【每日阅读训练第三期——速度越障2系列】【2-6】文史哲---妇女

fox0923

感谢baby之前提供的阅读资料，这次把这个部分贴上来当速度，由于太长了，剩下的部分我可以之后再慢慢贴上来或是大家可以去下面的网站看。


速度1  (337 words)


Leadership: Current Theories, Research, and Future Directions
Annual Review of Psychology
Vol. 60: 421-449 (Volume publication date January 2009)
DOI: 10.1146/annurev.psych.60.110707.163621


Abstract:
This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that takes a cognitive science approach. We then examine new-genre leadership theories, complexity leadership, and leadership that is shared, collective, or distributed. We examine the role of relationships through our review of leader member exchange and the emerging work on followership. Finally, we examine work that has been done on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership. This structure has the benefit of creating a future focus as well as providing an interesting way to examine the development of the field. Each section ends with an identification of issues to be addressed in the future, in addition to the overall integration of the literature we provide at the end of the article.


Introduction:
One of our goals for this integrative review is to examine the ways in which the field of leadership is evolving and the consequences of its evolutionary path for the models, methods, and populations examined. For example, at the outset of the field of leadership, the primary focus was on studying an individual leader, who was most likely a male working in some large private-sector organization in the United States. Today, the field of leadership focuses not only on the leader, but also on followers, peers, supervisors, work setting/context, and culture, including a much broader array of individuals representing the entire spectrum of diversity, public, private, and not-for-profit organizations, and increasingly over the past 20 years, samples of populations from nations around the globe. Leadership is no longer simply described as an individual characteristic or difference, but rather is depicted in various models as dyadic, shared, relational, strategic, global, and a complex social dynamic (Avolio 2007, Yukl 2006).




速度2 (339 words)


We organize our examination of how leadership is evolving by discussing significant areas of inquiry that represent current pillars in leadership research, some understandably taller than others. We highlight the current state of each particular area of inquiry, and discuss what we know, what we don't know, and what remains interesting possibilities to pursue in future research. Given our space limitations, we focus more on the current state of these respective areas in terms of advances in theory, research, and practice, including the criticisms and boundaries of theories, models, and methods wherever appropriate. From this analysis, we offer some recommendations for future directions that the science of leadership could pursue, and we discuss the potential implications for leadership practice.
Looking back over the past 100 years, we cannot imagine a more opportune time for the field of leadership studies. Never before has so much attention been paid to leadership, and the fundamental question we must ask is, what do we know and what should we know about leaders and leadership? We begin addressing these questions not by going back to the earliest work in leadership, but rather by focusing on what is most current in the field. We then examine other areas from which the current work has emerged, rather than examining leadership material covered in recent reviews (Gelfand et al. 2007, Goethals 2005) or providing a comprehensive historical review of the field that is better left to the Handbook of Leadership(Bass & Bass 2008; see also Yukl & Van Fleet 1992).




Overview of Authentic Leadership:


One of the emerging pillars of interest in the field of leadership has been called authentic leadership development. As discussed in a special issue [edited by Avolio & Gardner (2005)] of the Leadership Quarterly on this topic and in an earlier theoretical piece by Luthans & Avolio (2003), the advent of work on authentic leadership development came as a result of writings on transformational leadership, in which authors such as Bass & Steidlmeier (1999) suggest that there are pseudo versus authentic transformational leaders.


速度3 (375 words)


Luthans & Avolio (2003) also introduced the concept of authentic leadership development into the literature with the goal of integrating work on (Luthans 2002) positive organizational behavior with the life-span leadership development work of Avolio (1999). Their main purpose was to examine what constituted genuine leadership development including what worked and didn't work to develop leaders and leadership, as well as to bring to the foreground some of the recent work in positive psychology as a foundation for examining how one might accelerate the development. Luthans and Avolio reasoned that using some of the theoretical work in positive psychology such as Fredrickson's (2001) broaden-and-build theory, they could offer a more positive way for conceptualizing leadership development. According to Fredrickson, those individuals who have more positive psychological resources are expected to grow more effectively or to broaden themselves and build out additional personal resources to perform. Luthans and Avolio report that to a large extent, the prior leadership development work was based on a deficit-reduction model strategy, where one discovered what was wrong with a leader and then worked to correct deficits in terms of focusing on the leader's development (also see Avolio & Luthans 2006).


Authentic Leadership Defined
First and foremost, the concept of authenticity has been around for a long time, as reflected in many philosophical discussions of what constitutes authenticity (Harter et al. 2002). George (2003) popularized authentic leadership in the general practice community when he published his book on the topic, as did Luthans & Avolio (2003) for the academic community.Luthans & Avolio (2003, p. 243) defined authentic leadership as “a process that draws from both positive psychological capacities and a highly developed organizational context, which results in both greater self-awareness and self-regulated positive behaviors on the part of leaders and associates, fostering positive self-development.” This definition and subsequent work on authentic leadership was defined at the outset as multilevel in that it included the leader, follower, and context very specifically in the way it was conceptualized and measured. This addressed a typical criticism in the leadership literature summarized by Yammarino et al. (2005, p. 10) who concluded, “relatively few studies in any of the areas of leadership research have addressed levels-of-analysis issues appropriately in theory, measurement, data analysis, and inference drawing.”


速度4 (366 words)


At the same time, several scholars (e.g., Cooper et al. 2005, Sparrowe 2005) expressed concerns with Luthans & Avolio's initial definition of authentic leadership. The initial conceptual differences notwithstanding, there appears to be general agreement in the literature on four factors that cover the components of authentic leadership: balanced processing, internalized moral perspective, relational transparency, and self-awareness. Balanced processing refers to objectively analyzing relevant data before making a decision. Internalized moral perspective refers to being guided by internal moral standards, which are used to self-regulate one's behavior. Relational transparency refers to presenting one's authentic self through openly sharing information and feelings as appropriate for situations (i.e., avoiding inappropriate displays of emotions). Self-awareness refers to the demonstrated understanding of one's strengths, weaknesses, and the way one makes sense of the world. These four constructs were further operationally defined by Walumbwa and colleagues (2008). Walumbwa et al. (2008) provided initial evidence using a multisample strategy involving U.S. and non-U.S. participants to determine the construct validity of a new set of authentic leadership scales. Specifically, they showed the four components described above represented unique scales that were reliable. These four scales loaded on a higher-order factor labeled authentic leadership that was discriminantly valid from measures of transformational leadership (e.g., Avolio 1999) and ethical leadership (e.g., Brown et al. 2005) and was a significant and positive predictor of organizational citizenship behavior, organizational commitment, and satisfaction with supervisor and performance.


Future Focus Required
Work on defining and measuring authentic leadership is in the very early stages of development. Future research will need to offer additional evidence for the construct validity of this measure or other measures, and it will also need to demonstrate how authentic leadership relates to other constructs within its nomological network. This would include constructs such as moral perspective, self-concept clarity, well-being, spirituality, and judgment. Moreover, there is a need to examine how authentic leadership is viewed across situations and cultures and whether it is a universally prescribed positive root construct—meaning it represents the base of good leadership regardless of form, e.g., participative, directive, or inspiring. In the next section, we turn our attention to the second major focus on authentic leadership, which incorporates the term development.


速度5 (317 words)


Authentic Leadership Development:
Up until very recently, one would be hard-pressed to find in the leadership literature a general model of leadership development (Luthans & Avolio 2003). Even more difficult to find is evidence-based leadership development. Specifically, what evidence is there to support whether leaders or leadership can be developed using one or more specific theories of leadership? This question led to a concerted effort to explore what was known about whether leaders are born or made, as well as the efficacy of leadership interventions.


Heritability and Leadership
One avenue of research that has explored whether leaders are born versus made has involved studying identical and fraternal twins. Preliminary evidence using a behavioral genetics approach has shown that approximately 30% of the variation in leadership style and emergence was accounted for by heritability; the remaining variation was attributed to differences in environmental factors such as individuals having different role models and early opportunities for leadership development (Arvey et al. 2007). Because identical twins have 100% of the same genetic makeup and fraternal twins share about 50%, this behavioral genetics research was able to control for heritability to examine how many leadership roles the twins emerged into over their respective careers. In this and subsequent research for both men and women across cultures, similar results were obtained. The authors conducting this research conclude that the “life context” one grows up in and later works in is much more important than heritability in predicting leadership emergence across one's career.


Examining Evidence for Positive Leadership Interventions
Lord & Hall (1992, p. 153) noted, “too much research in the past has attempted to probe the complex issues of leadership using simple bivariate correlations.” It seems fair to say that although most models of leadership have causal predictions, a relatively small percentage of the accumulated literature has actually tested these predictions using controlled leadership interventions, especially in field research settings (Yukl 2006).


自由阅读 (185 words)


To determine whether experimental interventions actually impacted leadership development and/or performance, a qualitative and quantitative review of the leadership intervention (i.e., studies where a researcher overtly manipulated leadership to examine its impact on some specific intermediate process variables or outcomes) literature was undertaken (seeAvolio & Luthans 2006, Avolio et al. 2009, Reichard & Avolio 2005). The focus of this meta-analytic review was unique in that up to that point, more than 30 meta-analyses had been published on leadership research, none of which had focused on leadership interventions and more than one model of leadership. For each study, the leadership intervention examined was categorized into six types: training, actor/role-play, scenario/vignette, assignments, expectations, others. Reichard & Avolio (2005) reported that regardless of the theory being investigated, results showed that leadership interventions had a positive impact on work outcomes (e.g., ratings of leader performance), even when the duration of those interventions was less than one day. In terms of utility, participants in the broadly defined leadership treatment condition had on average a 66% chance of positive outcomes versus only a 34% chance of success for the comparison group.


以下是文章link：
http://www.annualreviews.org/doi/full/10.1146/annurev.psych.60.110707.163621










越障 (878 words)
How helping women helps business


Companies whose social investments focus on women in developing economies help not only the recipients but also themselves.
January 2010 ? Irina A. Nikolic and Lynn Taliento
Source: Social Sector Practice




This is a Conversation Starter, one in a series of invited opinions on topical issues. Read the essay, then share your thoughts by commenting below.
Few companies make social investments specifically aimed at empowering women in developing economies, but we believe that supporting this goal is good business and good practice for all companies. In the course of our work,1 we’ve uncovered a startlingly wide range of ways in which private-sector companies can offer sizable economic benefits not only to women and their societies but also to the companies themselves. The benefits to businesses come from enlarging their markets, improving the quality or size of their current and potential workforce (for instance, by attracting talent globally), and maintaining or improving their reputations.
Women in developing economies are hampered by many of the same concerns that face women in other countries, but they also deal with a number of additional barriers to economic security. In some cases, these problems are straightforward—girls getting less food and education than boys, for example. In others, they are as complicated as the difficulty women in many countries have in keeping control over money they may earn (because of regulations or long-standing cultural traditions that prevent them from having secure access to bank accounts), owning property, or acquiring loans.
Women’s unfulfilled potential significantly hinders economic growth. One recent study, for example, estimates that lower education and employment rates for women and girls are responsible for as much as a 1.6 percentage point difference in annual GDP growth between South Asia and East Asia.2On the other hand, educated, income-earning women are especially powerful catalysts for development because they tend to invest more of their money in their families’ health, education, and well-being than men do.
Nevertheless, only 19 percent of the respondents to a recent McKinsey Quarterly survey said that their companies had invested in economic-development activities specifically aimed at women in developing markets. Yet 83 percent said that economic growth there was at least somewhat important to their companies’ success over the next ten years. (Read more in the accompanying survey results, “Rethinking how companies address social issues: McKinsey Global Survey results.”)
Companies whose social investments do focus on women in developing economies, the survey and our other research show, benefit not only women and their societies but also themselves. Among survey respondents, 34 percent say that such investments have already improved profits, and a further 38 percent expect them to do so.
Even more notably, our research shows that private-sector companies can create such benefits with a much broader range of measures than most executives believe. Promoting literacy, for example, offers a straightforward link to improved workforce productivity—but, it turns out, so does providing antiretroviral drugs to workers’ families. Anglo American, a mining company, extends HIV antiretroviral benefits to dependents (mostly women and children) of its employees in Africa. It has benefited from increased worker loyalty—retention rates are up—and from fewer missed workdays by employees who would otherwise need to care for sick family members. Furthermore, the communities Anglo American is serving now see lower infant mortality rates and healthier children.
Hindustan Lever’s Shakti program, meanwhile, tapped into the significant potential of empowering women to reach markets the company couldn’t otherwise. Launched in 2000, the program offers microcredit grants that enable rural women to become direct-to-home distributors of Hindustan Lever products. This new sales force has significantly boosted sales of the company’s products in rural villages, a market that is otherwise dauntingly expensive to reach. By the end of 2008, the Shakti network had grown to include more than 45,000 saleswomen covering more than 100,000 villages and more than three million homes in India.3
Private-sector programs can also give companies longer-term or more intangible rewards, such as maintaining a positive brand image or creating a more educated workforce or wealthier consumers. In India, Standard Chartered recently partnered with the International Federation of Netball Associations to build a program designed to use the sport to develop the life skills and self-esteem of girls between 14 and 16 years of age from families earning less than $2 a day. Piloted in Mumbai and Delhi, and currently being significantly expanded, the program includes an additional direct economic-empowerment component: a loan fund to help girls achieve their professional goals.4
Private-sector companies, we’ve found, can make development investments in programs that help girls and women throughout their lives—from infancy through education, preparation for work, support in the workplace, and ensuring financial security. For each stage of women’s lives, we’ve distilled a set of high-impact actions, which range from offering prenatal care and infant vaccinations to providing onsite bank accounts ensuring that female employees control their income and retirement savings. Companies don’t have to go it alone: successful ones, we’ve seen, design and implement their investments collaboratively with the women they’re trying to help, nongovernmental organizations with relevant experience, and other companies with similar interests. They can create real benefits for everyone by creatively combining an interest in empowering women in developing markets with a strategic assessment of where doing so can help meet corporate goals.
We invite you to share your experiences. Has your company acted to empower women economically? Are you the beneficiary of an economic-empowerment program? What results have you seen?

搞G战士DB

今天运气比较好，一进阅读版就看到更新了。不过抢完沙发就后悔了0 0 我这水平应该低调一点儿的- -
感觉速度比较难哈，1'28  1'30  1'22   1'49   1'21
自由：'42
越障：5‘19  文章探讨如何通过帮助女性雇员来提高公司的利益。第一段先说很少的公司旨在雇用女性来提高公司效益（意译）。然后作者列举了几点雇用女性的好处。然后提到女性往往受到一些歧视或者说不公平对待，得不到男性那样的教育，导致。。。也使得妇女更愿意将钱投入到家庭以及教育blah blah中去。然后举了几个例子，记得什么19% 83%之类的，大意是为第一段所列举的雇用女性的好处提供evidence(汗，这里记得不是很清楚，不知对不对)。然后举了印度的例子，好像是说什么私人部门能给公司带来什么长期收益还是回报，以及作者自己指出私人部门能帮助girls and women make development investment。。后面就既不清楚了。最后一段作者问读者有什么能跟他们share的。就记得这些……
汗，下次慎重抢沙发……

dengly

1.22
1.24
1.19
1.11
1.31

自由1.11
越障5.10

fox0923

战士每次都这么速度，我来个板凳坐吧~1'22"
1'27"
1'37"
1'24"
1'30"
自由
32"

naiier

1'47"
1'55"
1'42"
1'51"
46"

cynthia1230

今天好靠前。。。
2:00
2:00
2:14
2:16
1:42
越障 5:37

双色鹿

1. 1min35s
2. 1min40s
3. 1min53s
4. 1min49s
5. 1min29s
越障
很少有公司在女人身上投资希望获取经济利益，但这也许是个好方法
相对男人来说女人吃得少，教育程度低，理财有问题，这些都阻碍了经济的增长
不过在女人身上投资，在员工家庭上投资对公司有很多好处，员工的忠诚度提高，因家庭孩子问题请假减少

而且女人能开拓不一样的市场，有一个公司专门雇佣了女性营销员，效果大好

而且这些都能使公司有好的口碑，有长期的、现在还看不出来的利益

而且公司这样做对女孩和女人帮助很大，让她们从小接受好的教育等等

尝试一边理解一边读，速度又比较快，感觉好多是我自己的想法？不知道读的对不对呀。。

kaitlynyl

速度不说了、太长，1min读不完
越障：MI：Explain a research that demonstrates empowering women can help business.
Few companies invest women in developing business,but the authors think that helping women will do good to the companies.Where's the benefits from.
Girls's advantages are harmed in  developing business.The reasons are complicated.
If the potential of women cannot be fulfilled,the economy will be hindered.Some statistic figures.
In developed countries,the private-sector economy gets benefit.Women employees do better and more careful than men.
H starts a program to empowering women.Some figures he uses.
Private-sector companies can use this program.Some benefits.
Invite everyone to experience the program.

CHRISTINE2010

还在首页。。。占个座。。。

shelvey

是不是我要翻页了