. This article focuses on the lessons-learned from three innovative annual joint collaboration efforts under the auspices of the Institute of Public Administration (IPA) in Ireland and DePaul University (Chicago). The purpose was to provide an “outside in” perspective of how local government works in different countries. This was illustrated by a recent series of collaborative programs to develop 59 senior individuals in local authorities throughout Ireland. Approaches used included shadowing local government officials, collaborations with community partners, and benchmarking meetings with officials to learn about innovative projects.     

中层突破：中国工会改革的路径与成效——基于深圳市的实践

工会十八大报告系统阐述了新时代建设什么样的工会、怎样建设工会等方向性、根本性、战略性重大问题,明确提出要完善和创新工会工作体系、工作内容和工作方式,创建高质高效的矩阵网络系统,为新时代工会深化改革指明了方向。本研究以深圳市总工会发起建设的源头治理劳资纠纷试验区为观察案例,探究中国工会改革的路径与成效。深圳市总工会的实践表明,存在一条介于“顶层设计”和“基层创新”这两种路径之间,上下联动、具备一定制度设计和政策协调及资源筹措能力的“中层”改革路径。这种“中层”工会改革路径是在中国工会科层体系、双重领导体制下的有益探索,对其研究有助于思考各层级工会的职责分工问题。     

农村基层治理:科层制抑或反科层化?——基于桂南Q市“联镇包村”制度运作的调研分析

农村基层治理是国家治理体系的重要组成部分,也是各级政府提升社会治理能力的重要抓手。以“包发展、包党建、包稳定”为主导的联镇包村制度是地方政府回应国家加强农村基层治理的一项制度安排,在制度运行中显现出如下特点:组织高层依赖权威治理,化解政策执行阻力;委派单位依赖代理治理,缓和基层社会矛盾;驻村干部依赖指标治理,提高主体责任意识的科层制路径依赖特性。在压力型体制下,不同行动者的行动逻辑显现出差异化:组织高层由“权威动员”向“参与互动”转变;委派单位由“分利失序”向“合作共治”转变;驻村干部由“被动回应”向“主动服务”转变。这种反科层化的运作方式推动联镇包村制度运行,以此提升基层自治组织的治理能力,进而推动农村基层走向“善治”。     

Sustainable fiscal policies and budgetary risk under alternative monetary policy arrangements

Early work on the theory of economic policy stressed the importance of the interactions between fiscal and monetary policy. Tinbergen, and Cooper, showed us that there would be costs in instability and protracted imbalances, in particular fiscal imbalances, if this was not recognised. Yet most models we use today treat fiscal or monetary policies as if they operated alone. This paper reviews the advantages of recognising those interactions. We consider three possibilities: fiscal leadership (in the sense of acting first), monetary leadership, and simultaneous decision making, each underpinned by independence at the central bank. This temporal separation is important because it creates an opportunity for punishment by the follower (a result from asynchronous games). Making fiscal policy lead, and monetary follow, provides fiscal precommitment and the best results for output, inflation and fiscal balances. In particular, it ensures sustainable public finances without the need for arbitrary (and easily evaded) external restrictions. We show these results are proof against override by rational governments; and robust to changes in structure caused by flattening of the Phillips curve, globalisation, market reforms, and changes in savings.

切实改进新形势下党员领导干部的文风建设

在党内,文风是党风的折射,是学风的反映。党员领导干部文风不正,危害极大。高度重视文风建设是我们党一以贯之的优良传统。党员领导干部应该从端正党风的高度来认识改进自身文风建设的重要性和紧迫性。新形势下,一些党员领导干部文风不正的现象严重。大力纠正党员领导干部的不良文风、倡导优良文风,必须从端正思想作风、加强党性修养、提高能力素质和密切联系群众等方面下功夫。     

Enhancing Community Leadership Negotiation Skills to Build Civic Capacity

Most intra‐ and interorganizational decision making entails negotiations, and even naturally talented negotiators can improve with training. Executive trainings for managers and leadership programs for publicly elected officials, public managers, and nongovernmental organizations frequently include negotiation modules. These efforts, however, have yet to reach community leaders who also need to develop their negotiation skills. We propose that members of disadvantaged low‐income communities who lack educational and economic opportunities, and are less able to advocate for their own interest, need to build and strengthen their civic capacity, including their negotiation skills, to become more effective parties to decisions affecting them. While many professionals and executives have access to training, such opportunities are less accessible to the leaders of these disadvantaged communities. Although such leaders draw from their own heuristic knowledge, skills, and abilities, they could also benefit from sharpening their negotiation skills. We propose that the multidimensional understanding of their community that members accumulate through direct experience is indispensable, nontransferable to outsiders, and not teachable through in‐class activities. Leaders with the ability to leverage knowledge and assets to connect effectively to community insiders as well as to outside people, institutions, and resources, however, possess some specific inherent personality traits as well an understanding of social structures, strategies, and agency, which can be taught and learned. Such skills as how to conduct negotiations around the table and away from it and how to identify community members who can help and how to rally them are also teachable. The cases were chosen to illustrate the knowledge, skills, and abilities (KSAs) that make these leaders effective in and beyond their communities. We highlight those KSAs that we think are teachable in the framework of a negotiation module in community leadership training to enhance civic capacity for community betterment.     

Impacts of transactional and transformational leaderships upon organizational citizenship behavior

A leader as one of the determiners in organizational direction and objectives must be able to respond to the development. Basically, leadership is a process influencing activity in a group directed toward the achievement of one or several objectives. In the context of empowerment of human resources in order to produce professional employees having high integrity, the presence of a standard is required which can be used as a guideline by the organization in solving the problems. Such guideline is the organizational citizenship behavior which systematically directs the employees to improve their work commitment. And based on the above explanation, it can be formulated whether there is any impact of transactional leadership and transformational leadership upon the organizational citizenship behavior at PT Aneka Putra Santosa. The analytical techniques applied are the multiple linear regression analysis, multiple determination coefficient analysis, and partial determination coefficient analysis. Results of the multiple linear regression analysis indicate that there is a simultaneous impact between transactional leadership and transformational leadership upon the organizational citizenship behavior with the F arithmetical regression value at the sum of 13.620. The magnitude of free variable impact contribution to the bound variable is 33.50%, whereas the remaining is influenced by other variables not being investigated in the model. Partially, the partial contribution of transactional leadership variable to organizational citizenship behavior is 0.233 or 23.30%, whereas contribution of transformational leadership variable to organizational citizenship behavior is 0.272 or 27.20%. Thus, it can be concluded that transformational leadership has more dominant impact in setting up the organizational citizenship behavior.     

浅议少数民族地区旅游发展中的政府主导——以黔东南苗族侗族自治州为例

黔东南的旅游业是坚持以政府为主导的旅游发展模式,政府始终在旅游宣传促销、规划、培训等方面承担起组织、协调等主要任务,其政府主导在旅游业发展中主要体现在规划、政策、环境、市场、促销等几方面。