The roles of relational identification and workgroup cultural values in linking authoritarian leadership to employee performance

We developed and tested a moderated mediation model of the relationship between authoritarian leadership and desirable employee performance (i.e., job performance and organization-directed citizenship behaviour, OCBO). Analyses of multilevel, multisource and data from 53 supervisors and 215 subordinates showed that relational identification mediated the time-lagged relationship between authoritarian leadership and job performance and OCBO. Authoritarian leadership has a weaker negative relationship with relational identification when group traditionality is relatively high, and this moderated relationship produces a stronger indirect relationship between authoritarian leadership and job performance and OCBO. These findings extend our understanding of the relationship between authoritarian leadership and employee performance outcomes and suggest ways organizations may seek to mitigate the extent to which authoritarian leadership hampers employees’ contributions.     

Bullying in work groups: The impact of leadership

The aim of this study is to examine whether and how laissez‐faire, transformational, and authentic leadership styles are related to the occurrence of bullying in work groups. It is hypothesized that the investigated leadership styles have direct associations, as well as indirect associations through group cohesion and safety perceptions, with indicators of bullying among subordinates. Using a cross‐sectional survey design, the variables were assessed in a randomly selected sample comprising 594 seafarers from two Norwegian shipping companies. Laissez‐faire leadership was associated with an increased risk of exposure to bullying behavior, self‐labeled victimization from bullying, and perpetrated bullying. Transformational leadership and authentic leadership were related to decreased risk of exposure to bullying behavior. Authentic leadership contributed to the variance in bullying beyond laissez‐faire and transformational leadership. Analyses of indirect effects showed that the association between transformational leadership and bullying was fully mediated through safety perceptions, whereas a partial indirect association through safety perceptions was found for authentic leadership. This study makes a significant contribution to the literature by providing evidence for how leadership styles predict workplace bullying. The findings highlight the importance of recruiting, developing, and training leaders who promote both positive psychological capacities and positive perceptions among their subordinates.     

Authentic leadership,psychological capital,job satisfaction and intention to leave in state-owned enterprises

This study investigated the relations among authentic leadership, psychological capital, job satisfaction and intention to leave within state-owned enterprises in Namibia. Participants were a convenience sample of 452 employees (females?=?49.6%, mean age?=?37.36, SD?=?8.57) state-owned enterprises in Namibia. They completed the Authentic Leadership Questionnaire, Psychological Capital Questionnaire, Job Satisfaction Questionnaire and Turnover Intention Scale. Structural equation modelling was utilised to investigate the relations among authentic leadership, psychological capital, job satisfaction and intention to leave. The findings indicated that authentic leadership was positively associated with psychological capital (i.e. experiences of hope, optimism, self-efficacy and resilience) and job satisfaction. Authentic leadership affected job satisfaction indirectly via psychological capital. Psychological capital had a medium to large indirect effect on employees' intentions to leave. The findings suggest that authentic leadership and psychological capital explain job satisfaction and retention of employees in state-owned enterprises.     

Professional Ethical Issues and the Development of Professional Ethical Standards in Counseling and Clinical Psychology in China

This article aims to summarize the current ethical issues in the field of clinical and counseling psychology and the process of developing professional ethical standards in China. First, through a review of the history of counseling and psychotherapy in China, general background information is provided. Important ethical issues are then discussed based on the results from several empirical studies. Finally, the process of developing the new edition of the Chinese Psychological Society Code of Ethics for Clinical and Counseling Psychology, the main contents as well as the considerations taken into account in the development of this code are presented.     

Savouring and perceived job performance in positive psychology: Moderating role of positive affectivity

Building on the research in positive psychology, the current study examines the impact of employee savouring on building perceived job performance and tested the extent to which an individual positive affectivity moderated the relationship of savouring and job performance. Using survey responses from 357 salespeople in six Taiwanese insurance companies, the results of hierarchical regression analyses show that savouring is positively related to perceived job performance. In addition, the relationship between savouring and perceived job performance was moderated by employees' positive affectivity. The implications of these results and the limitations of the research are discussed.     

Commitment to nonwork roles and job performance: Enrichment and conflict perspectives

An extensive commitment to nonwork roles was negatively associated with the job performance of 182 women legal secretaries. In addition to its direct negative effect on job performance, nonwork role commitment had both a negative indirect effect (through emotional energy expended on nonwork roles) and a positive indirect effect (through resources acquired from nonwork roles) on job performance. Consistent with a family-to-work conflict perspective, the negative effect was stronger than the positive effect. We suggest that the level and type of job occupied by the respondents in the study may have been responsible for the dominance of the negative effect and encourage researchers to examine the contextual influences that might explain the conditions under which commitment to life outside of work dampens or promotes performance in the work domain.     

The value of job crafting for work engagement,task performance,and career satisfaction: longitudinal and quasi-experimental evidence

We examine how job crafting (i.e. seeking resources, seeking challenges, decreasing demands) increases the person-job fit of employees. In Study 1, we studied job crafting’s effects over time. 111 employees filled out a questionnaire at two time points with 6 months in between. We found that seeking resources behavior at Time 1 positively affected work engagement, task performance, and career satisfaction at Time 2. Decreasing demands at Time 1 negatively affected work engagement, task performance, and career satisfaction at Time 2. In Study 2, we tested a job crafting intervention using a quasi-experimental design (i.e., intervention group, N = 60, and a control group, N = 59). The intervention was successful, as participants in the intervention group increased seeking resources and decreasing demands behaviors. Furthermore, seeking resources behavior was the main driver of increased participants’ work engagement, task performance, and career satisfaction.     

Ethical Leadership: An Integrative Review and Future Research Agenda

Over the past decade, ethical leadership has increasingly become one of the most popular topics in the areas of leadership and business ethics. As a result, there now exists a substantial body of empirical research addressing ethical leadership issues, but the findings reported by this body of research are highly fragmented. The topic has advanced to the stage where a review and synthesis of existing literature can provide great value and help move the scholarly conversation forward. The primary purposes of this article are to (a) review empirical findings from the ethical leadership literature utilizing a framework consisting of the antecedents, mediators, moderators and outcomes of ethical leadership, and (b) suggest a set of interesting research opportunities, thereby facilitating future investigation. We base our synthesis on a review of 62 empirical studies on ethical leadership that were published between 2005 and mid-2015.     

Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations

Paternalistic leadership (PL) is the prevalent leadership style in Chinese business organizations. With an approach similar to patriarchy, PL entails an evident and powerful authority that shows consideration for subordinates with moral leadership. Although PL is widespread in Chinese business organizations, very few studies have focused on this leadership style and those that have were simply conceptual analyses and not empirical studies. We sampled 543 subordinates from local businesses in Taiwan to investigate PL, Western transformational leadership, and subordinate responses to these two leadership styles. Our hypotheses were as follows: (1) PL has a significant and unique effect on subordinate responses compared to Western transformational leadership; (2) there exists an interaction between the three elements of PL (benevolence, morality, and authoritarianism) and subordinate responses; and (3) the authority orientation of a subordinate's traditionality has a moderating effect upon the relation between PL and subordinate responses. Statistical analyses generally supported these hypotheses. Directions for follow-up studies are offered and implications for leadership theory and practice are discussed.     

职场变革情境下的工作与工余塑造:基于自我认同理论的双路径模型

工作非一成不变。即使组织借助工作设计设定了特定职位的工作内容和工作方式,员工也会出于维护积极自我形象、控制感和与人建立联结的核心需求而开展工作塑造——主动调整对工作的认识、工作任务和人际交往——从而获得自我价值感和意义感。尽管工作塑造的前因后效研究已较充分,但较少研究触及自我认同这一核心。鉴于此,本研究以自我认同理论为主线,探寻当个体面临重大外部挑战时,如何通过自我提升与自我防御两种机制应对环境变革,进而借助工作塑造及工余塑造完成自我认同的重构。通过4个研究探讨消除自我认同威胁作为自我防御机制,把握自我成长机会作为自我提升机制,揭示工作环境重大变革激发个体自我塑造行为的中介机制;基于压力应对的认知评价模型,探讨个体特征在初级评估阶段,组织情境特征在次级评价阶段的调节效应;开展现场干预研究,探讨结合自我建构进行工作塑造的效果。本项目将工作塑造和自我认同重新连结起来,构建了工作环境变革情境下个体自我塑造的双路径模型,以望对两个领域均有贡献。     

我国公共卫生中的伦理学问题

在公共卫生研究中重点探讨了伦理审查、研究对象选择、知情同意、保护研究对象隐私、对研究对象的适当补偿等方面的伦理学问题;在公共卫生实践中重点探讨了传染病防治、疾病监测、计划免疫、疾病筛查及卫生资源配置领域中的伦理学问题。重视这些问题并参照一定的伦理学原则将有助于解决问题,更好地促进公共卫生事业的发展,促进人群健康。     

中国的现代性启蒙:在传统伦理和现代市民社会之间

启蒙就是要促使人类摆脱“不成熟状态”,激发人的无穷想象力和无限创造力,真正确立起独立人格和主体意识。目前中国的现代性启蒙就是要在扬弃传统的基础上,参照西方社会的现代化模式,确立社会成员个体独立的法权状态,促使传统伦理社会向现代市民社会转变,从而为人的进一步发展与完善创造条件。     

Extraversion and job performance: How context relevance and bandwidth specificity create a non-linear,positive, and asymptotic relationship

The personality factor of extraversion has been associated with performance in some occupations (e.g., sales), and it has been one of the most consistent personality predictors of leadership. Recent research indicates that extraversion could have a non-linear relation with performance. At the same time, many researchers have contended that scholars should utilize measures of personality narrower than factors and that the bandwidth and relevance of personality should fit both the criterion and the context of a study. We argue and find that by examining an aspect of extraversion (i.e., social potency) in a particular vocational context (i.e., enterprising job demands), non-linear, asymptotic (diminishing marginal benefits) effects will be demonstrated on a relevant type of performance (i.e., enterprising job performance). We review implications, limitations, and avenues for future research.     

Using individual differences to predict job performance: correcting for direct and indirect restriction of range

The present study investigates the relationship between individual differences, indicated by personality (FFM) and general mental ability (GMA), and job performance applying two different methods of correction for range restriction. The results, derived by analyzing meta-analytic correlations, show that the more accurate method of correcting for indirect range restriction increased the operational validity of individual differences in predicting job performance and that this increase primarily was due to general mental ability being a stronger predictor than any of the personality traits. The estimates for single traits can be applied in practice to maximize prediction of job performance. Further, differences in the relative importance of general mental ability in relation to overall personality assessment methods was substantive and the estimates provided enables practitioners to perform a correct utility analysis of their overall selection procedure.     

Outsourcing inspiration: The performance effects of ideological messages from leaders and beneficiaries

Although ideological messages are thought to inspire employee performance, research has shown mixed results. Typically, ideological messages are delivered by leaders, but employees may be suspicious of ulterior motives—leaders may merely be seeking to inspire higher performance. As such, we propose that these messages are often more effective when outsourced to a more neutral third party—the beneficiaries of employees’ work. In Study 1, a field quasi-experiment with fundraisers, ideological messages from a beneficiary—but not from two leaders—increased performance. In Study 2, a laboratory experiment with an editing task, participants achieved higher task and citizenship performance when an ideological message was delivered by a speaker portrayed as a beneficiary vs. a leader, mediated by suspicion. In Study 3, a laboratory experiment with a marketing task, the beneficiary source advantage was contingent on message content: beneficiaries motivated higher task and citizenship performance than leaders with prosocial messages but not achievement messages.     

Gender makes the difference: The moderating role of leader gender on the relationship between leadership styles and subordinate performance

Using a predominantly male research and development (R&D) sample and a predominantly female customer service personnel sample, we investigated how authoritarian and benevolent leadership styles interact with leader gender to influence subordinate performance (i.e., task performance, citizenship behavior, and creativity). Our research extends role congruity theory (Eagly & Karau, 2002) by adopting  and  attribution principles to offer a more comprehensive framework for explaining how leader gender affects the impact of leadership styles on subordinate performance. Our results suggest that the negative relationship between authoritarian leadership and subordinate performance is stronger for female than for male leaders and that the positive relationship between benevolent leadership and subordinate performance is stronger for male than for female leaders. Accordingly, in addition to leaders’ engaging in gender-role congruent behaviors, a useful strategy is to adopt behaviors that are perceived as a positive deviation from their gender role.     

一种全新的领导理念——仆人式领导的兴起与发展

仆人式领导是近年来西方领导学研究的前沿课题。本文通过仆人式领导与几种相似的领导模式的对比,阐述了仆人式领导的特别之处,进而,在阅览相关文献的基础上,解释了仆人式领导的内涵并总结了国内外关于仆人式领导的各种理论。仆人式领导这一理论虽然尚未成熟,但其对未来组织发展和社会进步的推动作用是毋庸置疑并且十分巨大的。     

The relationship between abusive supervision,distributive justice and job satisfaction: A substitutes for leadership approach

IntroductionRecently, interest in abusive supervision has grown (Tepper, 2007). However, little is still known about organizational factors that can reduce the adverse effects of abusive supervision.ObjectiveBased on a substitute for leadership perspective (Kerr & Jermier, 1978), we predict that job resources adequacy and role clarity act as buffers in the negative relationship between abusive supervision, distributive justice and job satisfaction.MethodA sample of 253 employees from a City Hall was used to test our hypotheses.ResultsWe found that abusive supervision was significant and negatively related to distributive justice when job resources adequacy and role clarity were low, but not when job resources adequacy and role clarity were high, with consequences for job satisfaction.ConclusionsThese findings suggest that job resources adequacy and role clarity can reduce the negative impact of abusive supervision, which then lessens distributive unfairness perceptions and job dissatisfaction.