The Research On The Problem Of The Role Conversion On The New Leading Cadres

Selection and appointment of cadres is an important part of our organization andpersonnel work. The new leading cadres must consider the problem on role conversionafter they change positions. As the younger cadres has been selected and appointed, moreand more young people are holding leading positions. The new leading cadres, especiallyyoung leaders, are lack of practical experience and theoretical knowledge, and there aremany problems during role conversion on the new leading cadres, such as the problemson position, the power, the government culture and surroundings.Analysis and find the reasons for the failure of role conversion will not only help thenew leading cadres successful transformation, but also help to optimize the structure ofleading cadres, and construct reasonable team. There are two major reasons on leadingnew cadre role conversion failure. On the one hand, from the institutional analysis, thenew leading cadres training appraisal system is imperfect, the lack of focus and targetedwas the key point of the role of fuzzy. On the thought, the misleading on the traditionalthinking of the new leading cadres on role transformation, especially the “OfficialPosition” hierarchy delayed the role conversion speed. From the external factors, changesin the leadership of the environment also affect the smooth progress of the new role ofleading cadres conversion. On the other hand, the new leaders’ deficiencies can lead tothe failure on the role transformation. The main reason caused by lack of role conversionfor a long time has been found.The main problem is differences in leadership styles, thebias on value, and lack of leading core competence. Role conversion failure not onlyinfluence the new leading cadre’s new effect, will also hinder the smooth completion ofthe organizational goals. Therefore, new leading cadres are primarily concentrated on the issue of role conversion after promotion.The new leaders how to successfully achieve the role conversion, to complete thenew requirements is the focus of this article. First of all, To strengthen the construction ofthe new core ability of leading cadres. The new leaders should implement the roleconversion by improving the political discrimination, work motivation, and innovationability. The new leading cadres must enhance adjustment adaptability and self-control byself learning, which makes them adapt to the challenge of role conversion when theworking environment has changed. Second, To cultivate the role consciousness of thenew leading cadres. The leaders should strengthen awareness of the new job role fromfour roles of duty, post, power and culture. By building role consciousness, the newleading cadres can achieve role conversion. The last, Improving the new leading cadrestraining system. We should establish the perfect training system by effective training andeducating., which fundamentally improve the new leaders’ ability to adapt., in order tocomplete the role conversion at the early stage of the leading activity.