怎样提升领导者的领导能力     

夏云 《职大学报》2014,(6):42-47

领导是领导者在一定的环境下,运用权力指导和影响组织成员,为实现组织目标而贡献的过程。领导活动由领导者、被领导者、领导环境、领导目标等要素构成,领导者对领导目标的实现起主导作用、决定作用,领导者的高明主要通过领导效果来体现,而领导效果主要来自领导能力。因此,提升领导者的领导能力可以加快并确保领导目标的实现,其中,领导者搞好与群众的合作,则是提升领导者领导能力的关键。  相似文献   

高校学生干部偏好的领导力开发模式研究     

王慧媛 《科教文汇》2014,(21):188-189

学生干部是高校的骨干群体,是保障各项学生工作运行的中坚力量。为推进高校学生干部领导力开发工作,研究学生干部偏好的领导力开发模式,是开展学生干部领导力培养的基础性工作。本文运用深度访谈的形式,研究北京Y大学学生干部领导力的开发现状,对领导力培养的认同、对领导力知识、技能的掌握和自身领导力开发的愿景等进行分析,并针对学生干部真实需求提出相应的领导力开发模式,以期有效提高高校学生干部的领导力水平。  相似文献   

高校体育社团干部组织领导方式的调查研究     

解会娟  张珍珍 《体育科技文献通报》2014,(1):92-93

运用文献综述法、问卷调查法、数理统计法等方法,以山西省部分高校体育社团(51个、21种)的组织建设为研究对象,对社团干部组织领导进行研究,旨在高校体育社团干部领导方式的健康发展模式,完善高校体育社团组织建设,促进山西省高校体育社团发展。  相似文献   

凝聚力对教练员领导行为、运动员角色投入和运动员满意度的中介作用   总被引：10，自引：2，他引：8  

马红宇  王二平 《体育科学》2006,26(3):64-69

探讨我国高水平手球队凝聚力是否对教练员领导行为、运动员角色投入与运动员满意度具有中介作用。赛前使用群体环境问卷对160名参加全国女子手球锦标赛的运动员进行凝聚力测试，赛后使用运动领导行为量表、运动员角色投入问卷、运动员满意度问卷对上述运动员进行了测试。运用Baron和Kenny（1986）线性回归分析方法对凝聚力的中介作用给予检验。结果表明，运动员所知觉到的领导行为和角色投入对团队成绩满意度、团队一致满意度影响显著，但该影响由于凝聚力的加入而变小或变得不显著。说明凝聚力对领导行为、角色投入与团队成绩满意度、团队一致性满意度具有中介作用。  相似文献   

教练员领导问题的研究进展   总被引：1，自引：0，他引：1  

冯琰  刘晓茹 《沈阳体育学院学报》2005,24(3):8-10,14

体育运动领域中教练员领导问题的研究是运动心理学和管理心理学中一个具有交叉性的重要研究领域。通过对以一般领导理论为基础发展起来的体育运动领域中教练员领导问题的理论、测评方法和研究成果的综述,旨在推动我国运动心理学者对教练员领导问题的研究。  相似文献   

Teacher Leader Model Standards and the Functions Assumed by National Board Certified Teachers     

Allison Swan Dagen  Aimee Morewood  Megan L. Smith 《The Educational forum》2017,81(3):322-338

The Teacher Leader Model Standards (TLMS) were created to stimulate discussion around the leadership responsibilities teachers assume in schools. This study used the TLMS to gauge the self-reported leadership responsibilities of National Board Certified Teachers (NBCTs). The NBCTs reported engaging in all domains of the TLMS, most frequently with Domain 1: Fostering a collaborative culture to support educator development and student learning, and least frequently with Domain 7: Advocating for student learning and the profession.  相似文献   

Challenging assumptions about values,interests and power in further and higher education partnerships     

Geoffrey Elliott 《Journal of Further & Higher Education》2017,41(2):143-154

This article raises questions that challenge assumptions about values, interests and power in further and higher education partnerships. These topics were explored in a series of semi-structured interviews with a sample of principals and senior higher education partnership managers of colleges spread across a single region in England. The data suggest that common assumptions evident in the literature and professional discourse about the hegemony of higher education institutions in partnerships with further education and sixth form colleges may be misplaced. Questions are also raised about an exclusive focus upon shared values in educational partnerships, and it is suggested that greater clarity about the focus of educational partnerships can explain how successful partnerships can negotiate which values and interests are shared and which are not – an approach that can be a useful modus operandi in the increasingly competitive educational markets in which universities and colleges operate.  相似文献   

The importance of environment for teacher professional learning in Malta and Scotland     

Michelle Attard Tonna 《欧洲师范教育杂志》2017,40(1):91-109

Current reforms in the Maltese and Scottish educational contexts can only be fully implemented if teachers radically transform the way they teach. Teacher professional learning is an important mechanism that policy-makers, school leaders and administrators have to achieve this. Teacher professional learning is, above all, situated within the specific social workplace environment of teacher practice. Thus, schools need to be recognised as important sites of professional learning for teachers. In Malta and Scotland teachers were asked about their professional learning to identify how the learning environment within individual schools affects professional learning. In both countries, collaboration and school leadership were key components in determining a school’s learning environment. Data analysis led to the production of examples of expansive and restrictive features. Policy-makers, school leaders and administrators can use these features to examine how schools operate in terms of helping or hindering professional learning in the school environment.  相似文献   

Virtual action learning: a pilot in building leadership capacity     

Phil Radcliff 《Action Learning: Research and Practice》2017,14(1):72-82

This account of practice encompasses a pilot virtual action learning programme with a small group of learners. This was an 18-month extension to the one-week Leadership Open Programme that the participants had previously completed at the Business School. It includes insights from an evaluation study completed in early 2016. It considers in particular the following issues: the structuring of a virtual event; the significance of maintaining continuity of learning; the need for commonality of reference points about leadership in order to enhance it; the selection of problems by participants; whether leadership development itself is a ‘wicked problem’ and the role and skills required of the tutor to add value to the learning experience. Amongst other benefits, the participants found the chance to build relationships broke down the loneliness of leadership and greatly enhanced their learning. These issues will be explored further in a review planned for early 2017.  相似文献   

No room at the top? The glass wall for professional services managers in pre-1992 English universities     

Sue Shepherd 《Perspectives: Policy and Practice in Higher Education》2017,21(4):129-134

Pre-1992 English universities are changing the way they appoint their deputy and pro-vice-chancellors (PVCs). Traditionally, PVC posts were filled by internal secondment from within the professoriate, but these days an increasing number are appointed by means of external open competition involving advertisement and/or executive search. So has this ‘opening up’ of PVC positions created new career progression opportunities for professional services managers? Findings from a census, online survey and interviews with a range of senior university managers suggest not. Despite the PVC role becoming more managerial, those getting the jobs remain overwhelmingly career academics. Professional services managers confront a glass wall, excluded from consideration by a non-negotiable requirement for academic credibility. Aware they have little chance of getting a PVC job, they are unlikely to apply. The continued monopolisation of PVC posts by academic managers represents a form of social closure that serves to maintain their elite status.  相似文献