团队领导与团队有效性:基于社会认同理论的多层次研究

随着工作团队的广泛应用,团队有效性已成为研究者与管理者关注的焦点。团队领导作为影响有效性的关键因素,其作用机制得到研究者的日益关注。虽然团队领导的多层特征与中介机制已进入研究者的视野,但多层交互作用机制的实证探讨还较少;领导测量的情境性尚未得到充分关注。本研究在双通道团队变革型领导模型和社会认同理论基础上,提出基于团队、个体各自独立水平与两者交互层面的团队变革型领导作用机制模型。研究将在开发双通道团队变革型领导行为的情景判断测验基础上;通过企业问卷调查分阶段收集多源数据,整合多层结构方程与多层线性模型的数据分析,验证假设中的团队层面变量(团队聚焦变革型领导、关系认同、集体认同)与个体层面变量(个体聚焦变革型领导、领导成员交换、领导导向关系认同)之间的交互关系与边界条件,及对有效性的影响。研究结果一方面可拓展现有的团队领导理论,另一方面可为团队领导选拔等实践应用提供支持。     

组织中的正念：基于认知的动态衍生过程及干预

正念是个体、团队和组织共有的属性。认知过程取向的正念在个体、团队及组织层面表现为对信息的加工处理。依托信息加工理论, 基于认知的正念在组织中各层面的衍生过程可从4个阶段(刺激-觉知-识别-反应)进行解析, 其干预可依据衍生过程中的注意力与互动等关键要素入手。未来研究可发掘儒释道传统文化以发展认知取向正念的心理学内涵, 检验不同层面正念衍生过程及基于认知干预的有效性, 并尝试构建个体-团队-组织正念递进补充与反哺机制。     

团队信任的影响因素与作用机制:基于团队层面的分析

团队信任既包括团队成员之间个体层面的人际信任,也包括团队成员将团队作为一个整体所形成的团队层面的信任.团队层面影响团队信任的因素包括团队特征、团队运行过程、团队沟通与冲突,以及团队领导者特征等,并且团队信任直接或间接(通过一些中介和调节变量)对团队效能产生影响.未来的研究可进一步关注团队信任的测量问题、跨层次的借鉴与整...     

冲突对绩效的影响：个体、团队宜人性的调节作用

以往个体和团队冲突研究主要考察了个人特征或团队特征对冲突结果的影响, 而尚未充分关注冲突管理过程中个体特征与团队特征间的交互效应。基于个人-团队匹配理论, 本研究探讨了个体层面宜人性与团队层面宜人性异质性对团队中个体冲突(关系冲突、任务冲突)和工作绩效间关系的影响。基于来自64个银行服务团队(包含339名下属和64名主管)的多来源、多时点纵向数据, 本研究所得结果显示：(1)关系冲突显著负向影响工作绩效, 任务冲突对工作绩效的影响不显著。(2)个体宜人性能够显著减弱关系冲突对工作绩效的负面影响, 而增强任务冲突对工作绩效的正向影响。(3)关系/任务冲突、个体宜人性和团队宜人性异质性间存在着三重交互效应, 共同影响工作绩效。具体而言, 当团队宜人性异质性水平较低时, 个体宜人性对关系/任务冲突与工作绩效间关系的调节作用更加显著。     

团队作业与团队互动两类共享心智模型的发展特征

共享心智模型指团队成员关于团队作业、策略、团队情境、团队互动等的共同的知识结构,根据内容不同可以分为团队作业模型和团队互动模型两类。该研究通过实验室实验探讨两类共享心智模型的发展特征。132名大学生组成44个3人团队,随机分为团队绩效反馈组和无团队绩效反馈组。采用相似性评定法在团队执行作业前、中、后三次测量两类共享心智模型。结果发现：（1）共享心智模型随团队运作时间增加而发展;（2）团队互动模型形成和发展的难度高于团队作业模型;（3）团队绩效反馈对两类心智模型发展的作用不同,反馈加速了团队作业模型的发展速度,但却是团队互动模型能否得以发展的决定性因素。两类共享心智模型的不同发展特征应归因于两者特异性高低的不同     

互依性与团队协作

互依性是指团队成员在完成作业的过程中相互依赖的程度,分为作业互依性和产出互依性两大类。该文全面的阐述了互依性的概念、分类和测量方法,并重点介绍了20世纪90年代以后有关互依性在团队协作领域中的研究结果。总结发现,两类互依性与很多团队变量均有显著相关,特别是团队的结果变量。在对结果变量的影响上,两类互依性存在交互作用,或互依性与其他变量存在交互作用。文章最后提出了目前研究的局限性,以及未来的研究展望     

团队后援行为及其相关因素

团队后援行为指成员间的作业互助行为,使团队能动态地调整分配资源和能力,从而提高团队绩效。文章首先介绍后援与组织公民行为、关系绩效等概念的异同。然后介绍影响后援行为的三大类因素：个体因素、团队因素、组织因素。再介绍后援行为的两种测量方法：非判断性测量和判断性测量法。最后对今后的研究提出几点启示。     

领导者情感的作用机制：一个跨层的整合观点

领导者情感能够影响下属个体绩效和团队整体绩效, 但作用机制尚不清晰。基于情感事件理论和情绪传染理论, 在个体层面上, 领导者情感通过情绪传染和领导者行为两条路径影响下属情感, 进而影响下属绩效和工作态度。其次在团队层面上, 个体情感通过情绪传染和交叉影响形成团队情感基调, 通过影响团队过程, 进而影响团队绩效。最后, 文章提出领导者情感的跨层整合模型, 并对未来研究方向进行讨论。     

组织公正氛围的理论机制、研究视角及研究框架

组织公正是员工对工作场所公正环境的心理感知, 研究层面有个体与群体之分。以往研究多集中在个体层面, 以致研究结果缺乏对群体现象的有效解释。进入新世纪学者们开始关注群体层面的公正氛围研究, 并在理论和实证方面取得了较大突破。通过回顾相关研究可以发现：(1)在理论机制上, 公正氛围的形成可以通过社会信息加工理论、吸引-选择-磨合模型、公正传染概念和公正启发理论来解释; (2)在研究视角上, 主要存在维度视角、整体视角、感知来源视角、氛围属性视角和第三方视角; (3)在研究主题上, 主要涉及领导、团队和组织三方面对公正氛围的影响, 以及公正氛围对个体、团队和组织三个层面的影响效果。未来研究可着重从多种领导行为对不同公正氛围影响的比较、其他领导因素对公正氛围的影响、不同公正氛围对结果变量影响的比较、新视角公正氛围测量方法的尝试, 以及文化因素对公正氛围的影响研究等方面入手。     

共享心智模型对团队效能的影响——以团队过程为中介变量

本研究采用路径搜索的方法对38个团队共享心智模型进行了测量,并考察了两类共享心智模型(任务模型与团队模型)对团队过程及团队效能的影响作用.相关分析显示:两类共享心智模型与团队过程及团队效能各指标有显著相关.层级回归分析显示:共享心智模型对团队绩效产生直接作用,而共享心智模型各指标与团队效能感的关系完全受到团队沟通、合作等过程要素的中介影响.     

员工跨界行为的作用机制：网络中心性和集体主义的作用

员工跨界行为正在成为团队领域的热点课题, 但目前为止尚缺乏在中国情境下关于员工跨界行为作用机制的系统研究。本研究通过对来自61个团队的领导及其292名员工的两波纵向数据进行跨层分析, 将文化和社会网络理论整合入跨界行为领域, 在控制了个体层次的员工年龄、教育程度、性别、本团队工作时间和个人的集体主义导向, 以及团队层次的团队规模后, 发现员工跨界行为有助于提升其团队内部网络中心性的地位, 并进而促进其任务绩效, 团队集体主义氛围在员工跨界行为和网络中心性的关系中到显著的调节作用。     

领导集权度与团队成员交换：任务互依性与团队绩效压力的调节作用

从情感互动视角出发,通过三个时间节点对72个团队的问卷调查,探讨了领导集权度对团队成员交换（TMX）及团队绩效的作用机制和边界条件。结果表明：任务互依性和团队绩效压力调节了领导集权度与TMX间的关系,即任务互依性或团队绩效压力越高,领导集权度与TMX之间的负向关系越弱,反之则越强。进一步分析显示,任务互依性和团队绩效压力调节了TMX在领导集权度和团队绩效间关系的中介作用,表现为被调节的中介作用模型。     

The effect of state core self-evaluations on task performance,organizational citizenship behaviour,and counterproductive work behaviour

Although the personality–performance relationship has been studied extensively, most studies focused on the relationship between between-person differences in the Big Five personality dimensions and between-person differences in job performance. The current paper extends this research in two ways. First, we build on core self-evaluations (CSEs): an alternative, broad personality dimension that has proven to be a good predictor of job performance. Second, we tested concurrent and lagged within-person relationships between CSEs and task performance, organizational citizenship behaviour (OCB), and counterproductive work behaviour (CWB). To this end, we conducted two experience sampling studies; the first one assessing the relationship between state CSEs and levels of momentary task performance and OCB, and a second study in which employees reported on their level of state CSEs and momentary CWB. Results showed that there is substantial within-person variability in CSEs and that these within-person fluctuations relate to within-person variation in task performance, OCB, and CWB towards the organization, and CWB towards the individual. Moreover, CSEs prospectively predicted within-person differences in task performance and CWB towards the organization, whereas the reversed effect did not hold. These findings tentatively suggest that state CSEs predict performance, rather than the other way around.     

团队内冲突对团队效能的影响及作用机制

冲突是团队有效运作面临的主要挑战之一。学术界关于冲突与团队效能关系的研究结论未能达成共识, 引发了关于冲突对团队效能作用机制的探讨。回顾国内外相关文献发现, 团队特征(团队情绪、多元化、团队规范与文化价值观)、团队过程(冲突管理、信任)及任务特征等因素, 对于冲突对团队效能的作用过程具有调节作用。而基于冲突原因视角探讨团队内冲突对团队效能的影响、冲突的动态性、团队新成员冲突的激活效应和冲突与团队效能关系的本土化研究等应是未来的研究方向。     

礼之用,和为贵?和谐管理理论视角下团队亲社会违规氛围对团队绩效的影响

当前关于亲社会违规行为的研究主要集中于个体层面,但实践和理论都表明我们有探究团队亲社会违规氛围的必要性。为此,本研究聚焦于团队亲社会违规氛围这一概念,以和谐管理理论为基础,分别引入团队和谐作为中介变量和团队互依性作为调节变量,探讨团队亲社会违规氛围对团队绩效的影响机制和作用边界。本文以74个团队和334名团队成员为研究对象,通过对三阶段所获取的数据进行分析,结果显示:(1)团队互依性对团队亲社会违规氛围与团队和谐的关系具有调节作用:当团队互依性高时,团队亲社会违规氛围对团队和谐的负向影响更强;(2)团队和谐对团队绩效具有显著的正向影响;(3)团队互依性调节了团队亲社会违规氛围通过团队和谐对团队绩效的间接效应:当团队互依性水平较高时,团队亲社会违规氛围通过团队和谐对团队绩效的负向效应会被增强。本研究证实了团队亲社会违规氛围对团队绩效的作用机制与边界条件,拓宽了亲社会违规行为和团队和谐的相关研究。     

The Moderating Roles of Perceived Task Interdependence and Team Size in Transformational Leadership’s Relation to Team Identification: A Dimensional Analysis

This study is aimed at investigating perceived task interdependence and team size as contingencies for team leaders’ transformational leadership influence on team identification. Data were obtained from a two-phase survey among 234 employees from ten multinational pharmaceutical subsidiaries in South Korea. Each dimension of transformational leadership by team leaders relates positively to team identification. However, the impact of leadership dimensions on team identification is attenuated by distinct moderator(s): charisma by higher perceived task interdependence, individualized consideration by larger team size, and intellectual stimulation by higher perceived task interdependence or larger team size. This study’s findings help us develop a more nuanced understanding of how transformational leadership operates. This study illustrates that team leaders’ transformational influence on team identification fluctuates, depending on the team structure. Such knowledge may help inform team leader development and team-structuring strategies used by practitioners and may contribute to improving organizational team effectiveness. This is one of the first studies showing evidence that the influence of the dimensions of transformational leadership is contingent upon distinct moderators, thereby contributing to advancing the theory of transformational leadership. Further, this study, by investigating team structure as a contingency of the transformational leadership-team identification relationship, complements previous research that focused on follower characteristics. Additionally, our explicit attention to the team as both the context of leaders’ action and the target of employee identification helps us gain a more concrete understanding of team leadership and team development issues, which are particularly salient in the highly competitive pharmaceutical industry.     

团队任务冲突与团队领导行为及团队学习的关系研究

本研究旨在探讨项目团队领导基于角色的不同行为对团队内部的任务冲突互动,以及团队学习的影响.以128个项目团队为研究对象进行的问卷调查结果表明,在领导行为与团队学习的关系中任务冲突存在显著的中介效应.其中,团队领导的促进者与指挥者角色行为完全通过任务冲突的中介传导,对团队学习产生影响,;而领导的创新型行为则通过任务冲突的部分中介作用,产生对团队学习的正向影响.     

The influence of intra‐team conflict on work teams' affective climate: A longitudinal study

We analysed whether relationship conflict mediates the link between task conflict and shared affect at the team level of analysis. Moreover, we tested the hypothesis that the relationship between these two types of intra‐team conflict would be moderated by team members' interaction. The sample was composed of 156 bank branches. Data were gathered at two points in time. Two affect dimensions (tension and enthusiasm) were measured. The results obtained supported our hypotheses. Relationship conflict fully mediated the relationship between task conflict and team affect. Team members' interaction about team issues moderated the relationship between task conflict and relationship conflict, so that when team members' interaction was low, the relationship enhanced, whereas when team members' interaction was high, the relationship weakened.     

Perceived shared understanding in teams: The motivational effect of being ‘on the same page’

This study examines the role of perceived shared understanding with regard to team performance, taking into account the motivational mechanisms (i.e., group potency and team effort) involved in this relationship and the moderating role of task routineness. Using a multisource approach and a team‐level design, we collected data from 101 teams (i.e., 381 members and their 101 immediate superiors) working in a Canadian public safety organization. The results support the mediating role of group potency and team effort in the relationship between perceived shared understanding and team performance. Moreover, the results show that the relationship between team effort and team performance is moderated by task routineness, such that this relationship is stronger when task routineness is high. On the whole, the findings of this study help to better understand why and under what circumstances perceived shared understanding may enhance team performance.     

When and why hierarchy steepness is related to team performance

This study develops and tests a contingency theory on the functions of status hierarchy steepness in teams. Findings from a field study among 438 employees working in 72 work teams across diverse business settings demonstrate that task complexity moderates the relationships between status hierarchy steepness, different types of team conflict, and team performance. Steeper status hierarchies were negatively related to both process and task conflict, and hence increased team performance in teams working on tasks with lower complexity but did not yield such clear conflict and performance effects in teams working on more complex tasks. By showing that various levels of task complexity determine whether status hierarchy steepness has a conflict-regulating function that drives team performance, this research generates valuable insights about the context dependency of team responses to status hierarchy steepness.