中国县域土地利用结构类型研究

论文简要阐述了土地利用结构和土地利用结构类型研究的意义,进而提出了土地利用结构类型划分的原则、依据。在此基础上,基于土地利用分县的详查数据,以全国2475个县域为基本单元,运用最小方差法对其进行了土地利用结构类型的划分。对初次分类结果进行分析,制定原则并对其进行处理,将定性分析与定量研究相结合,最终确立了一个由6个土地利用结构系列和44个土地利用结构类型构成的中国县域土地利用结构类型分类系统。最后,对中国县域土地利用主要结构类型的地域分异规律及开发利用方向进行了探讨。     

城市空气质量日报自动发布系统的研究与开发

详细介绍了“城市空气质量日报自动发布系统”的开发背景和开发过程 ,并对系统整体的架构和所用到的技术作了针对性的说明 ,阐明了作者对此类系统的前景和发展方向的看法。     

Using a pattern‐oriented approach to study leaders: Implications for burnout and perceived role demand

Using a pattern‐oriented approach, we identified clusters of leaders who shared theoretically meaningful combinations of transformational, contingent reward, management by exception active, management by exception passive, and laissez‐faire leadership styles. Drawing upon conservation of resources theory, we examined whether leaders who shared a similar pattern of leadership styles differed from leaders who belonged to other profile groups, with respect to felt burnout and perceived role demands. Hypotheses were tested using a time‐lagged field study involving 183 leaders. Using latent profile analyses, we found four theoretically interpretable patterns. Leaders who belonged to the comprehensive cluster (elevated scores on the transformational, contingent reward, and the passive styles; 14.2%) experienced the highest levels of burnout and role demands, whereas those who were disengaged (low scores on all styles; 33.3%) reported the lowest levels. Leaders who exhibited a passive behavioral pattern (elevated scores on management by exception active, management by exception passive, and laissez‐faire relative to the other styles; 27.3%) experienced more burnout and role demands than did leaders who exhibited an optimal pattern (elevated scores on transformational and contingent reward styles relative to the passive styles; 25.1%). The theoretical and practical implications of a pattern‐oriented approach to leadership research were discussed. Copyright © 2017 John Wiley & Sons, Ltd.     

Self‐leadership in the context of part‐time teleworking

Employees who work periodically in both a traditional office and home office (part‐time teleworkers) face opportunities and risks related to both working locations. As self‐leadership might play a crucial role in this context, we examined within‐person variations in self‐leadership (self‐reward, self‐punishment, self‐cueing, self‐goal setting, imagining successful performance, and evaluation of beliefs and assumptions) on home days and office days. In a typical workweek, 195 part‐time teleworkers filled out daily surveys (729 days), and we examined the relationship between working location (office and home) and self‐leading behavior as well as the mediating role of autonomy. Finally, we investigated whether self‐leading behavior relates to ego depletion and work satisfaction at the end of the working day. Multilevel analyses revealed that part‐time teleworkers reported higher use of self‐reward, self‐goal setting, and visualization of successful performance on home days than on office days. The association between working location and self‐reward, self‐goal setting, visualization of successful performance, and evaluation of beliefs and assumptions was mediated by autonomy. There were no indirect effects of working location on ego depletion through self‐leadership. However, we found that on home days, part‐time teleworkers were more satisfied with their job at the end of the workday through self‐goal setting.     

A multilevel study of group‐focused and individual‐focused transformational leadership,social exchange relationships,and performance in teams

Using matched reports from 73 team leaders and 359 of their members across 23 companies in Korea, we examined a multilevel model where group‐ and individual‐focused transformational leadership and their influence processes operate at the team and dyadic levels independently and interactively to be associated with team and member performance. Results indicated that group‐focused transformational leadership was positively associated with team performance through team member exchange (TMX), whereas individual‐focused transformational leadership positively related to team members' in‐role and extra‐role performance through leader–member exchange (LMX). TMX not only positively mediated the relationships between group‐focused transformational leadership and member performance after controlling for LMX but also positively moderated LMX–performance relationships. Moreover, the indirect effect of individual‐focused transformational leadership through LMX on member performance was contingent upon the level of TMX. Theoretical and applied implications are discussed. Copyright © 2015 John Wiley & Sons, Ltd.     

Use of a Business Excellence Model to Improve Conservation Programs

Abstract: The current shortfall in effectiveness within conservation biology is illustrated by increasing interest in “evidence‐based conservation,” whose proponents have identified the need to benchmark conservation initiatives against actions that lead to proven positive effects. The effectiveness of conservation policies, approaches, and evaluation is under increasing scrutiny, and in these areas models of excellence used in business could prove valuable. Typically, conservation programs require years of effort and involve rigorous long‐term implementation processes. Successful balance of long‐term efforts alongside the achievement of short‐term goals is often compromised by management or budgetary constraints, a situation also common in commercial businesses. “Business excellence” is an approach many companies have used over the past 20 years to ensure continued success. Various business excellence evaluations have been promoted that include concepts that could be adapted and applied in conservation programs. We describe a conservation excellence model that shows how scientific processes and results can be aligned with financial and organizational measures of success. We applied the model to two well‐documented species conservation programs. In the first, the Po’ouli program, several aspects of improvement were identified, such as more authority for decision making in the field and better integration of habitat management and population recovery processes. The second example, the black‐footed ferret program, could have benefited from leadership effort to reduce bureaucracy and to encourage use of best‐practice species recovery approaches. The conservation excellence model enables greater clarity in goal setting, more‐effective identification of job roles within programs, better links between technical approaches and measures of biological success, and more‐effective use of resources. The model could improve evaluation of a conservation program's effectiveness and may be used to compare different programs, for example during reviews of project performance by sponsoring organizations.     

The importance of group‐focused transformational leadership and felt obligation for helping and group performance

Leaders face a challenge to simultaneously motivate workgroups and the individuals within them. Recent criticisms highlight the need to deconstruct broad leadership constructs to offer better theoretical insight into the effects of specific leadership behaviors on groups versus individuals. We address this call by exploring the effects of group‐focused and individual‐focused aspects of transformational leadership. Applying social identity theory, we theorize that group‐focused transformational leadership is key to fostering felt obligation, motivating helping behavior, and enhancing group performance, whereas individual‐focused leadership may only foster helping when individuals also feel a sense of obligation toward their workgroup. In a field study of 260 employees reporting to 36 supervisors in a skilled trade company, we find support for these predictions using multilevel structural equation modeling and multilevel mixed effects modeling. Thus, group‐focused (vs. individual‐focused) transformational leadership and subsequent felt obligation are important antecedents for encouraging helping and, in turn, workgroup performance.     

Personal need for structure as a boundary condition for humor in leadership

Recent research has established a positive relationship between humor in leadership and organizational behavior variables. However, neither the mechanisms nor the boundary conditions of the positive effects of humor in leadership are completely understood. In this study, we contribute to these questions by investigating the relationship between humor in leadership and follower commitment and burnout in more detail. We propose that these relationships unfold via a relational process and specified this relational process in terms of leader–member exchange. Moreover, we assume that these relationships depend on followers' personal need for structure. We tested the hypothesized moderated‐mediation model in a two‐wave survey study with 142 employees. Our results support the proposed model. We found the predicted indirect effect of humor on commitment and disengagement to be stronger for followers low in need for structure. However, we did not find the proposed effects for emotional exhaustion. We discuss implications for leadership theory, humor theory, and for leadership training and practice. Copyright © 2016 John Wiley & Sons, Ltd.     

The effects of passive leadership on workplace incivility

In this article, we examine the effects of passive leadership on workplace incivility across two studies. Study 1 examines passive leadership–incivility relationships in a sample of employee–supervisor dyads, and Study 2 examines these relationships in a sample of employee–coworker dyads. Results from these studies suggest that passive leadership has a significant direct effect on behavioral incivility and an indirect effect through experienced incivility. Moreover, our results suggest that the relationship between experienced incivility and behavioral incivility is conditional on the level of passive leadership, such that the effect of experienced incivility on behavioral incivility is stronger at higher levels of passive leadership. Copyright © 2014 John Wiley & Sons, Ltd.     

How do leaders use emotional labor?

Leaders use emotional labor to regulate their own emotions and to manage the moods, job attitudes, and performance of their followers. Researchers need to examine how emotional labor is related to (i) leadership styles, (ii) leader and subordinate stress and well‐being, (iii) leader authenticity and character, and (iv) leader effectiveness. Copyright © 2012 John Wiley & Sons, Ltd.