组织中的公权与私权领导研究思路探讨
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外国经济与管理 2010 年 第 32 卷第 03 期, 页码：46 - 51
摘要
参考文献
摘要
以往的研究表明,魅力型领导是组织的重要"资产",值得下属追随。而事实上,很多时候领导魅力背后隐藏着膨胀的利己动机,在这种情况下,领导魅力越大,可能使组织面临的风险就越大。魅力型领导的两面性问题研究尚处于概念演绎和理论阐述阶段,推进该领域的研究具有理论和现实双重意义。本文在区分魅力型领导"公权"、"私权"动机的基础上,提出了关于组织中公权和私权领导的研究思路,以期为该领域的实证检验提供指引。
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[3]Bennis,W,and Nanus,B.Leaders:The strategies for taking charge[M].New York:Harper and Row,1985.
[4]Judge,T A,Bono,J E,Ilies,R,and Gerhardt,M W.Personality andleadership:Aqualitative and quantitative review[J].Journalof Applied Psychology,2002,87(4):765-780.
[5]Howell,J M.Two faces of charisma:Socialized and personalized leadership in organizations[A].in J A Conger,and R N Kanungo(Eds.).Charismatic leadership:The elusive factor in organizational effectiveness[C].San Francisco,CA:Jossey-Bass,1988:213-236.
[6]Howell,J M,and Shamir,B.The role of followers in the charismatic leadership process:Relationships and their consequences[J].Academy of Management Review,2005,30(1):96-112.
[7]O’Connor,J,Mumford,MD,Clifton,T C,Gessner,T L,and Connely,MS.Charismaticleaders and destructiveness:Ahistorio-metric study[J].Leadership Quarterly,1995,6(4):529-555.
[8]Kirkpatrick,S A,Wofford,J C,and Baum,RJ.Measuring motivei mageryinthe vision statement[J].Leadership Quarterly,2002,13(2):139-150.
[9]Kanungo,R N,and Mendonca,M.Ethical di mensions of leadership[M].Thousand Oaks,CA:Sage Publications,1996.
[10]Sosik,J J.The role of personal valuesin the charismatic leadership of corporate managers:A model and preli minary field study[J].Leadership Quarterly,2005,16(2):221-244.
[11]Sosik,J J,Jung,D,and Dinger,S L.Values in authentic action:Examining the roots and rewards of altruistic leadership[J].Group&Organization Management,2009,34(4):395-431.
[12]Fu,P P,Tsui,AS,and Liu,J.Relating CEOvalues tofollower affective commit ment:The role of value-behavior congruence[R].Paper presented at the 67th Academy of Management Meeting,Philadelphia,Pennsylvania,USA,August 3-8,2007.
[13]McClelland,D C.How motives,skills and values determine what people do[J].American Psychologist,1985,40(7):812-825.
[14]Kel man,H C.Compliance,identification,and internalization:Three processes of attitude change[J].Journal of Conflict Resolu-tion,1958,2(1):51-56.
[15]Becker,T E.Foci and bases of commit ment:Are they distinctions worth making?[J].Academy of Management Journal,1992,35(1):232-244.
[16]Conger,J A,and Kanungo,R N.Charismatic leadershipin organizations[M].New York:Sage Publications,1998.
[17]Brown,F W,and Moshavi,D.Transformational leadership and emotional intelligence:Apotential pathway for anincreased under-standing of interpersonal justice[J].Journal of Organizational Behavior,2005,26(7):867-871.
[18]Dasborough,M T,and Ashkanasy,N M.Emotion and attribution of intentionality in leader-member relationships[J].LeadershipQuarterly,2002,13(5):601-614.
[19]Kark,R,Shamir,B,and Chen,G.The two faces of transformational leadership:Empowerment and dependence[J].Journal ofApplied Psychology,2003,88(2):246-255.
[20]Yukl,G.An evaluation of conceptual weaknessesintransformational and charismaticleadershiptheories[J].Leadership Quarterly,1999,10(2):285-305.
引用本文
刘军, 刘小禹, 刘松博. 组织中的公权与私权领导研究思路探讨[J]. 外国经济与管理, 2010, 32(3): 46–51.
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