知识型员工共享领导对团队绩效的影响:团队学习能力的中介效应

对27个单位,92个团队共687名知识型员工调查,目的是基于团队学习能力视角探讨知识型员工共享领导对团队绩效的影响。首先用HLM6.08将收集到的数据从个体层面上升到团队层面,然后采用共享领导二阶模型初步得出团队学习能力在共享领导与团队绩效之间起中介作用,最后借助LISEREL8.70统计软件从共享领导各维度探讨团队学习能力的中介效应。结果表明共享领导与团队绩效之间具有显著的正相关关系,且共享领导通过团队学习能力的中介效应影响团队绩效。     

组织认同对中小学教师知识共享的影响——团队认同和关系冲突的作用研究

基于社会认同理论和人际冲突理论相结合的视角,通过对20所中小学校的1342名教师的问卷调查,考察了团队认同在中小学教师组织认同与知识共享关系中的中介作用以及关系冲突对该关系的调节作用。数据分析结果表明：中小学教师组织认同显著正向影响知识共享,团队认同在组织认同与知识共享之间起着部分中介作用,关系冲突显著调节组织认同通过团队认同影响知识共享的间接效应,在低关系冲突的条件下,团队认同在组织认同影响知识共享过程中的中介作用显著,但在高关系冲突的条件下,团队认同的中介作用不明显。     

工作场所的组织政治会危害员工绩效吗？基于个人-组织契合理论的视角

本研究基于个人-组织契合理论的视角, 通过对286份员工与直接主管的配对数据, 揭示了组织政治知觉对员工绩效(任务绩效和组织公民行为)的影响, 马基雅维利主义人格对这两者之间关系的调节作用, 组织认同在这两者之间的中介作用。层次回归分析结果发现：组织政治知觉对任务绩效、组织公民行为具有显著的消极影响, 马基雅维利主义人格可以显著调节组织政治知觉与任务绩效、组织公民行为两者之间的关系, 而组织认同是组织政治知觉与任务绩效、组织公民行为之间的完全中介变量。调节路径分析结果表明：马基雅维利主义对组织政治知觉与员工绩效之间关系的调节作用也是以组织认同为中介, 具体表现为被中介的调节作用。     

情绪创造力对员工创新行为的影响:情绪社会建构理论的视角

基于情绪社会建构理论,运用问卷调查法,通过分析708组配对数据,探讨情绪创造力对员工创新行为的影响机制。结果表明:情绪创造力对员工创新行为有显著的正向影响,创造性角色认同在其中具有部分中介作用;员工情绪创造力与领导激励创造性的交互作用通过员工创造性角色认同为中介,影响员工的创新行为,从而表现出有中介的调节作用。     

员工伦理型领导原型对伦理型领导有效性的影响：员工崇敬感的中介作用

基于工作场所中具体积极情绪的理论模型和内隐领导理论, 探究了伦理型领导对员工工作绩效的影响机制, 具体是检验了崇敬感的中介作用和员工伦理型领导原型的调节作用。通过对一项问卷调查研究(193份上下级配对数据)和两个情境实验获得的实证数据进行统计分析, 结果表明: 伦理型领导能够正向影响员工的崇敬感; 崇敬感能够中介伦理型领导对组织公民行为的积极作用, 但对任务绩效的中介效应并不显著; 此外, 员工的伦理型领导原型会强化伦理型领导与员工崇敬感之间的正向关系, 即相比于拥有低伦理型领导原型的员工, 拥有高伦理型领导原型的员工更容易对伦理型领导产生崇敬感; 崇敬感能够中介伦理型领导与员工伦理型领导原型的交互作用对组织公民行为的影响。     

服务型领导影响员工建言的双重机制研究

从自我提升和角色领会两个角度,聚焦服务型领导对员工建言的促进作用,提出了服务型领导影响员工建言的双重作用机制。通过分析260份来自苏州地区33家企业的配对样本,结果发现服务型领导能够正向预测员工建言行为;此外,与自我提升理论的预测一致,建言效能感中介了两者的正向关系;根据角色认同理论,建言角色认同中介了两者的正向关系;同时,建言效能感和建言角色认同的中介作用都受到感知到的领导权力的调节。     

魅力型领导与下属工作投入：双维认同构念的中介机制

本研究旨在探讨组织认同和领导认同在魅力型领导对下属工作投入的影响过程中的中介机制。全文以魅力型领导和认同感理论为基础,以来自国内多家企业的252名员工为样本进行数据分析,结果发现下属的组织认同和领导认同作为认同感的双维构念在魅力型领导对下属工作投入的影响过程中具有中介作用。其中,组织认同在此过程中具有部分中介作用,而领导认同则发挥完全中介作用,而且组织认同和领导认同在此过程中同时存在,互不排斥。     

家长式领导与员工建言行为：组织认同的中介作用

为探讨家长式领导对员工建言行为的影响,并考察组织认同在其中的作用机制,采用家长式领导、组织认同、建言行为三个量表对316名员工进行测量,层次回归分析和Bootstrap检验的结果表明：（1）家长式领导的三个维度均对建言行为有显著正向预测作用;（2）组织认同对抑制性建言和促进性建言均有显著正向预测作用;（3）组织认同分别在仁慈领导、德行领导与建言行为之间起部分中介作用。     

员工社会身份差异对职场欺负感知的影响:团队认同的中介作用

以社会认同理论为基础,通过对制造业22个团队的331名员工进行问卷调查,探讨一线员工在团队内的社会身份差异(性别差异和地域差异)对其职场欺负感知的影响,以及团队认同在这一影响中的中介作用。结果表明,员工的社会身份差异对其职场欺负感知的五个维度均有显著性影响,团队认同在社会身份差异对权利剥夺型欺负的影响中未起到中介作用;而在性别差异对社会排斥型欺负的影响中,团队认同起到完全中介作用。。     

道德型领导者得到了什么？道德型领导、团队平均领导-部属交换及领导者收益

道德型领导是新近提出的一种领导理论,大量研究证实这种领导方式会对员工和组织带来积极影响。然而,在领导过程中处于主体地位的领导者从中获得了什么收益却较少受到关注。以50个工作团队的248名员工为研究对象,本研究基于社会交换理论考察了道德型领导与个体层次和团队层次上领导者收益的关系及其作用过程。跨层次分析结果表明：(1)道德型领导对个体层次的员工对领导的认知信任和情感信任,以及团队层次的团队绩效和领导者绩效均有显著正向作用;(2)团队平均领导-部属交换中介了道德型领导与下属对领导者的认知信任、情感信任以及团队绩效的关系,但在道德型领导与领导者绩效关系间无显著中介作用。本文揭示了道德型领导者在领导过程中获得的“收益”以及团队层次社会交换的中介作用,为道德型领导和团队社会交换的研究提供了启示。     

心理契约破坏与员工建言行为的关系：领导成员交换的调节效应

采用问卷调查法,以中国移动广东分公司的253名员工为研究对象,考察心理契约破坏、领导成员交换与员工建言行为的关系,并检验领导成员交换在二者之间的调节作用。层次回归分析结果表明：（1）心理契约破坏与员工建言行为呈显著负相关;（2）领导成员交换与员工建言行为呈显著正相关;（3）领导成员交换显著调节心理契约破坏与员工建言行为之间的关系。当领导成员交换质量较佳时,心理契约破坏与员工建言行为之间的负向关系较弱。     

Psychological Capital,Team Resources and Organizational Citizenship Behavior

The study aimed to examine the impact of team resources – learning values and team leader optimism – as moderating variables affecting the relationship between team psychological capital (PsyCap) and organizational citizenship behavior (OCB), measured as a team outcome. Eighty-two management teams involving 395 participants from educational organizations responded to a quantitative questionnaire. Hierarchical regression analyses confirmed interactive effects of both moderating variables, which serve as positive resources for the team by enhancing the impact of team PsyCap on the willingness of the team to engage in OCB. Team PsyCap functioned as a positive team resource that brings about an environment that induces exhibition of high levels of OCB. This relationship is strengthened when both team learning and team leader’s optimism are high. The findings provide support for the relevance of contingency theories by emphasizing the necessity of certain situational features existing in order to have an impact on organization outcomes. Theoretical and practical implications of the findings are discussed.     

领导幽默风格对团队内部学习的影响

采用幽默风格量表（HSQ）、领导成员交换量表（LMX-16）和团队内部学习问卷,以325名事业单位员工为调查对象,研究了领导幽默风格和团队内部学习、领导成员交换的关系。结果发现：（1）亲和型领导幽默和自强型领导幽默正向影响团队内部学习,嘲讽型领导幽默和自贬型领导幽默负向影响团队内部学习。（2）亲和型领导幽默和嘲讽型领导幽默对团队内部学习的影响完全通过领导成员交换起作用,自强型领导幽默对团队内部学习的影响部分通过领导成员交换起作用。（3）自强型领导幽默与嘲讽型领导幽默通过领导成员交换对团队内部学习的影响都大于亲和型领导幽默;自强型领导幽默对团队内部学习的直接效应大于自贬型领导幽默。     

Inside the leader relationship: constructive controversy for team effectiveness in China

Research is needed to understand the dynamics by which high‐quality leader relationships have their productive effects on followers. This study proposes that these leader relationships do not simply induce compliance but encourage employees and managers to discuss their diverse views open‐mindedly and constructively. Team leaders indicated leader–member relationship with employees who rated their constructive controversy and their team's effectiveness and feelings of respect, support, and reduced stress. Structural equation analysis suggested that leader–member relationship affects employee team productivity and emotions through constructive controversy. The study's findings and previous research were interpreted as suggesting that high‐quality leader relationships coupled with constructive controversy provide a foundation for effective team leadership in China.     

员工为何沉默:领导权力距离倾向与员工调控焦点的跨层次交互作用

基于跨层次的调节-中介模型,检验了员工沉默的影响因素、中介变量及作用边界。来自82个团队447名员工的数据表明:(1)领导权力距离倾向与员工沉默行为显著正相关。在这一关系中,建言有用感起完全中介作用,心理安全感起部分中介作用,且控制建言有用感后,心理安全感的中介效应不再显著;(2)员工的促进焦点会增强"权力距离倾向→建言有用感→沉默行为"间接效应,防御焦点会减弱"权力距离倾向→心理安全感→沉默行为"间接效应。结论有助于揭示员工沉默的产生机制。     

Work-to-Life Spillover Effect of Leader–Member Exchange in Groups: The Moderating Role of Group Power Distance and Employee Political Skill

While prior studies have focused on the effect of leader–member exchange (LMX), representing a dyadic differentiated exchange relationship between a leader and followers, on employees’ job-related outcomes, how LMX at the group level influences one’s life domain has been ignored. The present study shifted attention to the relationship between LMX mean and employee life satisfaction as well as the boundary conditions. Using a sample of 471 employees from 53 groups and hierarchical linear modeling, we examined the cross-level main effect of LMX mean on life satisfaction and the moderation of group power distance and individual political skill. The results revealed that LMX mean had a work-to-life spillover effect on employee life satisfaction. Employee political skill positively moderated the relationship between LMX mean and life satisfaction, whereas group power distance negatively moderated the relation. Theoretical and practical implications were further discussed.     

Organizational citizenship behaviour and employee's strain: Examining the buffering effects of leader support and participation in decision making

Investing in citizenship behaviours could entail personal costs for the employee. Specifically, we argue that OCB contributes to employee's strain above and beyond the impact of role conflict, role ambiguity, and role overload. To study the buffering role of leader support and participation in decision making (PDM) on this relationship, we collected data from 457 employees at various organizations at different time points from multisources. The results supported our hypotheses: Higher levels of OCB were related to higher levels of employee's strain, above and beyond the impact of role overload, role ambiguity, and role conflict; and the relationship between OCB and strain was weaker for those enjoying a high degree of leader support or PDM.     

The roles of leader emotion management and team conflict for team members' personal initiative: A multilevel perspective

Employees' personal initiative (i.e., their active and future-oriented engagement at work) is of high relevance to organizations that strive for innovation and competitiveness. To better understand its drivers and diminishers, the present study refers to Affective Events Theory and examines the impact of leader emotion management, team conflict, and affective well-being on personal initiative. Data from 300 members of 59 work teams in Germany were gathered from multiple sources at three points in time over the course of 2 weeks. Multilevel analyses indicated that leader emotion management positively affected team members' personal initiative and that this effect was mediated by team members' affective well-being. Data also revealed a contrasting negative indirect effect of task conflict within the team on team members' personal initiative via team members' affective well-being. The study's results suggest that the improvement of leaders' emotion management as well as the establishment of work conditions and experiences that foster affective well-being should be seriously considered by organizations wishing to facilitate personal initiative in team settings.     

Leader Advancement Motive,Political Skill,Leader Behavior,and Effectiveness: A Moderated Mediation Extension of Socioanalytic Theory

We examine socioanalytic theory from a leadership perspective and extend this research to examine the mediating mechanisms through which leader getting ahead motive and social competence influence leader effectiveness outcomes. A first-stage moderated mediation model was tested and supported, positioning the Leader Motive to Get Ahead × Political Skill interaction as influencing perceived institutional effectiveness and follower satisfaction with one’s leader through leader initiating structure behavior. This research both supports the relevance of socioanalytic theory for predicting leadership outcomes and extends socioanalytic theory to examine a mediating mechanism through which the interaction of the leader getting ahead motive and social competencies affects relevant performance outcomes. Contributions, strengths and limitations, directions for future research, and practical implications are discussed.     

成就目标导向、团队绩效控制对员工创造力的跨层次影响

成就目标导向在团队绩效控制情境下能否有效预测员工创造力是个值得关注的话题。以研发团队为研究对象, 运用线性阶层模型考察了三者间的跨层次关系。结果发现, 低绩效控制下, 精熟目标导向、表现–趋近导向对创造力有正向影响, 表现-回避导向有负向影响; 高绩效控制下, 精熟导向对创造力有“S型”非线性影响, 表现-回避导向有正向影响。结果表明, 高精熟目标导向在高绩效控制情境下抑制员工创造力, 而表现导向也并非总是与缺乏创造力联系起来, 提高表现-回避导向个体的绩效控制程度或者降低表现-趋近导向个体的绩效控制程度同样可以促进创造力。启示在于, 管理者不仅应关注成就导向的个体差异, 更应重视构建相应的绩效控制情境, 从二者交互作用出发激活员工创造力。