Leader prototypicality in sport: The implicit leadership theories of women and men entering sport management careers     

《Sport Management Review》2020,23(4):640-656

Implicit leadership theories (ILTs) matter because they are used as the benchmark against which people determine who is a leader and who is not. This assessment informs their behavioral responses. People are thought to have a superordinate-level ILT representing their prototypical mental model of leadership and a series of basic-level ILTs. Each of these represents how people conceptualize leadership in particular domains (e.g., sport, politics, and popular culture). In this study, the authors generate the structures of basic-level sport management ILTs for women and men who are about to enter this industry. These form the baseline from which socialization to work, organizational cultures, and the sport management industry begins. The ILTs of women entering sport management careers have a 35-item, 6-factor structure (Sensitivity, Knowledgeable, Physical Attractiveness, Inspirational, Dedication, and Focused), whereas men entering the industry have a 32-item, 7-factor structure (Sensitivity, Dedication, Physical Attractiveness, Focused, Creativity, Inspirational, Courageous). The resulting sport management ILT profiles differ from superordinate ones by emphasizing physical and vitality attributes, incorporating emotional elements, and by eschewing antiprototypical elements. The paper ends with a discussion of the implications for leadership research in sport management.  相似文献   

中国共产党领导下的大连福岛纺织株式会社工人大罢工     

杨守忠 《兰台世界》2020,(4):126-128

1926年4月27日,因无法忍受日本资本家的残酷压榨和剥削,大连福岛纺织株式会社1000余名工人举行了声势浩大的罢工。罢工过程中,日本资本家采取了种种惨无人道的压迫手段逼迫工人复工。在中国共产党的领导下,工人们团结一致,坚定信念,最终取得罢工斗争的胜利,充分展示了中国工人阶级的强大力量,而中国共产党的领导对此次罢工的胜利起到了决定性的作用。  相似文献   

新时期以来国内"改革和完善党的领导体制"研究综述     

杨德山 《教学与研究》2006,3(7):74-79

1980年邓小平“8.18讲话”后,“改革和完善党的领导体制”成为政治学界一直关注的话题。20多年来,理论界、学术界围绕党的领导体制中存在的弊端、产生的原因和改革的方法等问题,因应形势的发展变化,从多个角度、用多种方法展开了讨论。本文以时间发展为线索,力图全面反映这一问题的研究状况和不足之处。  相似文献   

Who's next? Research predicts museum leadership gap     

Joan H. Baldwin  Anne W. Ackerson 《Museum Management and Curatorship》2006,21(4):349-352

A brief commentary from the Museum Association of New York (MANY) on the unprecedented gap posed by baby-boomer retirement. Based, in part, on MANY's white paper, “Who's Next? Questioning the Future of Museum Leadership in New York State,” this essay deals with questions of succession, leadership and general differences in New York's museum community.  相似文献   

谈档案工作"统一领导"与"分级管理"的合理结合   总被引：6，自引：0，他引：6  

刘金霞  黄存勋 《山西档案》2005,(6):25-26

1987年，我国《档案法》明确规定：“档案工作实行统一领导，分级管理的原则”。距今已经十几年了，但在认识上和实践中，仍有不少人简单地将该原则等同于“集中统一管理”原则，片面强调“统一领导，分级管理”的核心和实质就是“集中统一管理”，似乎“集中统一”的程度越高，便显得越正确，越是坚持了原则。这种认识上的误区，直接导致了档案行政管理中统得过死，管得过多，片面性，一刀切，过度强调整齐划一，经常忽视因地制宜等诸多弊端。因此，在档案工作中，  相似文献   

More Than Just a Student Voice: Facilitating Student Leadership Development Through the Library Student Liaison Program     

Suzanne Milton  Qing H. Meade 《图书馆管理杂志》2018,58(4):346-363

This article explores how the library-student liaison program at Eastern Washington University (EWU) Libraries has evolved into an opportunity for students to develop leadership skills. Originally designed to foster better communication between the EWU Libraries and students enrolled at the university, we recognized that the process of achieving established goals for the program provided a vehicle for students' leadership-skill development. To facilitate the leadership process, librarians employed the Social Change Model. Designed specifically for college students, this model engages the student to develop individual capacities to strengthen group activities that foster positive changes in the community and society.  相似文献   

Leadership Reflections: Resiliency in Library Organizations     

Lisa Bodenheimer 《图书馆管理杂志》2018,58(4):364-374

Similar to individuals, organizations display characteristics that speak to qualities and abilities. Our guest writer, Lisa Bodenheimer, discusses a trait that is critical for library organizations during this period of constant change and transformation. Resiliency is the ability to rebound and flex as circumstances shift enabling an organization to thrive and adjust during difficult times. This skill is typically developed through experiences, but, as Ms. Bodenheimer outlines, organizations are able to strategize in order to build employee and organizational resilience. Such a proactive approach will enable a library organization to better weather challenging situations and times as difficulties will enviably occur. The following article provides practical suggestions for library organizations that will enable them to be more successful while leading and managing in a changing environment.  相似文献   

(Desperately) Seeking Service Leadership in Academic Libraries: An Analysis of Dean and Director Position Advertisements     

Michael L. Maciel  Wendi Arant Kaspar  Wyoma vanDuinkerken 《图书馆管理杂志》2018,58(1):18-53

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Strength in Numbers: Encouraging Every Staff Member to Work to Capacity     

Cathy Oxley 《International Information and Library Review》2018,50(1):69-75

Libraries play a critical role in enhancing the learning landscape of the schools they support. In order for any library to become a powerhouse and a community meeting place, all library team members need to align with the library's vision, own it and begin to add their own strengths and talents purposefully. This article explores practical strategies for developing a visionary team, including supportive leadership, daily stand-up meetings, weekly staff meetings, special-focus teams, rostering and the “five conversations” approach. These effective strategies can be implemented across a broad range of library workforce contexts in order to ensure the most effective workforce teams are built.  相似文献   

On the same page: Improving the connection between public services units in academic libraries     

Elizabeth Marcus  Malti Turnbull 《College & Undergraduate Libraries》2018,25(2):101-109

Communication quality between public service units in academic libraries can make the difference between mediocre and exceptional service. If units do not communicate well, patrons may receive inaccurate information and experience short-term frustration, leading to long-term damage to the library's reputation. Poor communication creates adverse effects on employees through decreased productivity, negative work culture, and low morale. This article explores the importance of quality communication through a review of the literature and a case study at one academic library. The authors share practical communication improvement strategies for libraries of every size and fiscal ability.  相似文献